Qualified authorization
In recent years, global enterprises are undergoing a turning point, that is, the centralized control method that one person has the final say in the previous family-owned enterprises has been gradually replaced by decentralized and authorized methods. With the rapid expansion of enterprise scale and globalization The implementation of the strategy, the way the company's managers manage everything is not only methodologically impractical, but also harmful to the growth of the organization. Appropriate authorization can enable subordinates to participate more actively in the operation and management of the enterprise, thereby helping to enhance the competitiveness of the enterprise. Matsushita Electric’s founder Konosuke Matsushita’s words are quite intriguing: “Authorization can allow larger companies in the future to maintain the vitality of small businesses; at the same time, it can also cultivate a large number of outstanding management talents for the company’s development.” With these Talents, the development of the enterprise will be even more powerful and achieve greater success.
Intel also pays great attention to the authorization of employees. In their view, the authorizer and the authorized person must share information. Because only when the delegation is very effective, it will play a stronger leverage, and weaker leverage appears when the supervisor only sticks to all the work and does not know how to distribute the work. President Grove believes that by assigning jobs that they like to supervisors, they can supervise these assigned tasks more conveniently and ensure that they are executed as planned.
In Intel’s daily management, the benefits of licensing are everywhere. Grove compares this vividly to this: A manager should hold deposits and loans of project raw materials, and these deposits and loans should be made up of things you need but not completed right away. Practice has proved that without these deposits and loans, managers will have nothing to do and interfere with the work of their subordinates when they are bored. This result is terrible, and the enthusiasm and creativity of employees will be hit hard. Therefore, he believes that: for a manager or supervisor, ensure appropriate decentralization, and spend a certain amount of time to plan consultation or coordinate the relationship between employees, and supervise at the appropriate time, then subordinates will make adjustments in time Working conditions, this situation is very conducive to the efficient operation of the company.
Appropriate decentralization can not only leave room for subordinates to develop themselves, but also enable managers to spare more time to supervise the work of employees, and it is logical to improve the work efficiency of the entire team.
Authorization is not an easy task. You can’t say "I will leave this to you" to think that the authorization is completed. The matter of authorization requires close cooperation between the authorizer and the authorized person, sincere attitudes to each other, and mutual communication and understanding. When authorizing, the authorizer must be mentally prepared to clearly grant subordinates the necessary powers and responsibilities to complete the task, so that he fully understands his own tasks, powers and responsibilities. After doing this, let the successor handle things in his own way, don't interfere at will, and provide support and assistance at any time. Reasonable authorization is not to let your subordinates let go and let go. The authorizer should reserve the right to supervise and cancel his authorization at any time when an unforgivable error occurs.
Reasonable authorization is conducive to mobilizing the enthusiasm, initiative and creativity of subordinates in work, inspiring subordinates' working mood, increasing their talents, and making the ideological intentions of superior leaders acceptable to group members. Corporate managers who are good at empowering can create a "leadership climate" in which subordinates can voluntarily engage in challenging work. Authorization can find talents, make use of talents, and exercise talents, so that the work of the company will be vigorous and vigorous.
Byron's Law: After authorizing others, forget about it completely and never interfere.
Proposed by: D. Byron, President of the U.S. Inland Bank
Point Comment: No doubt about employing people.
Reasonable authorization is an important basis for management. However, for a more confident leader, it is always difficult to give up when he delegates the work he did in the past to others; especially when the career is his own initiative. Even if you know how smart and capable the person in charge of your career is, there is always a voice in your heart shouting: "He can't. He doesn't understand my career or my methods." What should I do now?
At this time, we must warn ourselves: The best way for leaders to operate power is to restrain rather than indulge their power, and the higher the position, the more it should be. The manager is the person who leads the subordinates to complete the goal, not the person who achieves the goal through personal ability; it is the person who excavates and mobilizes the enthusiasm of the subordinates to the maximum. Now that you have authorized your subordinates, you must believe in your own vision and believe that he can do a good job.
