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You've got your first promotion，and everything is going your way.Now you've got an assistant.But along with the excitement，you have got a load of new assignments and you don't see how you can work harder.
Actually，you' re probably working hard enough，but you may not be working smart enough.Effective job performance and management require delegation1）。The more you move up，the more you'll have to develop this skill.
Delegating means making the best possible use of that new assistant they've assigned you.She's enthusiastic，bright，even if a bit confused and naive2） at times.Mainly，she's eager to learn and looks to you for direction.
Maybe you're wondering whether this inexperienced young person is up to the job.She's eager，all right，but can she really understand the work as well as you do？You may question her competence or sincerity3） at times.So you may end up performing tasks she could have handled，leaving too little time for work that demands your special skills and attention.
Knowing what to delegate is as important as knowing how.It's unfair to pass along jobs just because you dislike them or don't understand them.Playing games is also wrong——asking that assistant to do something you know beyond her，for example.
Giving the impression that you don't really trust your assistant's skills or won't be satisfied no matter what is a sure way to kill youthful enthusiasm.True，she's probably not as competent4） as you are，but she may still be equal to the task.The point is to free your time and energy for other work.
When you assign a job，explain clearly what you want done.Be patient with questions，including the ones you can't believe she asked.Even if you're sure your way is best，leave room for her to do it her way.Once she's begun，check progress occasionally，but don't hang over her.If you think things are going poorly，you may ask if she wants help or advice——don't rush in and take over5）。
Most important，recognize and reward achievement.The ability to train and develop an assistant is as important an exercise for you as for her，and will count toward your next promotion.
初享晉級之喜，你一切如愿以償。現在你又添了一位助手。然而，伴隨興奮而來的卻是新崗位帶來的重壓。你簡直不知道該怎樣才能應付得更好。
實際上，你大概已盡職盡責了，但可能干得還不夠漂亮。有效的辦事與管理需要做到“權力下放”。職位越高，越應當諳于此道。
所謂“權力下放”，就是對上級派給你的助手要人盡其才。盡管你的助手有時會表現出有點忙亂和天真，但是她熱情、富有朝氣。更可貴的是，她求知若渴，指望得到你的指導。
也許你正在懷疑這位毫無經驗的年輕人能否勝任工作。她也確實在躍躍欲試，可到底能否像你一樣對工作有真正的了解呢？你可能不時地懷疑其能力或真誠。結果，你可能包辦了本來她可以完成的工作，而無暇去完成需要你的特長和關注的任務。
懂得下放何種權力與如何下放權力同等重要，因為你對某項工作不喜歡或不甚了解，便隨手將其交給了助手，這是很不公平的。玩游戲也是錯誤的，比如，讓助手去做你明知她力所不能及的工作。
有兩種態度肯定會消磨掉青年人的熱情，即對你助手的技能心存疑慮，或者無論人家如何表現都流露出不滿之色。誠然，她或許不如你能干，但她仍應有平等的工作機會。要知道，她節省了你的時間與精力，你可去從事其他工作。
當你分配工作時，你要解釋清楚你的要求。對助手提出的問題要耐心對待，包括那些你以為不可思議的問題。即使你對自己的方式深信不疑，也應當留給她機會，讓她用她的方式來解決問題。一旦她開始投入工作，你應間歇地檢查其進度，但不要老盯著她。如果你認為進展不理想，不妨問問她是否需要幫助或建議，不要匆忙地包辦代替。
最重要的一點是承認助手的成績并給予獎勵。能否培養和造就一位助手，對你和助手來講都是很重要的一種鍛煉，這對你下次晉級也頗為重要。
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