Brian Tracy's book Delegation and management in a nutshell. Read Summary

The position of manager is prestigious and has a lot of advantages, so many people aspire to take this position. However, along with the advantages, you have to accept some disadvantages of a leadership position. For example, you need to keep track of everything at once, for each member of the team, the implementation of the entire scope of tasks, results, and so on. This is a great responsibility for the work of the entire team, and not just yourself. And not everyone can handle it. This can lead to stress, to the fact that you will need to devote much more time to work, forgetting about rest and your own self-development.

Success, self-development, and management expert Brian Tracy has written a book that all leaders should read: Delegation and Management. It deals with the most important principles that a manager should follow. There are 21 such principles in total, each of them is described in a separate small chapter. The author does not write anything superfluous, only what is necessary to reveal the topic.

You can gradually make changes to your work step by step, or you can choose some of the most suitable options. And even small innovations will allow you to see how much the results will change. The approach described in this book will enable the manager to delegate tasks, controlling the quality of their execution, and free up time for their own development and search for new solutions to make work more efficient.

On our site you can download the book "Delegation and Management" by Tracey Brian for free and without registration in fb2, rtf, epub, pdf, txt format, read the book online or buy the book in the online store.

Brian Tracy is first and foremost a financial advisor who has helped over a thousand companies. Plus, this person is a talented life coach, psychologist and owner of his own company, which he made from scratch. The writer believes that the main thing for any business is employees and attitude towards the client. But only a talented top manager should manage the team. Therefore, the book "Delegation and Management" by Brian Tracy describes the process of creating the personality of a "manager and leader", tells how to distribute tasks and see the potential in subordinates.

History of writing

Brian Tracy wrote the book Delegation and Control for a reason. He was inspired to do this by his extensive experience as a consultant, when inexperienced managers drove the company into a dead corner due to lack of knowledge. Not everyone has the opportunity to pay for the services of a professional consultant, and it is better to study the issue before starting your own business. So that every manager, administrator and leader correctly delegates authority, inspired by 30 years of experience of Brian Tracy. And almost for free!

The main idea of the book

Tracy, in Delegation and Management, tries to explain that the key to the success of any leader is delegation, the distribution of authority between subordinates. Learning to manage other people is the main task of any manager; the success of the enterprise, future income and the position of the company in the market depend on it. Do not be afraid to give important work to colleagues, if you see the potential and can not cope - share the work. This will build harmonious relationships and allow everyone to do their own thing, to occupy a suitable niche.

What is the book about?

Tracy tries to fully disclose the issue of delegation of authority in order to understand what it is and what it is eaten with. Therefore, it talks about the resources of any business, management models, key results, the qualities of an effective leader, the principles of work distribution, the training of subordinates, how to delegate decisions, motivate yourself and others, the principles of successful management.

With such detailed guidance, even a 20-year-old manager will create a strong team that will achieve heights.

What does the book teach?

Until you read it, you will not understand how much a book can teach. Here are a few principles that everyone will learn:

The main resource of business is people.
Misconceptions that subordinates are inexperienced or “I will do better myself” prevent delegation of authority.
The best management model is a factory, when employees should be evaluated by performance.
Before starting an activity, you need to think over an action plan, select an employee and evaluate his abilities.
Define the desired outcome and write down the tasks for each.
The ideal leader has three main qualities - attentiveness, the ability to clearly set goals and give freedom.
Delegation includes seven basic rules, for example, giving freedom to the performer, encouraging and collaborative discussion, and gradually introducing a task into the process.
Train yourself and your employees to take on more challenging tasks.
Help employees to perform complex work and make their own decisions, bear responsibility.
Do not give up your duties, be interested in results, successes, discuss and give advice, help in critical situations.
Motivate subordinates to work better, show them by example.
Take into account the five principles of management - responsibility, treating colleagues like family, benevolent attitude, remember the main resource of the company, be respectful in communication.

Who should read the book?

It is already clear that not everyone will like the book, it is specific. But the content and effectiveness will be appreciated by:

Heads and top managers.
Administrators.
PR managers.
Owners and directors of companies.

How did the book change people?

“To be honest, I love Tracy, but somehow this book didn’t work. Because it is for a narrow circle of people who are involved in management. Although it’s quite good for general development, it’s quite useful.”

“For me, as a leader, it was mega-useful.” learned something new and interesting, now I will radically change the approach to employees. I hope that the company will become more successful.”

(ratings: 2 , the average: 4,50 out of 5)

Title: Delegation and management

About Delegation and Control by Brian Tracy

The position of the head was and remains the most demanded, desired and prestigious. But at the same time, not everyone is able to withstand the exorbitant burden of responsibility that falls on the shoulders of a newly minted leader. Experienced leaders who have achieved truly significant success in their field know and use one “secret”, without which the leadership process cannot be fully and effectively carried out. Along with many components of successful work, real professionals know how to use the delegation function. What it is? Why is it so necessary? And how to learn this will be discussed below.

