Delegation of powers: rules for the manager. Principles of delegation of powers, responsibilities, tasks and functions in an organization: How a manager can delegate and avoid dangerous mistakes. What does delegation of powers mean?

The effective work of the company is the merit of the entire working team. If in such an organization each employee copes with the assigned tasks, and at the same time can take on the work of a superior manager, success is obvious. Let's try to find out what principles of delegation of authority exist and what delegation is in .

What is delegation of authority?

Not every manager knows what delegation is. Delegation of authority is usually understood as the process of transferring part of a manager’s functions to other managers or employees in order to fulfill certain assigned tasks of the organization. It is used to both improve and optimize the manager’s workforce. It is customary to distinguish opposing concepts of the process by which powers can be transferred. This is a classic concept as well as the concept of acceptance of authority.

Psychology of delegation of authority

In enterprises and organizations, delegation of authority is the process of transferring managers of some part of their work to other persons. Such delegation may be psychologically justified if:

1. The manager is overly busy with work and cannot solve the problem on his own.
2. By transferring work to employees, the manager will have more time to resolve very important issues that only he can resolve.
3. Subordinate employees have developed managerial preparedness and there is a need to involve them in the preparation and adoption of important management decisions.

However, sometimes the following mistakes are made during the delegation process:

1. Delegation of authority without assigning specific responsibilities to employees.
2. The process of transferring part of the work contrary to the job responsibilities of employees.
3. Delegation of responsibility without authority.

How is delegation different from task setting?

Managers often mistake the concepts of delegation and task setting for the same thing, although in reality these two functions are different from each other. Thus, the essence of delegation lies in the process of transferring a certain part of the work from the manager to the subordinates. As for setting tasks, we are talking about the necessary work that relates to the employee’s job responsibilities.

Advantages and Disadvantages of Delegation

Before delegating your work to a subordinate, it is important to think about the consequences, as delegation has its advantages and disadvantages. Obviously, it motivates employees to be even more productive and strive for career growth. In addition, delegation in management is very economically beneficial for the enterprise. However, at the same time, managers must understand that by delegating their work to subordinates, they risk missing deadlines and incurring responsibility for this to senior management.

Pros of delegation of authority

The following are the benefits of delegation:

1. The process of transferring work to subordinates is effective method motivation. So, if a manager delegates his work to a subordinate, he thereby increases his responsibility and increases productivity.
2. This process is a very good way to improve the skills of employees. If a person performs a job that is new to him, this will encourage him to master an unfamiliar field of activity and further use the acquired knowledge and experience.
3. Delegation of authority is a huge incentive in the work of subordinates, who feel like masters in certain areas of work. Over time, this teaches independence and prepares people to move into senior positions.
4. The process of transferring work to subordinates saves the company money.
5. Delegation is an excellent way to speed up certain processes. The manager cannot and should not understand everything. It is advisable to delegate such tasks to subordinates.
6. This process is an excellent chance to concentrate on more significant and complex tasks. So, when a manager shifts routine work to his subordinates, he thereby frees up time to resolve important issues and implement priority projects.

Disadvantages of delegation of authority

Such a process as delegation of authority in an organization has the following disadvantages:

1. When transferring his responsibilities to employees, the manager cannot be sure of the proper quality of performance. For this reason, the main task here will be to select a competent this issue specialist
2. The likelihood that an employee may not cope with assigned tasks. When setting deadlines, it is important to leave a few days for possible force majeure.
3. In any case, the manager will bear responsibility for the completed or unfulfilled task. Although a certain part of the responsibility is assigned to the employee, the manager, and not the subordinate, will have to report for tasks not completed on time.
4. The likelihood that a subordinate will perform a given task better than the manager.

Delegation of authority in management

Delegation of powers in the work of a manager pursues its goals:

1. Freeing up the time of the delegator in order to solve problems in which it is more difficult or cannot be replaced at all.
2. Increase motivation for those to whom authority has been delegated.
3. Increase trust in the work team.
4. Check subordinates for diligence.

In theories of democratic government, delegation means that every person has authority by birthright or civil rights. Citizens can delegate these powers during the election process in order to perform specific tasks that require specialization and competence, including management skills.

Purposes of delegation

I distinguish the following purposes of delegation of authority:

1. Increase the performance of subordinates.
2. Reduce the workload of managers, free them from turnover and create the most acceptable conditions for solving both strategic and long-term management tasks. In this case, delegating means fighting turnover.
3. Train promising employees and form a personnel reserve in the future.
4. Increase employee engagement and interest. Delegation can be perceived as special trust and at the same time be a means of moral encouragement.

Rules for delegation of authority

There are the following delegation rules:

1. Own powers should be transferred only for the benefit of the business, and not for prestige.
2. Delegation of authority must be used as a tool for empowering employees.
3. Delegates need the support of the manager. You need to be prepared for this.
4. It is important to take into account the likelihood of making erroneous and not the most accurate decisions. At the same time, there are tasks whose solution must be flawless. Such tasks should not be delegated to a subordinate.
5. Powers and functions must be transferred directly to the person who will perform the task.
6. Criticism should be expressed carefully. It is necessary to understand the situation and demand an explanation as to why this or that error occurred.
7. The manager must take responsibility for all decisions.

Types of delegation

Such a process as delegation in management is divided into two main types:

1. Delegation of authority without transfer of responsibility is the process of transferring tasks to employees, the responsibility for which remains with the manager. So, a subordinate completes the assigned task, reports to the manager, and he reports to his manager
2. Delegation of authority and responsibility is the process of transferring to a subordinate not only tasks, but also responsibility for their implementation to senior management.

Reverse delegation

Sometimes problems of delegation of authority make a manager think about the need to delegate work to subordinates. Especially when the manager is faced with reverse delegation. Reverse delegation refers to a situation where employees return a task assigned to managers. Among the reasons for this process:

1. Subordinates do not want to take risks.
2. The subordinate's lack of confidence in his own abilities.
3. The subordinate does not have the necessary information and capabilities to successfully cope with the assigned tasks.
4. The manager does not know how to refuse requests for help.

Books on delegation of authority

Books on delegation will help you avoid making annoying mistakes in the process of transferring work from a manager to a subordinate:

1. "The One Minute Manager and the Monkeys" by Kenneth Blanchard. The book is about a fussy manager who couldn't cope with his job. Only when the man learned to control the monkeys did he understand where he had made mistakes in his work.
2. “How to delegate authority. 50 lessons on stickers" Sergey Potapov. A well-known business coach in his book talks about practical techniques in the not so simple process of delegation.
3. "Delegation" Richard Luke. The book will tell you why it is important for every manager to delegate their powers, what stages the process itself consists of, and how to solve the main problems.

