inadequately carried out, but it is essential to remember that zero risk results in zero gain. founder@trainingconsortium.com. },

WHAT MAKES MANAGERS NOT DELEGATE? Perfectionism. Managers who expect perfection often feel employees just can’t do the job right. “Pe

OBSTRUCTIONS: 1. Staff deficiencies. Lack of confidence in employees quite understandably leads to a reluctance to delegate. When deficiencies exist, action must be taken to restructure jobs and/or retrain, reassign, or as a last resort terminate employees. 2. Management deficiencies. Intimidation or lack of organization on the manager’s part makes effective delegation impossible. In such a case, it is the manager’s responsibility to seek training in the delegation process via seminars, self-help courses, and the like.

MORE OBSRTUCTIONS: 1. The “I can do it better myself” syndrome. Some managers think it is easier and quicker to do the work themselves. Therefore, they never seem to be able to spare the time to explain a task to a subordinate. These managers must come to the realization that, in the long run, more of their time will be freed once a subordinate has been adequately trained. 2. Adversity to risk. Delegation involves risk taking. The ultimate responsibility always rests with the manager who will still be held accountable if the task is incomplete or inadequately carried out, but it is essential to remember that zero risk results in zero gain. founder@trainingconsortium.com. },

WHAT MAKES MANAGERS NOT DELEGATE? Perfectionism. Managers who expect perfection often feel employees just can’t do the job right. “Per

t deficiencies. Intimidation or lack of organization on the manager’s part makes effective delegation impossible. In such a case, it is the manager’s responsibility to seek training in the delegation process via seminars, self-help courses, and the like.

MORE OBSRTUCTIONS: 1. The “I can do it better myself” syndrome. Some managers think it is easier and quicker to do the work themselves. Therefore, they never seem to be able to spare the time to explain a task to a subordinate. These managers must come to the realization that, in the long run, more of their time will be freed once a subordinate has been adequately trained. 2. Adversity to risk. Delegation involves risk taking. The ultimate responsibility always rests with the manager who will still be held accountable if the task is incomplete or inadequately carried out, but it is essential to remember that zero risk results in zero gain. founder@trainingconsortium.com. },

WHAT MAKES MANAGERS NOT DELEGATE? Perfectionism. Managers who expect perfection often feel employees just can’t do the job right. “Pe

UCTIONS: 1. The “I can do it better myself” syndrome. Some managers think it is easier and quicker to do the work themselves. Therefore, they never seem to be able to spare the time to explain a task to a subordinate. These managers must come to the realization that, in the long run, more of their time will be freed once a subordinate has been adequately trained. 2. Adversity to risk. Delegation involves risk taking. The ultimate responsibility always rests with the manager who will still be held accountable if the task is incomplete or inadequately carried out, but it is essential to remember that zero risk results in zero gain. founder@trainingconsortium.com. },

WHAT MAKES MANAGERS NOT DELEGATE? Perfectionism. Managers who expect perfection often feel employees just can’t do the job right. “Pe

the long run, more of their time will be freed once a subordinate has been adequately trained. 2. Adversity to risk. Delegation involves risk taking. The ultimate responsibility always rests with the manager who will still be held accountable if the task is incomplete or inadequately carried out, but it is essential to remember that zero risk results in zero gain. founder@trainingconsortium.com. },

WHAT MAKES MANAGERS NOT DELEGATE? Perfectionism. Managers who expect perfection often feel employees just can’t do the job right. “Pe

inadequately carried out, but it is essential to remember that zero risk results in zero gain. founder@trainingconsortium.com. },

WHAT MAKES MANAGERS NOT DELEGATE? Perfectionism. Managers who expect perfection often feel employees just can’t do the job right. “Perfection” comes through practice, training, and the setting of realistic goals. A re-valuation of past goals and standards, as well as employee potential and current capabilities, is in order. Future goals and standards must be devised to fit individual circumstances and, as much as possible, to ensure their own achievement.

To recieve a free copy of this author's book on Delegating for Results email aes@aeschwartz.com with the subject: Delegating for Results Request Copy.