1. NOT UNDERSTANDING THE IMPORTANCE OF THE TASK
1. 不了解任务的重要性
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.
委派任务之前，你必须要有清楚的认识。领导者往往会让员工去做一些事情，却对任务及其影响没有深入了解。
“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.”
“这为什么对你很重要，为什么这对你所委托的人来说很重要？”艾柏林问道。“这对公司或客户意味着什么？你必须对任务和利害相关者有非常清楚的认识。”
2. MAKING AN INCOMPLETE REQUEST
2. 提出不完整的请求
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.
委派时，请确保你提供了足够的信息。艾柏林建议在与员工见面前，把步骤写下来，为首次委派会做准备。
“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.”
“制定后续计划，”他说。“领导们通常不会做很多准备工作。他们会说，’带头做事，做完后通知我，’ 仅此而已。”
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，你应该提供明确的指示和意见。“要非常清楚，”艾柏林说。“比如说，’这是任务。这是时间表。要像这样才算完工。这是参与的人员，这是需要被告知的人员。’”
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、有什么资源，以及他们自己可以做什么、不能做什么。你也可以告诉他们一些可能遇到的陷阱。
3. FORGETTING TO SET EXPECTATIONS ON ACHIEVEMENT
3. 忘记设定预期成果
When you delegate a task, be sure to define what success looks like.
委派任务时，请务必明确成果。
“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?”
“员工如何知道他们已经100％达标了？”艾柏林问道。“他们什么时候应该完成？成果应该是什么样的？谁应该对成果表示满意？”
4. MISSING REGULAR CHECK-INS
4. 缺少定期检查
Too often leaders fail at delegating because they think of it as a “set it and forget it” exercise, says Eblin.
艾柏林说，很多时候，领导者委派失败，因为他们把委派当成了一个“设置遂忘却”的练习。
“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.”
“即使你已经明确委派，而且很有信心很放心，多数情况下，仍然需要一定程度的检查，”他说。“要清楚你检查的频率以及什么情况下检查、警告或行动。”
It’s a good idea to set a regular check-in timeline, such as weekly or biweekly, Eblin suggests.
艾柏林建议，最好设置一个定期检查时间表，比如每周或每两周一次。
5. OVERLOOKING KNOWLEDGE AND KUDOS
5. 忽视知识和表彰
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?”
在整个项目中，领导者应该注意这个过程。“要有任务汇报，”艾柏林说。“我们在执行过程中，学到了什么？我们之后再做可以了解什么？以及根据所学到的，我们会采取哪些不同的做法？”
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，不要忘记肯定员工的贡献。“表彰就是认可，”艾柏林说。“其中一部分要预先明确。‘这部分’是你的。如果进展顺利，这就是你的好处。’认可最终成果是另一部分。”
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.”
艾柏林说，有些人天生就更有项目管理技巧，而委派是可以学习的。“与其他人坐谈之前，先完成这些步骤，然后再要求他们带头完成任务，”他说。“准备工作有纪律、有框架或列清单，你就能开个好头，并让其他人心中有数。”
