找同事幫忙，千萬別犯這5個錯誤

1. NOT UNDERSTANDING THE IMPORTANCE OF THE TASK

1. 不瞭解任務的重要性

Before you can delegate a task, you have to be clear on it. Too often leaders give an employee something to do without having a deep understanding of the task and its impact.

委派任務之前，你必須要有清楚的認識。領導者往往會讓員工去做一些事情，卻對任務及其影響沒有深入瞭解。

“Why does it matter to you and why does it matter to the person you're delegating to?” Eblin asks. “What does it mean to the company or the customer? You have to be super clear on the task and the stakeholders.”

“這爲什麼對你很重要，爲什麼這對你所委託的人來說很重要？”艾柏林問道。“這對公司或客戶意味着什麼？你必須對任務和利害相關者有非常清楚的認識。”

2. MAKING AN INCOMPLETE REQUEST

2. 提出不完整的請求

When you delegate, make sure you are providing enough information. Eblin suggests writing down the steps before meeting with your employee to prepare for your initial delegation session.

委派時，請確保你提供了足夠的信息。艾柏林建議在與員工見面前，把步驟寫下來，爲首次委派會做準備。

“Develop a plan for follow-through,” he says. “Too often leaders don't do a lot of prep. They'll say, ‘Take the lead on this and let me know when you're done,’ and not much more than that.”

“制定後續計劃，”他說。“領導們通常不會做很多準備工作。他們會說，’帶頭做事，做完後通知我，’ 僅此而已。”

Instead, you should provide explicit instructions and insights. “Be crystal clear,” says Eblin. “Say, ‘Here's the task. Here is the timeline. When it's completed it will look like this. This is who needs to be involved, and this is who needs to be informed.’”

相反，你應該提供明確的指示和意見。“要非常清楚，”艾柏林說。“比如說，’這是任務。這是時間表。要像這樣纔算完工。這是參與的人員，這是需要被告知的人員。’”

Also, tell the person how much you want to be in the loop, what resources are available, and what they can and cannot do without asking. You might also provide some potential pitfalls they could run up against.

另外，告知你想要知情多少、有什麼資源，以及他們自己可以做什麼、不能做什麼。你也可以告訴他們一些可能遇到的陷阱。

3. FORGETTING TO set EXPECTATIONS ON ACHIEVEMENT

3. 忘記設定預期成果

When you delegate a task, be sure to define what success looks like.

委派任務時，請務必明確成果。

“How will the employee know when they reach 100%?” Eblin asks. “When will they be done? What does achievement look like? And who has to be happy with what’s achieved?”

“員工如何知道他們已經100％達標了？”艾柏林問道。“他們什麼時候應該完成？成果應該是什麼樣的？誰應該對成果表示滿意？”

4. MISSING REGULAR CHECK-INS

4. 缺少定期檢查

Too often leaders fail at delegating because they think of it as a “set it and forget it” exercise, says Eblin.

艾柏林說，很多時候，領導者委派失敗，因爲他們把委派當成了一個“設置遂忘卻”的練習。

“Even if you’ve been clear in delegating and have a lot of confidence and trust, most of the time it requires some level of checking in,” he says. “Get clear on how often you will check in as well as what factors might trigger a check-in, a red flag, or action.”

“即使你已經明確委派，而且很有信心很放心，多數情況下，仍然需要一定程度的檢查，”他說。“要清楚你檢查的頻率以及什麼情況下檢查、警告或行動。”

It’s a good idea to set a regular check-in timeline, such as weekly or biweekly, Eblin suggests.

艾柏林建議，最好設置一個定期檢查時間表，比如每週或每兩週一次。

5. OVERLOOKING KNOWLEDGE AND KUDOS

5. 忽視知識和表彰

Throughout the project, leaders should be mindful of the process. “There should be debrief lessons from the assignment,” says Eblin. “Are there things we learned while we were completing it? What can it tell us about the future on what we should do again, and what we would do differently based on what we've learned?”

在整個項目中，領導者應該注意這個過程。“要有任務彙報，”艾柏林說。“我們在執行過程中，學到了什麼？我們之後再做可以瞭解什麼？以及根據所學到的，我們會採取哪些不同的做法？”

And don't forget to acknowledge the employee's contribution. “Kudos is about recognition,” says Elbin. “Part of that is up front. It’s ‘Here's what in it for you. This is what's the upside for you if it goes well.’ And part is acknowledging what's been accomplished at the end.”

而且，不要忘記肯定員工的貢獻。“表彰就是認可，”艾柏林說。“其中一部分要預先明確。‘這部分’是你的。如果進展順利，這就是你的好處。’認可最終成果是另一部分。”

Some people naturally have more project management skills, but delegating can be learned, says Eblin. “Go through these steps before you sit down with someone else and ask then to take the lead on a task,” he says. “Adopting a discipline around the prep and having a framework or checklist will get you off to a good start and help the other person bring it home.”

艾柏林說，有些人天生就更有項目管理技巧，而委派是可以學習的。“與其他人坐談之前，先完成這些步驟，然後再要求他們帶頭完成任務，”他說。“準備工作有紀律、有框架或列清單，你就能開個好頭，並讓其他人心中有數。”

翻譯：Claire