Greetings! Everyone has probably heard about delegation of authority. Everyone knows that competent delegation can significantly increase the efficiency of a company. Dozens of books and hundreds of training seminars teach you how to delegate correctly.

But for some reason, “delegation of powers” ​​in Russia is still considered exotic and something “abstruse” and optional.

Today we will once again talk about what delegation of authority is, its pros and cons, why it is necessary, and what mistakes managers make most often.

Even the most effective leader, businessman or head of family cannot personally handle all matters. Each of us only has 24 hours in a day. Working time can be spent on routine and routine, or on important and meaningful tasks.

Hence the logical conclusion: most of the powers can and should (!) be transferred to others for execution. Proper distribution of tasks among employees is called delegation. Another definition of delegation is handing over to a subordinate a task that the manager should have completed.

It has been proven that those who know how to delegate correctly are more likely and faster than others to achieve success in management activities.

Note! This is not about the direct responsibilities of employees! Delegation is additional tasks and powers (most often one-time).

Why delegate authority?

Proper delegation of rights and powers solves several problems at once.

• Allows the manager not to waste time on trifles, but to focus on important projects

A manager should not “poke his nose” into all the details of his business. And even more so, he should not delve into the smallest details of the work of each employee. His task is the strategic development of the company and general control. Therefore, all “turnover” (even complex and atypical ones) can and should be delegated to someone else.

• Increases overall work productivity

In addition to immediate responsibilities, each employee has a “strong point” - something that he can do better than others. The “horse” can be anything: organizing corporate events, making decisions conflict situations or email correspondence with clients.

If each employee performs only “their” tasks, the team will work as efficiently as possible.

• Creates a healthy psychological climate

Personnel management specialists consider delegation of authority one of the tools non-material motivation personnel. By entrusting important and interesting tasks to subordinates, the manager makes them feel important and contribute to the common cause.

• Tests subordinates for “professional suitability”

The results of effective delegation help identify promising employees. Their promotion and career will improve the company's efficiency in the future.

How is delegation different from task setting?

Problem statement is a narrower concept. What it is? The manager sets a task for his subordinates (usually within the scope of their job responsibilities) and that’s it... that’s it. How employees will solve it is their problem.

The purpose of delegation is to remove some of the tasks from oneself and shift them to others. At the same time, the essence of delegation is to transfer the task “entirely”: from setting the task and instructing to reporting on the results.

Advantages and Disadvantages of Delegation

Of course, delegation has its pros and cons. But in fairness, I note that the disadvantages only appear when delegation is incorrect.

Pros of delegation

• Trains and develops employees
• Contributes to the development of the enterprise as a whole
• Forms a team and identifies promising employees
• Saves work time manager, which he can spend on solving more important problems
• Hones the manager's management skills
• Allows you to make maximum use of the “expertise” of employees in all areas
• Motivates staff using intangible methods. By delegating authority, you can retain valuable employees without promoting them
• Increases staff loyalty to management and the company as a whole
• Provides an opportunity to assess the abilities and qualifications of workers in the field
• Increases employee autonomy

Disadvantages of Delegation

• You cannot be 100% sure that the process of delegation of authority will lead to the desired result. If you are a manager of the “if you want to do something well, do it yourself” type of manager, it will be difficult for you to “share” with someone

• Reverse situation: You are afraid that your subordinate will cope with the task much better than you. Employees feel this and turn on the “reverse delegation” mode, when the task, under the pretext “it can’t be done without you,” is returned back to the manager. In this way, subordinates get rid of “extra” work. And the leader receives confirmation of his indispensability
• You will have to trust your subordinates. After all, along with responsibility, they will also be given powers (for example, access to confidential information and the right to sign documents)

Purposes of delegation

Delegation has three purposes:

• Increase the efficiency of work in the organization
• Reduce management burden
• Increase staff interest

The Importance of Delegating Authority

Why is delegation so important?

Firstly, the amount of work that a manager can “digest” in a day always exceeds his capabilities. Every day he must do more than he can. Delegation of authority allows you to “unload” the day from routine and focus on priority tasks.

Secondly, any experienced performer is capable of doing some work better than a manager. This is normal and should definitely be encouraged.

Brian Tracy states: “If an employee can complete 70% of a task, he can be entrusted with the whole task.”

Types of powers and centralization of management

What are powers? This is the right to use company resources to achieve set goals.

There are two types of powers:

• Linear. Authority is transferred along a “chain” from the boss to the deputy, from the deputy to the head of the department and below to the final performer.
• Staff. An extra-system apparatus that allows you to control, advise and influence the work of a linear structure.

Depending on the type of authority, two types of management are distinguished.

Centralized management system

In a centralized system, top management makes most of the decisions (even the smallest and most routine ones). In such structures, “a step to the left, a step to the right is punishable by execution.”

Example: a rigid speech module for call center operators in some companies. Recordings of conversations with clients are subject to mandatory listening. At the slightest deviation from the conversation template, the employee will be fined.

Decentralized control system

In a decentralized system, the manager's functions are not so rigidly fixed. They have a main goal and recommended ways to achieve it. Everything else is at the discretion of the performer.

If we take the same example with a call center, then in a decentralized system employees are allowed to communicate with the client in any way they wish. But in a friendly tone, politely and without colloquial expressions. The principle of correspondence is included. The main goal of the employees is quality service and satisfied customers. In such a model, the “lion’s” share of decisions is made on the spot by the performer.

How to delegate authority correctly?

Here are the basic rules for delegation of authority:

• The task must have a specific result

When delegating a task to a subordinate, immediately clearly indicate the end result. Only after achieving it can the task be considered completed. For example: “Prepare a report on the results of the sales department as a whole and for each employee for 2017 (sales in rubles, number of transactions and new clients, average transaction price, percentage of plan fulfilled).

• We determine responsibility, timing and level of delegation

There are five levels of delegation in total: from “strictly following instructions” to “complete freedom of action.”

• Discussing with a subordinate

Three rules for delegating authority in discussions. You need to make sure that the employee:

1. Correctly understood the task assigned to him
2. Ready to complete it within the given time frame to achieve the result
3. Agree with the proposed solution to the problem or can offer an alternative

• Correctly “measure” the degree of authority

In delegation, it is very important to give the subordinate as much authority as he needs to solve a specific task. No more, no less.

If you overdo it, the employee may abuse his official position. If you don’t add enough salt, he won’t be able to solve the problem effectively. This is especially true when a subordinate requires access to confidential information.

