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最重要的一点是承认助手的成绩并给予奖励。能否培养和造就一位助手，对你和助手来讲都是很重要的一种锻炼，这对你下次晋级也颇为重要。

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 delegation．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 naive 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 sincerity at times．So you may end up performing tasks she could have hand led，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 competent 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 over．

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．

参考译文

初享晋级之喜，你一切如愿以偿。现在你又添了一位助手。然而，伴随兴奋而来的却是新岗位带来的重压。你简直不知道该怎样才能应付得更好。

实际上，你大概已尽职尽责了，但可能干得还不够漂亮。有效的办事与管理需要做到“权力下放”。职位越高，越应当谙于此道。

所谓“权力下放”，就是对上级派给你的助手要人尽其才。尽管你的助手有时会表现出有点忙乱和天真，但是她热情、富有朝气。更可贵的是，她求知若渴，指望得到你的指导。

也许你正在怀疑这位毫无经验的年轻人能否胜任工作。她也确实在跃跃欲试，可到底能否像你一样对工作有真正的了解呢？你可能不时地怀疑其能力或真诚。结果，你可能包办了本来她可以完成的工作，而无暇去完成需要你的特长和关注的任务。

懂得下放何种权力与如何下放权力同等重要，因为你对某项工作不喜欢或不甚了解，便随手将其交给了助手，这是很不公平的。玩游戏也是错误的，比如，让助手去做你明知她力所不能及的工作。

有两种态度肯定会消磨掉青年人的热情，即对你助手的技能心存疑虑，或者无论人家如何表现都流露出不满之色。诚然，她或许不如你能干，但她仍应有平等的工作机会。要知道，她节省了你的时间与精力，你可去从事其他工作。

当你分配工作时，你要解释清楚你的要求。对助手提出的问题要耐心对待，包括那些你以为不可思议的问题。即使你对自己的方式深信不疑，也应当留给她机会，让她用她的方式来解决问题。一旦她开始投入工作，你应间歇地检查其进度，但不要老盯着她。如果你认为进展不理想，不妨问问她是否需要帮助或建议，不要匆忙地包办代替。

最重要的一点是承认助手的成绩并给予奖励。能否培养和造就一位助手，对你和助手来讲都是很重要的一种锻炼，这对你下次晋级也颇为重要。