A successful leader can be defined as: making the most of the abilities of his subordinates, and supporting them instead of interfering with them. Appropriate downward shift of power will bring the focus of power closer to the grassroots level, and it will be easier to stimulate the enthusiasm of subordinates. A lot of practice has proved that it is easier for leaders to suppress their own urge to interfere, but it is easier for their subordinates to complete tasks. At the same time, this is also one of the important signs of distinguishing generals from handsome talents.
There is a book called "Send Letter to Garcia". This book written by the Americans a hundred years ago only tells a simple story. When the Spanish-American War broke out, the United States must immediately get in touch with Garcia, the leader of the army fighting against Spain. Garcia is in the mountains of the Cuban jungle-no one knows the exact location, so I can't bring him a letter. The President of the United States must obtain his cooperation as soon as possible. Someone said to the president: "There is a man named Rowan who can find Garcia, and only he can find it." They found Rowan and gave him a A letter to Garcia. Rowan took the letter, put it in a greased paper bag, sealed it, and hung it from his chest. Three weeks later, he walked through a crisis-ridden country and gave the letter to Garcia. The interesting detail is that at that time, the President of the United States handed the letter to Rowan. After Rowan received the letter, the President did not ask Rowan Garcia where he was and how to find him. At that time, Rowan did not know the exact location of Garcia's hiding. But when he received this letter, he took on a sacred mission with a high sense of responsibility as a soldier. He didn't say anything, all he thought of was how to send the letter to Garcia. What young people need is not only the knowledge of books and the teachings of others, but also a kind of tireless professionalism. The source of Rowan's spirit is the full trust of the president in him.
Donald Hilton, the world-famous hotel king, was one of the top ten chaebols who once controlled the American economy. He started with 5,000 US dollars, worked hard and went through hardships, and finally opened the hotel to the United States and all over the world, becoming a world-famous hotel king and billionaire. To a certain extent, his success should be attributed to his unique way of employing people and the management style based on it.
When Hilton was 21 years old, his father handed him the job of a hotel manager, and at the same time transferred part of the equity to him. However, there was one thing that irritated Hilton during this period. This was his father's frequent intervention. This is because the father always feels that his son is still too young. On the other hand, it may be because the career is not yet stable and cannot withstand the major blow caused by the possible mistakes of the son. It is precisely because I have tasted the sufferings of having the right to have no power and being restricted everywhere, when Hilton has the right to appoint others in the future, it always selects talents carefully, but only needs to make a decision to give it full power. In this way, the selected person also has the opportunity to prove whether he is right or wrong.
In the Hilton’s hotel kingdom, many senior staff are gradually promoted from the grassroots. Because they all have a wealth of experience, their management is excellent. Hilton trusts everyone in the promotion, letting them use their talents in their work and work boldly and responsibly. If one of them made a mistake, he would often call them to the office alone, first encourage and comfort them, telling them that the people doing the work would inevitably make mistakes. Then, he helped them to objectively analyze the cause of the error and work together to study solutions to the problem. The reason why he takes a tolerant attitude towards the mistakes made by his subordinates is because he believes that as long as the top leaders of the company, especially the general manager and the board of directors, make the right decisions, small mistakes made by employees will not affect the overall situation. If you blindly criticize, it will dampen the enthusiasm of some people and fundamentally shake the foundation of the enterprise. Hilton's principle of doing things is to make all the management staff under him trust, loyal, conscientious and responsible for their work.
It is precisely because of Hilton’s trust, respect and tolerance for its subordinates that the company is filled with a harmonious atmosphere and created a relaxed and pleasant working environment, which makes it possible for Hilton to obtain the two magic weapons in its operation and management-the team Spirit and smile. And it is these two magic weapons that have made the glory of Hilton's career.
Never interfere after authorization is an expression of self-confidence and a way of career success. After authorization, by observing and supervising your subordinates, you can broaden your horizons and become more aware of your goals, so you can look forward. Because your subordinates feel valued and trusted, they have a strong sense of responsibility and participation. In this way, the entire group can work together, everyone can play their strengths, the organization has fresh vitality, and the business can flourish.
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