One of the most important benefits of delegating responsibility I experienced comes from the founder of a company who groomed many lieutenants, giving them authority and responsibility while removing obstacles.
Taking time to groom many lieutenants is probably one of the biggest responsibilities the founder has to take, I believe.
Agreed. As a manager, at any level, when you delegate you still own the problem. If the person or team you delegated to does not deliver a solution, it is your duty to step in and take corrective action.
So, I get what your saying, no one can do it all. No man is an island and all that stuff.
One thing that can not ever be deligated is responsibility.
The CEO can deligate tasks, projects, and work, but not responsibility. As a member of the board, if the CEO comes into the board meeting and says, "I told the team to finish the software, and they did not get it done, so not my fault." what would you do? Toss him out on his rear I would guess.
Delegating to the right person, giving them the tools to complete the job, and the support they need is the way to successfully delegate. The EE CEO does not give up responsibility for their company and the work that needs to be done.
When the team succeeds, as the boss, all the accolades go to them. When they fail, it is your failure. That is why it is hard to be the boss.
Drones are, in essence, flying autonomous vehicles. Pros and cons surrounding drones today might well foreshadow the debate over the development of self-driving cars. In the context of a strongly regulated aviation industry, "self-flying" drones pose a fresh challenge. How safe is it to fly drones in different environments? Should drones be required for visual line of sight – as are piloted airplanes? Join EE Times' Junko Yoshida as she moderates a panel of drone experts.