對部下做細微管理不是你個人的錯，如此可以將授權拆分到最根本之處。然而，作為領導主管，你不需要隨時盯著看你的屬下如何做。
關鍵是你能夠設定出清楚的目標。
如果你希望你的屬下改善客戶滿意度，定義要做到多少以及哪些是客戶滿意度的重要元素。而且，你要設定好限制條件，例如：“在這個預算內達成”，或是“遵循這些政策”，或是“在例外的情況，必須得到我的批准”。
如果沒有設定好這些授權準則，你的屬下可能就會恣意妄為，而讓你陷入麻煩。
但是，你要注意不要設下太多限制。
若是只說“完成合約”，確實太籠統了，但是若是說“我要看到合約上每一條款文字都清楚編輯好”，又太瑣碎了。如此，會浪費大家的時間。
你必須在授權上做出平衡拿捏。
Avoid micro-management
of your subordinates
It's
not your personal fault to manage subordinates carefully, so you can split the
authority to the most basic part. However, as a leader in charge, you don't
need to stare at your subordinates at any time.
The
key is that you can set clear goals.
If
you want your subordinates to improve customer satisfaction, how much to do and
what is the definition of customer satisfaction is an important element.
Moreover, you have to set limits, for example: "reached within budget", or "follow the
policy", or "in exceptional circumstances, must be approved by
me".
If
you do not set the authorization criteria, your subordinates may be arbitrary,
and get you into trouble.
But
you should be careful not to put too many restrictions on it.
It's
really too general to say only that the contract is finished, but if it's said,
"I'm going to see that every clause in the contract is clearly
edited," It's too trivial. It's
going to waste everybody's time.
You
must make just the right balance of the authorization.