• Lower level employees know the details better

Direct performers always know better the subtleties and details of a particular process. Therefore, it is better to entrust “narrow” tasks to them.

An example of delegation. You are the owner of a small coffee shop. We decided to expand the range of products and increase the competitiveness of the point. The most accurate and up-to-date information on customer requests will be provided to you by... the barista at the point. After all, he listens to their complaints and wishes every day.
By the way, this principle of delegation is violated all the time. The boss gives a task to the deputy, who “footballs” it to his assistant, and so on ad infinitum. A typical example is the army or any civil service, where any task “goes down” along the chain from top to bottom.

• Publicity of the delegation

Everyone should know that you asked someone to collect statistics on the results of the sales department. Openness will eliminate misunderstandings and increase the effectiveness of delegation.

• Delegate not only “garbage”

You cannot constantly delegate unpleasant or “dirty” work to others. It has been proven that this approach greatly reduces the efficiency of the team as a whole. From time to time, it is worth assigning “good” tasks to subordinates: creative, interesting and meaningful.

• The “correct” motivation

It is not enough for employees to constantly be “loaded” with more and more new tasks. They definitely need to be motivated! The “correct” motivation increases both their loyalty and their performance.

Levels and types of delegation of authority

The “depth” and stages of delegation directly depend on the employee’s maturity level.

• Low level of maturity. Here we include inexperienced employees and people who are unsure of themselves. You need to delegate authority to them with clear instructions and regular monitoring.
• Average level of maturity. The employee cannot, but wants to work well (he simply lacks the necessary skills and abilities). Here, too, it is important to give specific instructions. And be sure to provide feedback and maintain enthusiasm.
• Moderately high level. The employee is fully capable of completing the task. But for some reason he doesn’t want to work effectively. At this level, it is important to understand the reason.

To solve this problem, one of the following methods almost always helps:

• Provide freedom in choosing tools to solve a problem
• Delegate interesting and meaningful responsibilities
• Involve the employee in decision making

• High level of maturity. The employee knows how and wants to work. Everything is clear here. You can safely delegate to him those powers that he can handle.

Basic mistakes when transferring authority

The golden rule of delegation: “You need to delegate a task not to someone who wants to, but to someone who is able to solve it.”

Typical mistakes of a manager:

1. Rely on the fact that your subordinates can read your thoughts. This, unfortunately, is not given to anyone. Therefore, when assigning a task to someone, formulate it as clearly and specifically as possible.
2. Downplay the time it will take the performer to make a decision. Many coaches recommend always leaving a few days “in reserve” (for force majeure, adjustments and improvements). Let's say, if a report is needed by March 20, announce it to the contractor on March 15.
3. Control every step. This is the mistake that managers make most often. Why can’t you constantly “stand over the soul” of an employee? Firstly, it is impractical. After all, in this case you will spend as much time on control as on completing the task. Secondly, strict control completely discourages subordinates from working effectively.
4. Do not voice to the performer the “depth” of his responsibility. Such an error destroys the entire effect of delegation if the task is given to a group. Employees willingly shift responsibility to each other.
5. Delegate to a subordinate his own job responsibilities. Oddly enough, many employees (as well as their managers) have little idea what they even include!

What can you delegate?

Research shows that up to 80% of a manager’s tasks can be delegated. Briefly:

• Routine work
• Specialized activity (in which the subordinate is considered an expert)
• Preparatory work (for example, preliminary analysis of competitors, project preparation)
• Private questions (one-time)

What cannot be delegated?

There are exceptions to every rule. What should you not delegate to subordinates, but always do yourself?

• Recruitment and dismissal of employees

In a small company, all personnel issues should be decided exclusively by the manager. In a large one - the corresponding department and no one else.

• Strategic planning

Of course, a manager should be interested in the opinions of his employees and use the best thoughts/ideas/comments for the benefit of the company. However, only the business owner can set the strategic directions for the company's development.

• Serious tasks with a high level of risk

From time to time, you have to solve problems that can have a serious impact on the results or prospects of the company. It is also better to do them yourself.

• Gratitude on behalf of the company

If any employee (or department) has earned gratitude on behalf of the company, it must be given in person and “in front of witnesses.”

Secrets of delegation

1. Try to delegate the task as a whole, not in parts. Each employee (in any position) must have at least one “work front” for which he is fully responsible.
2. Encourage discussion. If a subordinate can communicate directly with management and offer his ideas, this greatly increases the impact of his work.
3. Don't push the employee unnecessarily. If you delegated a task to him, wait for the appointed deadline. Constant adjustments, changes and checks reduce work efficiency.

Books on delegation of authority

• Sergey Potapov “How to delegate powers. 50 lessons on stickers"
• Maria Urban “Success through someone else’s hands. Effective delegation of authority"
• Brian Tracy "Delegation and Management"
• Julie-Ann Amos "Delegation"

P.S. Interesting fact. The Euroset company previously had such a rule. As soon as the head of the department began to regularly be late at work, he was asked to review the workload in the department and redistribute it among his subordinates. If this did not help, an assistant was “attached” to him. Willy-nilly, the manager had to delegate his powers.

In an organization, delegation of authority is one of the most important aspects of the HR system. It is on the basis of delegation of authority and responsibility that the effective division of labor and the functioning of the entire hierarchical structure within the enterprise. And every ordinary employee, as well as managers and representatives of the HR department, should know how delegation of authority should be ensured correctly.

Delegation of authority - what is it?

From the point of view of classical management theory, delegation of authority is a process in which the functions and powers available to the boss, or part of them, are transferred in one form or another to a subordinate employee. At the same time, the employee is also assigned a certain responsibility for fulfilling the tasks assigned to him, but the same responsibility is fully shared by the manager. But before considering certain principles of delegation of powers, it is necessary to become familiar with the meaning of this term.

Thus, authority means that the employee has certain rights to manage the employer’s resources. The powers of employees and managers must be enshrined in the internal regulatory documents of the organization - local regulations and internal labor regulations. At the same time, the principles of their delegation may also be established in this documentation.

Delegation of authority to senior management or other employees not only internally, but also external activities the enterprise, if necessary, can also be confirmed by issuing a corresponding power of attorney.

It should be noted that the modern theory of personnel management separates the types of existing powers. So, they can be:

• Linear. These powers include those tasks and goals that are directly transferred from higher management along the hierarchical ladder sequentially to the final performers within the framework of the work process. Linear authority allows you to effectively organize the work process as a whole, however, in the case of a large staff, the execution of all tasks only within the designated type of authority can be greatly slowed down, which will affect overall performance economic activity enterprises.
• Staff. Staff powers refer to specific rights and responsibilities imposed on individual structural units outside the general linear hierarchy. Accordingly, staff powers make it possible to quickly decide important questions within the framework of any individual competencies. Thus, the personnel department is responsible for staff authority in resolving personnel issues, which frees the employer from the need to have separate personnel specialists in all structural divisions and directly ensure the implementation of personnel decisions by all other divisions through just one structure.

