有些事是不能授權的

你經常會聽到經營專家告訴你，授權的好處。

願意授權給下屬，確實能夠讓他們有更好的成長機會，看到更廣大的願景。

但是，有些事情，你最好不要輕易授權：

1. 要交付的任務還不清晰時。當你還不能將任務目標、要解決什麼問題說明清楚的時候，最好暫停授權，直到你自己搞清楚。
2. 任務太重要時。有些事情，你自己才是最佳的人選去擔負責任。這並不是因為你更高明、能夠更快的解決問題，而是這個任務是太重要了，你承擔不起失敗的風險。
3. 你自己需要學習。提供機會給別人發展，當然很好。但是，若是這是你自己可以獲得學習機會時，最好不要輕易放棄你自己的機會。

Some things are not authorizable

You often hear business experts tell you the benefits of empowerment.

Willing to empower subordinates and really give them a better chance of growing up and seeing a broader vision.

But there are some things you'd better not easily authorize:

1. The task to be delivered remains unclear. When you don't yet know exactly what your mission goal is to solve, it's best to pause your authorization until you figure it out yourself.
2. When tasks are too important. Some things, you are the best person to take responsibility. This is not because you are smarter and faster to solve problems, but that the task is too important for you to take the risk of failure.
3. You need to learn. It's good to offer opportunities for others to develop. But if this is a chance for you to get a chance to learn, you'd better not give up your chance.