Delegating: the Achilles Heel of Leaders. 5Reasons Most Delegation Fails不会分派任务，你就当不了领导As we move upwards in an organization, our perspectivebegins to change, sometimes in ways that can feeluncomfortable. Most people begin working in sometechnical skill area where they can reliably producedesired outcomes based largely on their ownperformance.随着我们在一个组织内部获得提拔，我们看待事物的视角也开始发生变化，有时甚至会让你自己觉得不自在。大多数人进入一个组织之后首先承担的是某个技术领域的角色，而且他们基本上确实能够根据自己的能力贡献出组织所需要的成果。In my career, I was a public relations practitioner,skilled at media relations, drafting news releases,organizing events and news conferences, etc. Of coursethat also required the skill of collaborating withothers, but I wasn’t responsible for theirperformance. However, as my mastery of publicrelations increased into the areas of consulting andselling, I started moving up the ladder untileventually I was the general manager of theorganization.在我的职业生涯早年，我曾经是一名公关专员，擅长拓展媒体关系、撰写新闻通稿、组织活动和新闻发布会等工作。当然，这些工作也需要你具备与别人合作的技能，但当时我并用不为别人的表现负责。不过，随着我的技能扩展到咨询和销售等领域，我开始在公司里获得提拔，最终当上了公司的总经理。That’s when I hit the wall! Suddenly, I realized Ihad been catapulted beyond my area of competence. Ireally had no idea how to ‚manage‛ others and how to‚delegate‛ responsibility effectively to otherplayers. So what did I do? I sucked most of theresponsibility up to myself, continuing to work onthings that demanded my technical expertise, whileoccasionally handing out a few ‚tasks‛ to others.Needless to say I suffered hugely as a manager until Ilearned the difficult lesson that (as my coach at thetime said to m...
