When it comes to a decision, most people first thought is that smooth and clean, desk tidy and orderly image — that is to say, never put off till tomorrow what you can do today’s decision. This traditional idea may be good advice for managers or administrators, but it is a terrible suggestion for leaders.
instead, can reverse this decision of leaders summed up as the following two:
. For those who can reasonably delegate to subordinate decision, never personally.
. For those who can reasonably drag tomorrow decision never to do today.
This is the most
in the devolution of decision-making power, but retains ultimate responsibility for these decisions, the leader of the army is especially good at the art. I remember listening to a story, perhaps apocryphal, is a secretary of defense Robert Mcnamara. The story happened in 1961, the fate of the offensive. When it comes to war, Mcnamara is, of course, an amateur. When he and the chiefs are watching us warships near Cuba will put the formation, Mcnamara found a ship out of the queue. He immediately asked the chief of staff of the Navy command ship captain, he returned to the specified location, chief of the naval staff answered him: "Mr. Secretary, if you like, I will be the captain immediately. But as long as he’s still in charge, I can’t tell him how to command his own ship." Unlike his boss, the chief of staff is fully aware of the risks and realities of delegating responsibility to others.