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Don’t look now, but your micromanagement habits might be stunting your company’s growth. If you’re improperly, inefficiently, or just plain avoiding the delegation of tasks, you may be harming your company more than you think.

不要以為你現(xiàn)在凡事親力親為看起來效果很好，要知道事無巨細(xì)的管理會(huì)阻礙公司的長遠(yuǎn)發(fā)展。如果你不會(huì)恰當(dāng)?shù)�、有效率地授�?quán)或干脆不授權(quán)的話，你的這種做法給公司造成的傷害可能比你想象得還要大。

1. Settle for 80%

1、80%足矣

Perfection isn’t the key to success. Believing this could put your business in jeopardy. CEOs and entrepreneurs alike should accept 80 percent as good enough–make it your new A+. As long as your goals are met, don’t sweat the small stuff. The last 20 percent can take the longest to achieve and it often has diminishing results anyway. You’ll get more done by moving to the next tasks and improving things as they come along.

完美不是成功的關(guān)鍵，追求完美會(huì)讓你的企業(yè)陷入危險(xiǎn)。CEO 和創(chuàng)業(yè)者之類的人應(yīng)該接受 80% 就算夠好 — 把它當(dāng)作你新的 A+。只要目標(biāo)達(dá)到，就不要再為小事情煩惱。剩下的 20% 要花費(fèi)最長的時(shí)間才能實(shí)現(xiàn)，而且往往會(huì)讓成果遞減。著手解決下一個(gè)任務(wù)并同時(shí)改善上一個(gè)會(huì)讓你解決的問題更多。

2. Stamp out micromanagement

2、拒絕微觀管理

Thinking you’re the most knowledgeable and efficient person to handle every single task is one of the most poisonous mindsets you can have. You’re not only proving your distrust for your employees, you’re also wasting countless amounts of time and energy.

認(rèn)為自己是每一個(gè)任務(wù)最清楚、最高效的處理者絕對(duì)是你的思想大忌之一。這樣不僅證明了你不信任自己的員工，而且還浪費(fèi)了無數(shù)的時(shí)間和精力。

Learn to loosen up and let others steer–you may be surprised what kind of innovation will flourish. If you keep focusing on achieving your standard of 80 percent, you’ll be more likely to keep micromanagement at bay.

學(xué)會(huì)放權(quán)，讓別人握一下方向盤 — 你會(huì)對(duì)因此而出現(xiàn)的創(chuàng)意勃發(fā)感到驚訝。如果你堅(jiān)持 80% 即算完成的理念，就不會(huì)陷入微觀管理的陷阱。

3. Stay focused

3、保持專注

As a CEO, founder, or manager, you need to ensure you’re only tackling the tasks that affect company growth. Make no exceptions to this rule and adamantly delegate everything else. There’s only so much time in the day and you’re bound to be busy, so keeping your focus is key. If you find you’re out of things to do, your company could become stagnant.

作為一名 CEO、創(chuàng)始人、或經(jīng)理，你需要確保只處理那些影響公司發(fā)展的任務(wù)。堅(jiān)持這條原則，不要搞例外，堅(jiān)定地把其他事情委派他人。一天的時(shí)間就那么多你肯定會(huì)忙的要死，所以保持專注非常關(guān)鍵。如果你發(fā)現(xiàn)無事可做，你的公司就會(huì)停滯不前。

4. Set standards for delegation

4、設(shè)立委派標(biāo)準(zhǔn)

The top tasks I tend to delegate to employees are general administration duties like appointment and calendar management, billing, office management, production, and sales. Cutting these out of your day will give you more time to focus on what matters most. Make sure you’re critically evaluating your daily tasks to eliminate those without concrete goals and focus on those you can’t do without.

我委派給員工最多的任務(wù)往往是預(yù)約、日程安排這些行政管理工作，以及賬務(wù)、辦公室管理、生產(chǎn)、銷售等。把這些委派出去你就會(huì)有更多的時(shí)間專注于最重要的事情。確保你已經(jīng)認(rèn)真評(píng)估了自己的日常任務(wù)，剔除那些沒有具體目標(biāo)的工作，專注那些只有你能完成的任務(wù)。

5. Look at the money factor

5、關(guān)注錢的因素

Keeping affordable will help you delegate. One of my fellow members of the Young Entrepreneur Council says he delegates any task that he can pay someone $500 per hour–or less–to accomplish. This sets his own rate at $500 an hour or more–essentially, a million dollar yearly salary. You have to focus on work that has the biggest impact on growth, and delegate everything else–even if it’s an attorney at $350 an hour.

委派要保持一個(gè)自己可以承受的程度。我在青年企業(yè)家協(xié)會(huì)認(rèn)識(shí)的一位會(huì)員說，他把時(shí)薪等于或低于 500 美元的任務(wù)都委派給別人。也就是說，他自己的工作價(jià)值大于 500 美元 / 小時(shí)。換句話說，這意味著他的年薪應(yīng)該是百萬美元。你必須專注于對(duì)發(fā)展影響最大的工作，然后把其他委派給別人——哪怕給代理人的薪水是 350 美元 / 小時(shí)。

6. Stop owning tasks

6、停止占有任務(wù)

If you’re not passing off the ownership of tasks to others, you’re not truly delegating. Give full ownership of the task to the person you want to accomplish it. Stop babysitting your employees and trust that they will be able to accomplish a project in their own way. Limit your guidance to providing them with an achievable outcome.

如果你不把任務(wù)的所有權(quán)轉(zhuǎn)交給別人，那就不是真正的委派。要把所有權(quán)完全交給你希望執(zhí)行的那個(gè)人。交給他就要信任他，不要再插手，他會(huì)用自己的方式完成項(xiàng)目的。給他們的指導(dǎo)要適度，明確可實(shí)現(xiàn)的成果即可。