One of today's most famous experts on efficiency and the psychology of success, Brian Tracy, came to grips with the study of this topic. The result of his research was an incredibly informative book called Delegation and Management. In fact, this is a complete guide for a novice leader and an indispensable source of fresh ideas for a leader who is already quite experienced.

The book "Delegation and Management" will tell the reader about the basic principles of delegation, in total, the author singled out twenty-one aspects. Each of these principles is mandatory for implementation and is applicable at absolutely any level of management activity. Tracy will also tell you how to set tasks correctly, manage the work process and, as a result, free up more time for your own professional growth. The author is sure that the delegation of authority is the basis of effective managerial activity, without which full-fledged career growth and the realization of one's own managerial potential are impossible. Many of the principles outlined in this book, in addition to the topic itself, will also touch on the problems of motivation and internal growth of the reader. This book will undoubtedly be interesting and useful not only for leaders, but also for people who are constantly working on themselves, as well as for those who are looking for powerful motivation and a comprehensive positive in everything.

The book is incredibly easy to read and its structure is very effective. All material is divided into separate, short chapters, each of which is perceived as a useful, independent guide to action.
Read the fascinating and informative book "Delegation and Management" by Brian Tracy, stock up on knowledge and check the material presented in practice. Enjoy reading.

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Quotes from Delegation and Management by Brian Tracy

The first basic principle of effective delegation is the need to balance the complexity of the work with the skills, abilities and level of motivation of the employee to whom you plan to entrust it.

Winston Churchill said: "If you want to influence another person, attribute to him a quality that he does not possess, and he will do everything to prove that you are right."

One of the key functions of a leader is to teach a subordinate how to complete a work task. This is where delegation becomes a teaching technique.

Any person who gets a new job develops over time, grows and goes through four stages: explaining, stimulating, delegating and, finally, participation.

Your task as a leader is to stimulate the professional growth of subordinates. You have the responsibility to take care of them, to contribute to their development. Over time, the value of only one resource increases - human. Machines and equipment become obsolete and fail. But the value of employees can grow depending on how they are led and how their abilities are used. Delegation is a great tool to intellectually challenge employees, encourage them to strive to achieve more, achieving meaningful results and value for the company.

When you demonstrate skills, knowledge, and character that contribute to effective problem solving, you are promoted and presented with even more difficult problems and situations.

Once you've answered your question, what are you being paid for, move on to the next question: "What are my employees paid for?"

Discuss the resulting list with your boss and ask him to prioritize. What do you think is more important, what is less important? What does he think you should spend most of your working time on? What, from his point of view, are the criteria for assessing success and the indicators of results for which you were hired?

High performers are always solution oriented: what they can do to solve a problem, remove an obstacle, and reach their goal. Average performers, on the other hand, are always looking for someone to blame, which makes them irritable and ineffective.

This statement does not lose relevance in relation to work. "All people are different". The natural behavior of a leader, who himself belongs to a certain type, is to build relationships with others as if they were an exact copy of him. However, effective management requires a certain amount of “personal flexibility”. You must tailor your personality type and change your approach depending on the person you are working with.

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Founder of ILearningGlobal, specialist in the field of efficiency and psychology of success

Don't try to control every step

Deviation management is a powerful time-saving tool for a manager. It is very easy to use it. You just say, “If everything is going well and going according to plan, there is no need to constantly report to me. Just write from time to time to keep me updated. Otherwise, this work is completely up to you. By applying this strategy, you can minimize the time spent on monitoring, control and reporting, which is usually an integral part of delegation. Once you have clearly defined the task to be completed, the time frame and how it will be completed, fully delegate it and ask subordinates to contact you only in case of problems, delays or other similar difficulties. Communicate to employees that if the schedule and budget are approved, they do not need to constantly report to you. They have to do business. “No news is good news” - this phrase should become your motto.

Spend time learning

One of your most important functional responsibilities is to train the next generation of employees and potential leaders who are currently your subordinates. Most employees, especially junior employees, need to be taught how to get the job done, including proper processes and procedures. Training is not a side function that distracts you from your main duties. Training is the most important tool that helps me free up my own work time to devote it to solving more important problems, delegating to subordinates the less serious work that I already easily coped with.

Take the time to explain what you think is the best course of action. For example, when giving an employee an assignment, you can accompany it with a comment: “In my experience, this is the best way to get this job done. If you use this method, you start with this, do this and that, and notice that this can happen.” Thus, you train and grow employees.

Build confidence in subordinates

Self-confidence is the most important quality that allows a person to feel happy and work at the peak of their capabilities. Usually, when we take on a new task or undertaking, we all have a little bit of self-doubt. The job of a leader is to minimize fear and maximize motivation. Perhaps the most effective way to rid team members of doubts about their abilities is to constantly voice your positive expectations.

