不要攬下部屬該做的事

許多新任主管會犯下的一個錯誤，是沒有設定好自己與屬下的工作界限，尤其是誰應該負責什麼工作。當你升任為一名主管時，你的工作也從一名團隊成員改變成要去領導一群人。原來你是要求自己有高績效表現的一名成員，如今是要去支持你的團隊成員做出高生產力。

要轉變自己的角色並不容易。但是，與其自己親力親為似乎做起來比較快，你仍然要避免這樣做。領導主管要有看大格局的責任，從參加團隊會議到評估你的團隊的績效表現。

如果你自己跳下去做你的屬下該負責的工作，他不會學習到什麼，你也不會有時間處理自己的工作，並且你會作出危險的前例。

所以，你應該和你的團隊成員坦誠的說出你對他的期望。讓他們知道你會支持他們，但是他們的工作是自己該負責的。

Don't do what your subordinates should do

One mistake that many new executives make is not setting their own boundaries with their subordinates, especially those who should be responsible for what they do. When you are promoted to be a supervisor, your job changes from a team member to lead a group of people. So you ask for a member who has high performance. Now it's about supporting your team members to make high productivity.

It's not easy to change your role. But instead of doing it yourself, it seems faster, and you still have to avoid it. Leaders should have the responsibility to see the big picture, from attending team meetings to evaluate the performance of your team.

If you jump down to do the job that your subordinates are responsible for, he won't learn anything, you won't have time to deal with your work, and you'll make a dangerous precedent.

So, you should honestly tell your expectations to your team members. Let them know that you will support them, but they are responsible for their work.