Learning to Delegate by ProQuest

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Without much modification, this is the approach that I used for the rest of my career - that is, until I became a general officer. Because the scope of my responsibilities and the nature of my subordinates had changed significantly, I had to take a hard look at how I delegated. If necessary, of course, they could always get immediate feedback in special circumstances, but the instances of immediacy reduced over time. Because we had this routine, 1 had time to think about the direction of the entire organization, accomplish things that only the commanding general could do and conduct sufficient battlefield circulation.

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