How To Make Competent Subordinates Take On More Responsibilities?

As a manager or a leader, if your subordinates have the ability, will you let them take on more responsibilities? Do you know when to do so? Or do I keep telling myself that they are not ready yet? During my visits to organizations one after another, I will communicate with thousands of employees who wish to be treated as partners rather than employees every year. They want information to be delivered or uploaded. But leaders are often reluctant to give up control.

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 might be impeccable, it was 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.

The ability to build an enabling environment depends partly on the leader. team The ability to intervene in the interest. 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.

Here's what leaders are building. Authorized environment There are several points that can be done.

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 make decisions through authorized subordinates. Share information And the way to try new things to exercise leadership. 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!

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