Main goals and objectives of delegation of authority

In any organization, delegation of authority allows you to solve several problems at once and is a complex process, the use of which is necessary in modern personnel management. Thus, it allows you to solve the following main tasks of a business entity or head of a structural unit:

How is delegation of authority carried out?

The process of delegation of authority and its practical implementation may vary significantly depending on the size of the business entity, its field of activity and many other nuances. However, regardless of the above factors, in their general principles this procedure looks like this:

1. Definition of the task. The manager considers the tasks before him and structures them in such a way as to transfer some of them to his subordinates.
2. Transferring the order to the executor. Having defined a specific task, the manager transfers it to the performer. Moreover, in order to carry out this procedure, he must give a written or oral order.
3. Giving the performer the authority to solve the task. The employee must be delegated all the powers necessary to carry out the assignment in accordance with the rules labor regulations.

If the delegated powers and tasks are not considered in any way by the employment contract with the employee and other local regulations, then the employee is not obliged to fulfill them. Accordingly, before delegation of authority is carried out, it is necessary to ensure full legal framework for this process and its compliance with labor legislation requirements.

Principles of delegation of authority

The process of delegation of authority must be based on the mandatory observance of certain specific principles. Both employers and ordinary employees should be aware of them. The principles of delegation of authority in an organization include:

• Principle of unity of command. This is one of the basic principles that the delegation of authority process must adhere to. It implies that each employee should have only one immediate supervisor. That is, tasks can be delegated to an employee only by the person who is his boss, and not by the heads of other departments in both the horizontal and vertical chain of command at the enterprise.
• The principle of unconditional responsibility. Although, as part of the delegation of authority, responsibility for solving a task is transferred to the employee, his manager is also fully responsible for its implementation - both due to the fact that this task was initially assigned to him, and due to the fact that it is the manager who accepts decision to delegate authority.
• Expected Results Principle. When delegating authority, the manager must always understand exactly what result and within what time frame he wants to receive from the employee to whom certain authority has been delegated.
• Principle of level of authority. Each employee is obliged to be aware of his powers and not to transfer them back to higher management unless absolutely necessary and the complete impossibility of achieving the assigned tasks.
• Principle of definition. Each participant in the system of delegation of authority must be fully aware of the range of his powers and the rights and responsibilities of other employees in contact with him.
• Principle of attribution of responsibility. Responsibility transferred within the scope of authority must correspond to its scope. That is, the employee should be held responsible only within the framework of the authority received by him, and not for the entire solution of the problem in principle.

Certain nuances and features of delegation of authority and responsibility

When delegating authority, a manager should be aware of several characteristic features of this process. So, first of all, it is necessary to understand what powers and types of tasks are recommended to be delegated to subordinates:

• Routine tasks. These include the execution of basic daily duties within the workflow.
• Unimportant questions. Various issues that fall outside the general framework of standard work tasks, but are not of great importance, can also be delegated.
• Preparatory and maintenance work. If some activity requires additional training, then it may also be advisable to transfer this training to subordinates.
• Specialized labor. A manager does not always have all the necessary professional skills that his subordinates have, so specialized work must be delegated, especially if there is no experience in performing it.

It is also necessary to understand that not all tasks can be delegated to specific employees. Thus, the manager must independently determine which task should be entrusted to a specific employee. When determining the executor who will be granted powers, you should pay attention to the following nuances:

• The worker must be able to complete the task. Setting obviously impossible tasks will not motivate the employee to complete them, and the issue posed will ultimately not be resolved in principle.
• The task should not cause rejection to the employee. Delegating unpleasant tasks to an employee is a bad practice. Making decisions to fire employees or even simply sending out notices of staff reductions, or the presence of fundamental disagreements regarding the execution of assigned tasks are reasons why you should not delegate work.

A common mistake many novice managers make is a fundamental refusal to delegate authority. They may not be confident in their subordinates, or, on the contrary, they may be too confident in their own abilities. In addition, an excessive sense of responsibility and fear of losing a position due to refusal to independently solve assigned tasks can interfere with delegation. Getting rid of these factors is vital for both the manager himself and his immediate superiors.

• Why delegation of authority is necessary.
• What are the types of delegation of authority?
• How to implement effective delegation of authority.
• What levels of delegation of authority exist.
• What to consider when delegating authority.

The ability to competently delegate work tasks is becoming increasingly important in the work of managers due to increased competition in the market, because there is less and less time left to make important decisions. Managers are forced to make a choice: either accept that the quality of the decisions they make will decline, or try to reduce their number.

When it becomes necessary to delegate authority

Many managers are convinced that no one can do their job better than themselves. Thus, they take on many tasks and tasks on their shoulders, without resorting to delegation of authority and working 12-15 hours a day. The disadvantage of this managerial behavior is the lack of time to concentrate efforts on solving essential tasks: analysis of key information and strategic development of the company.

Let's give a simple example that will illustrate the importance of delegation of authority and the difficulties associated with it. Let's assume that a manager spends about 15 minutes creating a report in Excel. In order to select an employee, instruct him to independently compile this report and explain how to do it, you will need to spend several hours. Afterwards, you will have to double-check the reports generated by the employee and explain some of the nuances. For these reasons, it is easier for a manager to complete such a report himself, especially if the work schedule is so tight that it does not allow him to allocate 2-3 free hours. However, you should still decide to delegate this task to one of your employees: the hours spent on training an employee will quickly pay off, especially if such calculations need to be carried out daily. After a certain time, the employee will be able to make these calculations as quickly and efficiently as the manager, and the manager will have free time for more important matters that require his participation.

If you agree with at least half of the following statements, then you should really consider delegating authority in your organization:

1. There are often more than two people waiting for you in your waiting room at the same time.
2. Employees of your company complain that it is difficult to find you on site, they have to arrange a meeting with you in advance.
3. The stack of documents that require review and your signature is constantly growing, although you try to sign and process them regularly.
4. None of your deputies or subordinates are authorized to perform any of your duties.
5. You cannot remember important agreements that others remind you of.
6. You can almost never tell your employees, “Decide for yourself.”

