授權后，就放手

將一個項目交給他人，有的時候是會令人擔心的。但是，如果你不依靠別人協助，你就必須自己做所有大小事。你也會因此妨礙了他人在承擔新工作時可以獲得的學習機會。

一旦你授權給他人了，就不要想要親力親為的做一些細微管理。你應該接受別人會做出來的結果。

如果你要求一位團隊成員準備一份重要的簡報，不要不停地給他修正、編輯。你只要給她一些關鍵的目標與你期待的重要內容，其餘，就讓她自己去做，讓她用自己的方式做出她自己的版本，而不是你的版本。

這樣的授權，會比自己代勞更有效，並且結果通常會更好。

When authorized, let go

Handing over a project to someone else can sometimes be worrisome. But if you don't rely on others for help, you have to do all the things on your own, big and small. You can also hinder the learning opportunities available to others when they take on a new job. 

Once you delegate authority to others, don't try to do some fine management yourself. You should accept what others will do.

If you ask a team member to prepare an important briefing, don't keep revising and editing it. You just give her some key goals and important things you expect, and the rest, let her do it herself, and let her make her own version in her own way, not yours.
Such authorizations are more effective than acting on their own behalf and often result in better results.