The Law of Expectation says: "What you expect with confidence becomes your own prophecy that comes true." When we were children, our parents' expectations had an undue influence on our behavior and who we became afterwards.

If young people grew up in an environment where they were supported, believed in their abilities and expected more from them, they became more successful than people who were constantly criticized, not believing in their abilities. The best parents always believe that their children will achieve anything they want in any field, and always tell them about it.

In that part of life that is occupied by work, the boss becomes for us the figure of a parent. What the boss expects has a huge impact on every employee. For better or worse, people tend to act to meet the expectations of others - positive and negative. Always express confidence in your employees. Tell them, “I know you will do a great job. I trust you completely. I believe in you and your abilities." You will see that the repaired do their best to prove that you are not mistaken in them.

Introduce things gradually

Delegate authority gradually, developing a sufficient degree of self-confidence in the new employee. Obviously, you want to “harden” it from the very beginning, loading it with many small tasks. But when things are larger and more serious, the process of delegation should be phased. Let your employee demonstrate for some time that he is able to cope with assignments and tasks of increasing complexity. Otherwise, an employee who does not have the necessary professional competence may feel overwhelmed and, as a result, create much more problems.

Delegate the entire task

One of the main motivators in a business environment is the feeling of full responsibility for the assigned task from start to finish. One hundred percent responsibility awakens confidence, competence and self-respect. Each of your employees, no matter what position they hold, should have at least one function for which they are entirely responsible. If he doesn't do the job, no one else will do it for him.

Many companies make the mistake of assigning the same job to multiple employees. If one person is busy or absent, the leaders believe, the second will insure him and close the gap.

Know what specific result you want
when delegating. Help subordinates to clearly understand what you expect from them in the end

In fact, it turns out that no one feels responsible for the work and it is “orphaned”. To resolve a potential conflict, you need, among other things, to introduce personal responsibility: assign one person personally responsible for the successful completion of a task and give clear instructions to the rest of the employees that they must be on standby if the main responsible is absent or cannot complete the work. But answers all for just one person. Employees demonstrate higher levels of company loyalty and commitment to work when they have a sense of ownership and personal influence.

Demand a specific result

Know what specific result you want to achieve when delegating. Help subordinates to clearly understand what you expect from them in the end. Constantly remind employees what job they were hired to do by the company. A surefire way to improve team performance is to always focus people on achieving results. The more concrete and measurable the fruits of their labor, the more satisfied and motivated they will be. They will feel like winners.

Stimulate discussion

Remember that there is a direct relationship between discussion and interest in doing work. When employees have the opportunity to communicate directly with management, they are more likely to do a good job. The more opportunity employees have to discuss work with their boss, the more personally they perceive it and take personal responsibility for quality performance.

Assign feasible tasks

Delegate authority in proportion to the level of responsibility. If the task is large-scale, tell employees how much time is allotted for it and who they can contact for additional help. Also let them know about the allocated budget and the resources they can use.

After delegating the task, leave the performer alone.
Let the subordinate bear 100% responsibility. Don't take her back

A big mistake that managers make is that they underestimate what employees might need to do a good job, be it time or money. They underestimate how long the work will take and what investments it will require. In this situation, the delegation process itself can help: when the boss discusses the task with subordinates, usually during the dialogue, he begins to understand how much time and money it will take.

Don't Take Responsibility Back

After delegating the task, leave the performer alone. Let the subordinate bear 100% responsibility. Don't take her back. You can, without realizing it, "take it back" by constantly checking the employee, demanding constant reporting and suggesting changes and adjustments to the process. Some leaders have a terrible habit of literally taking back tasks that they themselves have given to someone else. At the same time, subordinates have a feeling that responsibility has been removed from them. The ability to delegate a task and then make sure a subordinate gets the job done is a key factor in your success as a leader.

Reward immediately

Thomas Watson, the founder of IBM Corporation, was known, among other things, for the fact that he always had a checkbook ready with him on inspections of factories and offices. Whenever he saw someone doing a great job, he would stop and write that person a check. It could have been a check for $5 or $10, sometimes more, but the effect of this modest act of generosity was amazing. People framed their check from Thomas Watson, the "big boss", and hung it on the wall. They told friends and family about it. They bragged about this check to their friends.

The principle of regularly giving positive feedback to employees has a huge impact on staff motivation. This gives your team members the confidence that you care about them and are aware of the work they are doing, especially if it is complex or hard work.

Brian Tracy is a global performance and achievement expert, consultant, and founder of Brian Tracy University. He has written about 60 books, released several hundred educational audio and video programs on the psychology of success.

Complexity of presentation

The target audience

Those whose work is related to the delegation of authority, who strive to develop and change the situation for the better without getting bogged down in assignments.