You can try an experiment: when you receive a document, put a red dot on it as a sign that you have reviewed it. If this document is again in your hands for verification, add another point. Continue doing this until the document is completed. In the end, you can count the number of red dots on a document: the so-called “measles document check.” The more dots, the more indecisive you are in making decisions. Naturally, there are situations when you have to return to the same document again and again, but in most cases the final decision can be made immediately.

What types of delegation of authority are used in practice?

Strict delegation. This type of delegation of authority involves a clear formulation of the expected result and a specific description of how exactly it can be achieved. An employee who is delegated to perform a specific task is extremely limited in making independent decisions. For example, you instruct the purchasing director to negotiate with suppliers in order to obtain a credit limit (although you can solve this problem on your own). You specifically describe the result you want to get: the amount of the limit, the duration of the deferment and exactly how you should negotiate with this partner.

Soft delegation. Soft delegation of authority means b O greater freedom of action for the employee when performing the task assigned to him. This type of delegation of authority allows the boss to relieve his workload, and the employee to develop his professional skills. In this case, it is important to indicate the range of possible actions for the subordinate. This method of delegating authority can also be used by managers as testing in order to better study the employee’s abilities.

Delegation is the opposite. Try switching places with a subordinate: let him set the range of tasks for himself, determine deadlines, make a request for the necessary resources, and also think about his own reward. With this method, employees can sometimes set themselves very ambitious tasks that you yourself would never dare to set for them. As a rule, the results are very good. In order to correctly assess an employee’s priorities, you can ask him questions: “What do you think you can do best? How can you contribute to the overall goals of the company?” From the outside, this method may resemble an interesting game, but the real responsibility for the results still remains with you. Try to inspire your employee emotionally so that he can determine important goals and objectives for himself.

How else is delegation of authority carried out?

Transferring valuable information. When a manager needs to delegate a task that requires valuable information to be handled, he is often overcome by doubts about how much he can trust his employee with important data. A way out in this situation may be to use information technologies, which will minimize the unauthorized dissemination of valuable information. You can ensure that workers responsible for a certain task have limited access to corporate programs. They know only what they need to complete their task. For example, if any products are purchased in China, then only the employees of the Chinese office know the original cost of these products, colleagues in Moscow work with the prices at which these products are sold, and warehouse workers do not have any information about the cost of the products.

Delegation of powers at another level can also be used: for those cases when the owner of an enterprise wants to completely transfer management of the company to a trusted employee and receive only profit from the company’s turnover. In this case, he is forced to transfer all the data to one specialist who can take over the management of the business. To successfully delegate managerial powers, you should consider the motivation for the new manager and offer conditions under which he will not have the desire to share valuable and secret information with third parties. As a rule, a high level of salary, bonuses and a certain percentage of company shares guarantee the manager’s high interest in the successful and responsible conduct of business.

It should be noted that there are no universal methods in delegating authority: each manager can determine for himself which delegation method is suitable for a given situation.

How to delegate authority to save 25% of your working time

The commercial director regularly receives assignments from the company's top management, plans the work of employees, and communicates with clients. To cope with a huge flow of information and develop a business, it is important to manage time rationally and not waste energy on routine matters. To do this, you need to correctly delegate tasks to subordinates and monitor their implementation. Otherwise, the effectiveness of the commercial director will be reduced to zero. .

Check with the checklist from electronic journal“Commercial Director”, do you effectively distribute tasks among your subordinates?

How does the delegation of authority work?

The entire process of delegation of authority consists of 4 stages:

• Understanding WHAT needs to be delegated.
• Determining which employees can be delegated.
• Explaining to the employee exactly HOW the task should be performed.
• Monitoring how the order is carried out.

Stage 1. WHAT to delegate

Identify a list of tasks that need to be completed, and analyze each task according to two criteria: importance and urgency. Try to select tasks for analysis that have a similar scale and deadlines. Do not include diverse tasks in one list for delegation of authority.

The number of tasks in the list should not exceed 50. If your list contains many more tasks, try to enlarge them: combine several tasks into one, avoiding excessive detail. To prioritize your delegation, divide your list into 4 groups based on importance and urgency (see table).

Certain tasks that a manager solves may not be very urgent or important, but require his direct participation. Such tasks cannot be delegated; time must be allocated in the work schedule to solve them. It is important to correctly combine business planning with delegation of authority. To do this, you should pay attention to how “important and urgent” and “important but not urgent” things relate. If you know how to plan competently, then you will have fewer “important and urgent” things to do.

Delegation of functions depending on importance and urgency:

	Urgent tasks	Non-urgent tasks
Important tasks	It is better not to delegate such matters. Try to be responsible for the organization, execution and control of the result. If necessary, you can involve assistants.	Engage in organization and control (especially during the start-up phase of the project), and execution can be delegated.
Unimportant tasks	Organization and execution can be delegated (until the matter becomes urgent and important), and you yourself only deal with control.	Such matters should be completely delegated. If you don’t have someone to delegate to, use the “three nails” rule.

According to the “three nails” rule, you should deal with non-urgent tasks if you remember about them at least three times. Let's say there are three nails driven into the wall. When a matter first comes to your attention, you hang it on the first nail, remembering it again on the second, and when this matter is mentioned for the third time, you start working on it.

The manager must leave the following tasks in his area of ​​responsibility:

• formulation of goals;
• making decisions that are of great importance for the company;
• monitoring the company's performance;
• motivation of key specialists;
• work with key at this stage development of the company by business areas.

Anything beyond these tasks should be handled through delegation. This way you will free up time for more meaningful and important tasks. Be sure to delegate the following:

• daily routine activities: business correspondence, telephone conversations, ordinary meetings;
• preparatory work: analytical reviews, long-term planning, budgeting and financing. All this information should be delivered to the manager with ready-made conclusions and proposals;
• activities of a highly specialized nature: everything that specialists can do better than a manager.

Stage 2. WHOM to delegate to?

When choosing a specialist to delegate authority, pay attention to the following parameters:

• Personality. How does the employee perceive new assignments? Is it hard work? Is there a desire for professional growth?
• Workload. Does the employee have enough time to complete the assignment as efficiently as possible?
• Skills and experience. Does the specialist have necessary knowledge? Does he have experience in solving similar problems?
• Ability to carry out assignments. Will the employee be able to complete the assignment?

To begin with, it is best to give the employee test which he can complete in a short period of time. This will allow you to understand whether it is suitable this employee to delegate authority to him or not. It is important to choose exactly the employee who was able to complete the assignment better than others. If an employee is currently working on another important and urgent task, then you should not give him additional workload: in this case, there will be no result at all, or the task will not be completed 100% efficiently. You should not delegate an important and urgent task to a newcomer to the team: perhaps he will not feel confident enough, and he may also not have enough information to carry out the assigned work efficiently.

