Classic case:
There is such a company, the boss started from scratch, and after years of hard work, he finally established a clothing trading group. Business is getting bigger and bigger, and many branches have been opened all over the country. The number of employees in the company has increased from a dozen to hundreds now.
With the development of business, enterprises need more and more managers. This year, the boss opened a branch in Tianshui, but he couldn't find the person in charge of the company from inside, so he had to open the resumes of the former employees. Liu Yuhu, an employee who has worked with him for a long time, was found in the resumes of all employees. This employee is currently the manager of a branch in Lanzhou. Because he is introverted and usually taciturn, the boss doesn't have a good impression on him. The boss decided to let him be the general manager of the company that day because he worked in the group for a long time.
Director Liu was soon promoted to. After arriving, Liu Jingli first dealt with early affairs. Because manager Liu is introverted and indecisive, he doesn't have much prestige in the company. This year, Liu Jingli's wife got pregnant, bought a new house and was decorating it. She is obviously a little lax about her work and there are many loopholes in management, which also makes her subordinates have a great prejudice against Liu Jingli.
In the second year, due to Liu Jingli's poor management, the branch not only failed to make a profit, but also experienced negative growth, which made the boss very angry, and then Liu Jingli was transferred from his post. ...
In this case, for the failure of branch operation, it is obvious that the leader did not grant power to the right person. Before authorization, due to subjective reasons, he ignored the objective factors of employees themselves and did not seriously examine the authorizer.
Someone once said: "employing people is the highest art of leadership, and the right to use is the guarantee of leadership activities." Obviously, to make full use of the rights in your hands, the necessary premise is to learn to use people. On the basis of choosing the right person, it is also a part of a leader's excellent leadership to appropriately grant power to this person and integrate it with this person, so as to pay equal attention to employing people and using power, and to integrate people and power in practice and fully grasp them.
Before authorization, we must make it clear that authorization is to assign tasks rather than rights, which is also a problem that the right recipients must understand. Selecting people is the art of selecting people for leadership. First of all, we should know people well and fully understand subordinates, what are their strengths, strengths and weaknesses, what he is good at, his personality, style of doing things and so on. For example, if a person's communication and coordination skills are excellent, then we can assign him work in negotiation and marketing instead of more cautious work such as accounting. Determine whether your abilities in all aspects can reach the scope of accepting this right, and don't assign a right to people who are beyond their abilities, so they may guess in the process of implementation and can't fully grasp the use of the right. Secondly, we should be kind, judge the authorized person carefully, and don't hand over the power to the other party in the case of ambiguity and right and wrong, so as to appoint talents reasonably and make the best use of them.
Measure their abilities and empower them.
After we have a detailed understanding of the licensee, we also have a complete understanding of its capabilities. At this time, what we need to do is to allocate its rights. For different employees, we should adopt different methods to allocate their rights for their use.
For some new employees, although we have a certain understanding of them, they are all too superficial, but because of work reasons, we have to grant them some rights. At this time, we can adopt a restrictive method, give them some basic rights, guide and supervise them regularly, and let them exercise their rights correctly.
Some employees have some work experience, but their skills are not very good. At this time, leaders can give them some challenging jobs irregularly according to their work conditions, so that they can grow up as soon as possible. It should be noted that giving employees these challenging jobs can not have a great impact on the development of the organization.
When employees have certain work experience and skills, leaders can fully empower them according to their abilities, such as more important business work and management work, so that they can give full play to them. But it should be noted that when flying a kite, the kite cannot be broken. Once the kite is broken, the authorization is out of control. Therefore, leaders must always hold down this line and not let it deviate from the track.