How To Make Competent Subordinates Take On More Responsibilities?

I know a chief executive who is the leader of one of the largest global organizations in the world.

The feedback he received was that he was opinionated and arbitrary.

He realized that he should do better in making decisions for others, and at the same time, reduce his concern about whether he did the right thing.

For this reason, he practiced the technique in a year's time: before he spoke, he would take a deep breath first and ask himself, "is this worth saying?" he realized that half of the time, though his comments may be impeccable, it is not worth saying.

So he soon began to focus more attention on empowering others to make decisions, to enable them to have decision-making autonomy, and to make them responsible for their decisions, while reducing their need to add value to the organization.

Your employees know their jobs well, they know their tasks, roles and functions in the organization, so now is the time for you to let them do it.

However, people often overlook the crucial point: leaders can not "empower" someone to be responsible and make good decisions.

People must empower themselves.

Your responsibility is to create a good decision-making environment, to provide support for them, and to provide employees with tools and knowledge to make decisions and act accordingly.

In this way, you can make the employees reach the state of power.

Although this process does take a long time, it is only when employees can accomplish their work independently within a certain period of time that they will be convinced that they do have autonomy. However, it is effective and worthwhile.

For example, if a company has history of killing and dismissing the initiator of action, the leader of a company should not just tell employees that you have been authorized to make decisions.

Can we build one?

The environment depends in part on the ability of leaders to intervene in the interests of the team.

Leaders must ensure that people can do their work at ease.

In order to achieve this effect, it is absolutely important to establish and maintain a "safe" working environment, and to constantly discuss people's needs, opportunities, tasks, obstacles, plans, and what things are effective and which are not working.

You will probably spend a lot of time with other leaders.

Dialogue with team members and colleagues.

The following is

There are several points that can be done when building an enabling environment.

1. for those who have proved capable of assuming responsibility, they should be empowered.

2. create a good environment for people to improve their skills.

3. unless absolutely necessary, do not make any decisions about others' decisions and ideas.

The only way to combat their confidence is to stop them from sharing their future thoughts with you.

4. let people enjoy their determination and autonomy in their tasks and resources allocation.

Today, successful leaders and managers are willing to exercise leadership through empowering subordinates to make decisions, share information and try new things.

Most employees (future leaders) can see the value of empowerment and are willing to shoulder the responsibilities associated with them.

If future leaders can learn from the incumbent leaders wisely, and the incumbent leaders have the wisdom of building an enabling environment, both sides will benefit from it.

Leaders have a lot of work to do in building an enabling environment.

Please tell me your ideas, and I want to hear them!