Stage 3. HOW to set a task

In the process of delegating authority, try not to just hand out tasks to employees, but explain the meaning and value of each task for the common cause. It is very important to explain what the task is and give a specific description of the expected result. It is also important to indicate the time limit for completing the task and designate control points for determining intermediate results, which should also be clearly described. In addition, the employee must be aware of what resources and powers are at his disposal and what obviously losing ways to solve the problem he should avoid. The best approach would be to jointly draw up a work plan that clearly states the goal and describes the desired result of the work. In the process of developing a plan, ask the specialist what stages of the task he sees, what may cause him difficulties in solving the task, what remains unclear to him. All this will help determine how clearly he understood his task.

Stage 4. Monitoring the execution of orders

It is equally important to discuss the results and establish “feedback” with the performer - this can help the employee avoid mistakes and increase the efficiency of his work.

When delegating authority, a manager must be prepared for many questions from subordinates, especially in the initial stages of work. You should answer questions in detail and clearly, find time for meetings and personal communication with employees, as well as to monitor the implementation of delegated tasks. The manager must take the initiative and ask if everything is clear and understandable in their work. Not every employee dares to directly contact their manager, especially with those issues that, as it seems to him, are not important, but may interfere with the quality performance of the assigned work.

Levels of delegation of authority

One of the most difficult steps for a manager is to learn how to delegate managerial powers to his deputies and subordinates. It is this problem that becomes an obstacle for many managers on their path to success in big business. It often happens that a manager one day realizes that he is unable to run his business on his own, and therefore hires a qualified and expensive specialist as a manager, to whom he assigns a high salary. Another option: the manager transfers all responsibility for the result of the work to his subordinates: “That’s it, from now on, decide everything yourself...”. In this way, he hopes to free up his time to do what really matters. Naturally, in both the first and second cases, the manager very quickly realizes that the new manager is not managing the company correctly, and his subordinates cannot cope with the entire burden of responsibility on their own and, out of habit, constantly ask the manager for advice.

The problem here is that many managers want, with one decision, to change the paradigm “I decide all issues myself” to the paradigm “all issues are resolved by others,” bypassing the intermediate stages. But this is impossible.

Managing delegation of authority and responsibility can help you avoid this common mistake. The process of delegation of authority is divided into 7 levels, which help employees smoothly get into the swing of things without making mistakes that would most likely be made with a one-time delegation of authority.

1. Tell (tell or order).
2. Sell ​​(sell, explain).
3. Consult (consult).
4. Agree.
5. Advise (recommend).
6. Inquire (find out, take an interest).
7. Delegate (delegate).

Let's look at each of these levels of delegation of authority in more detail:

Tell (order)- the manager makes a decision that his subordinates have to implement, based on personal considerations and motivation. The decision itself is not discussed.

Sell ​​(sell, explain)- the manager makes a decision, informs his subordinates about it and tries to explain why this particular decision is made and not another. In this case, the manager is open to discussion with his subordinates; they can ask any questions regarding the decision made and express their concerns. Despite this, the decision was made finally and irrevocably. With such actions, the manager makes his employees feel the importance of their opinion and allows them to be more involved in the work and life of the company.

Consult (consult)- The manager tells his team what decision he plans to make and asks the employees' opinions about it. In this way, the manager shows his subordinates that he respects their opinion and involves them in the process of working out the decision. The manager actually takes into account the opinions of subordinates, listening to the arguments of employees. But he still makes the decision on his own.

Agree- The manager invites subordinates to discuss the decision that needs to be made. After each employee expresses his opinion, the manager sums up all of the above. The leader’s task is to start the process and define the scope of the discussion. The team's task is to develop and make a decision. As a result, the decision is made by the team under the strict supervision of the leader.

Advise (recommend)- The manager invites employees to make decisions on their own, but gives them some advice and recommendations from his side. The solution found is a decision made by the team, but not by the manager.

Inquire (find out)- the manager simply gives instructions to make a decision, without giving any advice or recommendations, but asks to be informed about the decision made.

Delegate (delegate)- the manager gives instructions to make a decision. He is not interested in what kind of decision was made - he has more important and significant things to do at the moment.

The levels of delegation of authority are distributed so that Active participation in solving the problem on the part of employees gradually increased, and control on the part of the manager gradually decreased. This gradual weakening of control allows the manager to remain confident that the decisions made by employees independently will be correct. Going through stages from the first to the seventh with his subordinates, he will be able to verify this more than once. For subordinates, such a system of delegation of authority will help them better understand and understand what is required of them, and will allow them to learn to independently develop and make the right decisions.

What to consider when delegating authority

If a manager is an independent and purposeful person, then, as a rule, it is very difficult for him to decide to delegate his powers. He is convinced that he himself can do the work efficiently and professionally, but he has no confidence in the competence of his subordinates. Therefore, there is concern for a possible unsatisfactory or negative result of the work. Many leaders are familiar with such fears and mistrust. In this case, it is important to find the strength to overcome fears and decide to delegate managerial powers through the realization that otherwise the manager’s performance will only decrease.

To make the process of delegating authority easier, you can try to start by delegating simple and unimportant tasks to work. strategic development company tasks. Afterwards, regardless of the results, you can assign several more tasks, analyzing the previous work and sorting out the mistakes that were made. For the purity of the experiment, it is better to give similar tasks not once, but several times. Do not forget that subordinates are a mirror of the leader. A strong leader also has a strong team of assistants, but a weak leader is afraid to hire strong specialists as assistants, fearing that they might take his place or that he will look unfavorable against their background. A talented leader is able to adequately analyze the situation in his team and select truly suitable employees who can cope with the assigned tasks. A leader who is unsure of himself and his abilities will be in constant fear that without his control everything will fall apart, which will indicate that he was unable to select a really good and reliable team for himself. If the manager has a well-chosen team of specialists, then some of the work and tasks automatically become the responsibility of the employees, freeing the manager from routine matters.

In addition, the manager should remember the following important principles of delegation of authority:

1. Provide resources. Make sure you provide the employee with sufficient resources. It will be very useful to contact the employee directly with the question of what resources he needs (administrative, including) to complete the assignment.
2. Don't interfere with the performance. Try to clearly decide for yourself in which cases you allow yourself to interfere in the process of solving a problem, and in which cases you do not. At the same time, it is important to understand that subordinates to whom powers and tasks have been delegated must be aware of their responsibility for quality and efficient execution instructions.

If an employee has not solved a problem and turns to you, get him to make personal suggestions for solving the problem, rather than offering your own. For example, you can answer him: “Imagine that I died. What would you do to solve this problem?