The book outlines principles that apply at any managerial level. Managers often want to do more, but they fail due to lack of time and inability to delegate part of the tasks to others. The author teaches the correct setting of tasks, monitoring the progress of work, turning delegation into training in order to grow professionally.

Reading together

The main asset of any company are people, thanks to whom it develops and moves forward. The task of the manager is to recoup the financial investments spent on paying salaries. In order for employees to maximize their potential, it is necessary to introduce delegation of authority. The more time and effort is invested in each employee, the more productive and beneficial for the company he works.

There are five main misconceptions about good delegation:

When there is no time, but you need to look for it.
When subordinates are not very competent, but in fact this is an underestimation of employees, since everyone will definitely have this or that talent.
When the leader believes that he will do everything better himself. As a result, tasks accumulate, and there is no time left to solve them.
When the leader believes that others consider him incompetent. Deciding absolutely everything and controlling are two different things, it is better to distribute tasks between subordinates, each of whom will be responsible for a certain area of work.
When the leader is an excellent professional and does the work himself. It is hard to get out of this comfort zone, but it is necessary in order to move further towards the goals. There will definitely be someone to whom you can delegate work by 70%. This will allow both the manager and employees to develop.

To begin with, an action plan is thought out along with a list of desired results and a phased implementation of tasks. If the manager is able to do the work himself - excellent, but if he decided to delegate - you need to choose a responsible employee who in the past could solve the same tasks. Then he will cope with the new ones quite effectively, without going beyond the budget.

An excellent leader always thinks clearly and clearly. The work of any subordinate must be considered by analogy with factory activities, when the output is its result. It is he who is important, not the process, so everyone should be motivated and stimulated by a clear formulation of tasks.

It is necessary to identify up to seven key result areas that must be measurable, specific, manageable and important to the company. People need to be competently managed, then the contribution to the company will be the most tangible. To do this, you need to develop a certain standard according to which you can measure the results and evaluate employees according to five main criteria: goals and objectives, an understandable evaluation system, a sense of success, recognition from management and colleagues, promotion and bonuses.

An effective leader is a person who is attentive to the lives of subordinates, who clearly formulates tasks and provides employees with freedom of activity. Then people feel comfortable and show themselves from the best side, so that everything is resolved efficiently and on time.

The principles of delegation can be divided into seven steps:

Choose the right person whose competence allows you to solve a complex problem.
Gradually delegate work in order to observe the progress of the subordinate and avoid mistakes.
Delegate the entire task so that the employee understands the responsibility for the project.
Determine the desired measurable result, any specifics will give the subordinate additional motivation.
Encourage all participation and discussion, suggestion of ideas and assistance in drawing up a plan.
Delegate, understanding the degree of responsibility, so that when solving a large-scale task, the employee can ask for help.
Give the performer the freedom to turn to the manager only when something goes wrong.

As a rule, employees do not have such a volume of knowledge as a manager. Therefore, you can take on the role of a mentor who will use an important learning tool to get good results in the future. You should be patient, support and help employees, in no case show irritation. Confidence must be developed in subordinates, because those who are often praised do a much better job than those who are criticized all the time.

Employees need to become competent decision-makers on their own. You can delegate tasks in stages, for this a person must:

Express thoughts in writing;

Identify the causes of the problem;

Outline ways to solve it from his point of view;

Make a decision and choose the right way.

Anyone who follows this principle frees up 70% of the time usually spent discussing solutions.

It is also necessary to monitor the person and the situation in order to keep abreast of the progress of the delegated task. So the employee will be able to understand how valuable he is in the team. The leader does not relieve himself of his duties, he also reports on the results to the higher authorities.

Motivation allows you to feel significant and valuable in a team, for this you need to follow five rules:

To give people the opportunity to be who they are, with their values and principles.
Smile sincerely.
Monitor behavior and be a role model.
Be grateful, praise employees and give them compliments.
Listen carefully to those who ask questions: do not interrupt, pause before answering, ask clarifying questions, repeat what you hear in order to correctly understand.

Reverse delegation occurs when an employee cannot cope and tries to shift part of the work to another, for example, to the manager himself. This usually happens when a subordinate cannot find the information they need or is unable to solve a problem, although in fact he is quite competent in it. Therefore, it is important to ask the employee a question every time what, in his opinion, can be done, and just give him feedback and support. The more you make people think and analyze, the more useful it is for them and for the company as a whole.

Best Quote

“People who achieve high results are always solution oriented.”

What does the book teach

The manager is constantly responsible for the work, employees, delegation of tasks and their execution.

Subordinates always need human support, advice and feedback, they deserve a benevolent attitude towards themselves.

Employees are the most important and powerful resource of the company, and its success depends on the competent distribution and delegation of authority among them.