1. NOT UNDERSTANDING THE IMPORTANCE OF THE TASK
1. 不了解任務(wù)的重要性

Before you can delegate a task, you have to be clear on it. Too often leaders give an employee something to do without having a deep understanding of the task and its impact.
委派任務(wù)之前，你必須要有清楚的認(rèn)識(shí)。領(lǐng)導(dǎo)者往往會(huì)讓員工去做一些事情，卻對(duì)任務(wù)及其影響沒(méi)有深入了解。

“Why does it matter to you and why does it matter to the person you're delegating to?” Eblin asks. “What does it mean to the company or the customer? You have to be super clear on the task and the stakeholders.”
“這為什么對(duì)你很重要，為什么這對(duì)你所委托的人來(lái)說(shuō)很重要？”艾柏林問(wèn)道?！斑@對(duì)公司或客戶意味著什么？你必須對(duì)任務(wù)和利害相關(guān)者有非常清楚的認(rèn)識(shí)?！?/div>

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2. MAKING AN INCOMPLETE REQUEST
2. 提出不完整的請(qǐng)求

When you delegate, make sure you are providing enough information. Eblin suggests writing down the steps before meeting with your employee to prepare for your initial delegation session.
委派時(shí)，請(qǐng)確保你提供了足夠的信息。艾柏林建議在與員工見(jiàn)面前，把步驟寫(xiě)下來(lái)，為首次委派會(huì)做準(zhǔn)備。

“Develop a plan for follow-through,” he says. “Too often leaders don't do a lot of prep. They'll say, ‘Take the lead on this and let me know when you're done,’ and not much more than that.”
“制定后續(xù)計(jì)劃，”他說(shuō)?！邦I(lǐng)導(dǎo)們通常不會(huì)做很多準(zhǔn)備工作。他們會(huì)說(shuō)，’帶頭做事，做完后通知我，’ 僅此而已?！?/div>

Instead, you should provide explicit instructions and insights. “Be crystal clear,” says Eblin. “Say, ‘Here's the task. Here is the timeline. When it's completed it will look like this. This is who needs to be involved, and this is who needs to be informed.’”
相反，你應(yīng)該提供明確的指示和意見(jiàn)?！耙浅Ｇ宄卑亓终f(shuō)?！氨热缯f(shuō)，’這是任務(wù)。這是時(shí)間表。要像這樣才算完工。這是參與的人員，這是需要被告知的人員?！?/div>

Also, tell the person how much you want to be in the loop, what resources are available, and what they can and cannot do without asking. You might also provide some potential pitfalls they could run up against.
另外，告知你想要知情多少、有什么資源，以及他們自己可以做什么、不能做什么。你也可以告訴他們一些可能遇到的陷阱。

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3. FORGETTING TO SET EXPECTATIONS ON ACHIEVEMENT
3. 忘記設(shè)定預(yù)期成果

When you delegate a task, be sure to define what success looks like.
委派任務(wù)時(shí)，請(qǐng)務(wù)必明確成果。

“How will the employee know when they reach 100%?” Eblin asks. “When will they be done? What does achievement look like? And who has to be happy with what’s achieved?”
“員工如何知道他們已經(jīng)100％達(dá)標(biāo)了？”艾柏林問(wèn)道?！八麄兪裁磿r(shí)候應(yīng)該完成？成果應(yīng)該是什么樣的？誰(shuí)應(yīng)該對(duì)成果表示滿意？”

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4. MISSING REGULAR CHECK-INS
4. 缺少定期檢查

Too often leaders fail at delegating because they think of it as a “set it and forget it” exercise, says Eblin.
艾柏林說(shuō)，很多時(shí)候，領(lǐng)導(dǎo)者委派失敗，因?yàn)樗麄儼盐僧?dāng)成了一個(gè)“設(shè)置遂忘卻”的練習(xí)。

“Even if you’ve been clear in delegating and have a lot of confidence and trust, most of the time it requires some level of checking in,” he says. “Get clear on how often you will check in as well as what factors might trigger a check-in, a red flag, or action.”
“即使你已經(jīng)明確委派，而且很有信心很放心，多數(shù)情況下，仍然需要一定程度的檢查，”他說(shuō)。“要清楚你檢查的頻率以及什么情況下檢查、警告或行動(dòng)?！?/div>

It’s a good idea to set a regular check-in timeline, such as weekly or biweekly, Eblin suggests.
艾柏林建議，最好設(shè)置一個(gè)定期檢查時(shí)間表，比如每周或每?jī)芍芤淮巍?/div>

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5. OVERLOOKING KNOWLEDGE AND KUDOS
5. 忽視知識(shí)和表彰

Throughout the project, leaders should be mindful of the process. “There should be debrief lessons from the assignment,” says Eblin. “Are there things we learned while we were completing it? What can it tell us about the future on what we should do again, and what we would do differently based on what we've learned?”
在整個(gè)項(xiàng)目中，領(lǐng)導(dǎo)者應(yīng)該注意這個(gè)過(guò)程?！耙腥蝿?wù)匯報(bào)，”艾柏林說(shuō)?！拔覀?cè)趫?zhí)行過(guò)程中，學(xué)到了什么？我們之后再做可以了解什么？以及根據(jù)所學(xué)到的，我們會(huì)采取哪些不同的做法？”

And don't forget to acknowledge the employee's contribution. “Kudos is about recognition,” says Elbin. “Part of that is up front. It’s ‘Here's what in it for you. This is what's the upside for you if it goes well.’ And part is acknowledging what's been accomplished at the end.”
而且，不要忘記肯定員工的貢獻(xiàn)。“表彰就是認(rèn)可，”艾柏林說(shuō)。“其中一部分要預(yù)先明確。‘這部分’是你的。如果進(jìn)展順利，這就是你的好處。’認(rèn)可最終成果是另一部分。”

Some people naturally have more project management skills, but delegating can be learned, says Eblin. “Go through these steps before you sit down with someone else and ask then to take the lead on a task,” he says. “Adopting a discipline around the prep and having a framework or checklist will get you off to a good start and help the other person bring it home.”
艾柏林說(shuō)，有些人天生就更有項(xiàng)目管理技巧，而委派是可以學(xué)習(xí)的?！芭c其他人坐談之前，先完成這些步驟，然后再要求他們帶頭完成任務(wù)，”他說(shuō)?！皽?zhǔn)備工作有紀(jì)律、有框架或列清單，你就能開(kāi)個(gè)好頭，并讓其他人心中有數(shù)?！?/div>

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翻譯：Claire

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