5 quotes from great and successful people about delegation

Delegation of authority also has its dangers: dividing the work process into a large number of separate small tasks and delegating them to many employees, there is a risk of going too far and losing a holistic vision of the process, the actions of employees may no longer be effective and beneficial.

- Bill Gates

The greatest progress in the development of the productive power of labor, and a great deal of the skill, skill, and intelligence with which it is directed and applied, appears to have been the consequence of the division of labor.

- Adam Smith

If we decide to pursue a customer-oriented policy in our company, then we cannot rely on book rules and instructions from corporate offices. We must hold the people who are our company for those 15 seconds responsible for ideas, decisions and actions. If they have to go up the chain of command to solve an individual's problems, those 15 golden seconds will fly by without a response and we will miss the opportunity to gain a loyal customer.

-Jan Carlzon

In order to influence another person, recognize a quality in him that he does not have, and he will do everything to prove that you are right.

- Winston Churchill

You need to be aware of yourself and seriously engage only in what you can achieve. For other tasks, you should find a talented manager and pay him a good salary. Naturally, situations may always arise that require the mandatory participation of a manager - there is no escape from this, and you need to work. However, if this work promises to be long, it is best to find someone with whom you can share it. It is for this reason that I always strongly advise or force managers to hire assistants when I see that they cannot cope with the work on their own.

- Evgeny Chichvarkin

What problems may arise when delegating authority?

As practice shows, delegation of authority is a skill that is not very well developed in most managers. This can be explained by the fact that top managers approach the issue too simply: “There is a task and there is a subordinate, you just need to combine them and...” But all this does not work that simply, and difficulties often arise. Below we will outline some of the common mistakes.

Problem 1: Wrong delegation format selected

The format of delegation of authority is determined by how carefully the information transmitted to employees is processed. We can highlight the delegation of authority by managers at the level of idea, thesis, goal, task and at the level of a specific event.

• Delegation at the idea level. The manager tells the subordinate: “It seems to me that Kazakhstan has a promising market. Please think about how we can reach him.” You can call it throwing in an idea. Where are the guarantees that the task will be completed efficiently? Only on condition that the employee demonstrates his professionalism and is motivated to complete the task, and also if everything is clear to him down to the details. Giving an order in this way is a serious mistake. Reasons for justification include lack of time and/or reluctance to explain everything in great detail. What can you answer to this? If you don't have enough time to manage, do something else. If you don’t want to explain the details of the task in detail, teach your employee to understand you and your ideas perfectly.
• Delegation at the thesis level. The essence of delegation of authority at this level is that the manager tries to give instructions in a narrower form: for example, he orders an analysis of a specific aspect of the market using one methodology. In other words, he voices not only the problem itself, but also suggests general ways to solve it.
• Delegation at the goal level. A goal is something that can be expressed in numbers and specifically described. The goal must be realistically achievable, and the resources necessary to achieve it must be calculated. On the other hand, achieving the goal using the technology that the company has does pose some challenge. After all, the goal should not conflict with other company goals. It follows from this that your the main task- define clear goals for the delegation of authority, that is, communicate specific parameters that the person entrusted with the task will have to focus on.
• Delegation at the task level. In this case, you should break the goal into smaller components. A task is understood as what needs to be solved in order to achieve a goal. In order to competently delegate authority to an employee, the manager must be able to plan and decompose goals.
• Delegation at the event level. Here it is assumed that the manager conveys to the subordinate not only what should be done, but also explains how.

To choose the right and appropriate format for delegating authority, a manager needs to have a good understanding of the capabilities and level of motivation of his subordinates.

Problem 2: Staff resistance to delegation

This problem may arise due to the fact that employees are afraid of being fined for possible mistakes and errors. In order not to encounter resistance, you should explain the essence of the task to the employee in as much detail as possible. The more extensively and generally the task is formulated, the higher the responsibility. And vice versa: the more detailed and detailed the task is explained, the less uncertainty and fear remains before its implementation, and the stronger the confidence that it is actually possible to achieve the desired result. Sometimes it happens that, feeling responsibility as a burden for himself, an employee cannot complete his task well and efficiently.

What can be done in such a situation? A leader must try to see the difference between a misdemeanor and a mistake.

• The first is a mistake in a situation where the algorithm of actions was fully explained to the employee.
• The second is a mistake in a situation where the subordinate did not have an initial program of action to complete the task. The employee himself is responsible for the misconduct, and the manager is responsible for the mistake.

In addition, you cannot punish an employee if his actions were incorrect, but were carried out within the scope of his authority. For example, a manager gave a task to a subordinate: “Buy studs for the spindle.” The employee completed the task, but the pins turned out to be the wrong ones. Who is responsible for the mistake? Supervisor. Because the manager did not make sure that the task was understood correctly and did not control the purchase process. He could ask a subordinate to consult with him before placing an order.

Problem 3: Reverse delegation

It often happens that an employee refuses a task that was assigned to him during the delegation of authority. This is also called reverse delegation (the popular expression among managers is “bring the monkey”). What should the manager do in this case? Invite your subordinate to a conversation and ask him the following questions:

• What exactly is your problem? Try to describe it clearly. Very often, an employee begins a conversation with general phrases: “You understand...”, “Here I come...”. A specific question is necessary to encourage the employee to think about the essence of the problem.
• What does the problem entail? What consequences might arise?
• What resources are missing to solve the problem? Time, finances, human resources?
• What are the possible ways to solve this problem? If an employee has only one way to solve a problem, the manager must make sure that this is truly the only possible approach to solving the problem. It is also important that solutions must be proposed in accordance with the set of limited resources that the company has.
• Which solution is the best in your opinion? Why do you think so?

Establish the following rule in the company: if an employee does not have specific and clear answers to these questions, he cannot contact his manager. You can even record a list of these questions in some regulatory document. It may also happen that if an employee can answer all these questions, then he will automatically no longer need to contact his manager.

Problem 4. Incorrect organization of meetings with employees

In order to put effective delegation of authority into practice and learn to conserve the precious resource of time, create a rule: “Come not with a problem, but with a solution.” Determine the following for yourself:

• how much time you can devote to an employee;
• what powers can be delegated to him;
• What do you want your subordinate to understand from your communication with him?

The subordinate must confirm that he understands the assignment, determine in what ways he will communicate with you, and indicate whether he has enough resources at his disposal to work on the assignment.

What mistakes do managers make when delegating authority to subordinates?

Wanting to issue an order to delegate authority, a manager often encounters difficulties that can be both psychological in nature and simply associated with not knowing who exactly should be chosen for the assignment and how to do it in the best way. A variety of reasons can become an obstacle to effective delegation of authority: lack of trust in subordinates; fear that employees are not competent and qualified enough; reluctance to share experience, accumulated knowledge, information; confidence that no one can cope with tasks better than the leader himself; fear of loss of authority.

No room for error. The manager may reason like this: “This employee will not cope with the task as well as I can do it.” May be so. But the manager, with all his desire, will not be able to make decisions for all his deputies at the same time. People should be allowed to make mistakes (by calculating in advance the cost and fatality of the mistake). As a rule, those who themselves have been excellent and responsible performers and who do not have confidence in their employees experience difficulties in delegating authority. In this case, the manager should spend time searching for those employees who deserve his trust. Otherwise, you should seriously think about whether it makes sense to run the business alone.

Expert opinion

Practical example - how not to delegate

Dmitry Sedykh,

Deputy General Director of Engineering Center Energoauditcontrol LLC, Moscow

I remember one case when the owner of a serious holding decided to delegate management powers to one hired manager. At the same time, he reserved the right of veto and repeatedly resorted to it, changing the decisions made by the new manager. A situation arose that top managers began to take advantage of this: if they did not like the new decision made by the chief manager, they turned to the owner. The owner realized the mistake only after he was forced to part with the second general director.

A similar story happened with the owner of another holding when creating management company. The owner independently made decisions that were within the competence of managers. However, he did not always inform them about decisions taken. This led to the fact that many managers decided to leave the management company, and those who remained concentrated their efforts on purely executive functions and servicing the business units included in the holding. This is a clear example of partial delegation of authority.

Incomplete delegation. Some managers are of the following opinion: “Let the employee prepare me several options for solving the problem, from which I will choose the most optimal one.” This is an example of incomplete delegation of authority, when the employee is not responsible for the decision chosen by the manager. If you really want to delegate a task to your subordinate, then you need to do it completely, giving the employee freedom of choice. necessary ways solutions. The main thing here should be achieving results.

There is no person responsible for the result. Quite often, employees, reporting on the work they have done, list the number of actions they have taken: negotiated, put forward a proposal, purchased components. But the result of work should be expressed not in the number of actions, but in the profit received as a consequence of these actions. If in a company only one is responsible for profit CEO, this means that he does not know how to effectively delegate authority and responsibility. In order for subordinates to be results-oriented, it is necessary to evaluate their work according to financial indicator, that is, the ratio of income and expenses.

Lack of resources, information, authority. This error is especially common. The employee reports to his manager that there is a problem and there is a way to solve it, but there are not enough resources and authority to implement this solution. Without delving into the essence of what was said, the manager, who is in a hurry, gives the go-ahead: “Do it!”, without allocating the necessary resources and authority. After some time, the manager wants to see the result from the work of his subordinate. Will the employee come to the manager again with a problem, much less with a solution?

Expert opinion

By delegating authority, I lost 8 million rubles

Artem Regart,

owner of the Regart group of companies, Moscow

About three years ago I started working in a new direction - management consulting. Responsibilities related to managing the production and sales of reflective materials were assigned to the logistics director through delegation of authority.

Where is the mistake. At that time, the logistics director had worked for the company for 10 years. I did not feel that I should have been overly controlling because I trusted this employee. In 2015, there was a reduction in funding for the road industry, and sales figures fell sharply. I was forced to cut the salaries of my team, including the director. He was unhappy with this fact and decided to take action to additional income. He founded a company in the name of his girlfriend, then he rented a warehouse and began exporting our products using fake documents, using his official position. The warehouse deliberately created the appearance that the required amount of products was stored, but in fact, a certain amount of containers for the goods remained empty. The logistics director told clients and uninitiated employees the legend that a new branch of our company had opened and a new warehouse had opened. Six months later, I noticed a sharp decline in our sales figures. Around the same time, clients began contacting me with questions about our new warehouse and branch. The security service, on my orders, conducted a check. The investigation showed that the logistician organized an entire team: he was helped by warehouse workers and even one client. These actions caused the company damage of 8 million rubles. I did not file a claim in court, because I understood that I would not be reimbursed for this amount, but would have to deal with litigation throughout for long years I didn't want to. I fired the criminal and all the employees who were in cahoots with him.

Conclusions. As a rule, managers do not have enough trust in newcomers. However, as practice shows, danger can also come from old-timers, because they are very familiar with the internal processes taking place in the company. This story prompted me to create a security system:

• Each employee is required to sign a liability agreement.
• Inspections are carried out once a week: without warning and randomly.
• If a shortage is revealed during the inspection, the amount of the loss is divided among all employees of a given department or area. They are obliged to reimburse the retail cost of the missing product without discounts.
• Works at the warehouse electronic system control of goods movement. Thanks to it, you can see where the shortage occurred: during shipment or during payment. In the second case, the accounting department bears financial liability for the shortage.

What powers cannot be delegated?

There are some tasks that cannot be delegated to any employee. For example, motivating key and important employees of the company. This should be done by the leader personally.

It is also important to understand that you should never shift responsibility onto your employees. According to some, when delegating an assignment to an employee, it is enough to say: “You are responsible for this,” and all responsibility passes to the employee. Of course, this can be said, but in any case, the manager is responsible for the result of the work: either to himself, if he is the owner of the business, or to the shareholders, if he fulfills his duties as a hired manager.

Information about the experts

Dmitry Sedykh graduated from the Moscow Institute of Radio Engineering, Electronics and Automation, master's degree from the Financial Academy under the Government of the Russian Federation, received an executive MBA diploma from the Institute of Business and Business Administration of the Academy of National Economy under the Government of the Russian Federation. Trained at Rotterdam School of Management. Before Engineering Center Energoauditcontrol LLC, he worked at Vinny Mir LLC as a commercial director and at Vinorum-Service LLC as a general director.

LLC "Engineering Center "Energoauditcontrol" is engaged in the development, implementation and maintenance automated systems electricity metering, dispatch control, management technological processes in projects of any complexity. The company's main customers are the largest Russian consumers of electricity: JSC Russian Railways, JSC Gazprom, JSC AK Sibur, State Unitary Enterprise Moscow Metro, energy sales and generating enterprises. The number of personnel is 300 people.

Artem Regart, owner of the Regart group of companies, Moscow. Field of activity of Regart Group of Companies: production of reflective materials, management consulting. Territory: head office and warehouse - in Moscow; branch - in St. Petersburg; production - in China. Number of employees: 15. Market share: 70% in the safety materials industry traffic(as of 2014).