When you ask another person to do something, it may help both him and you if you tell him what to do, why he should do it, when he should do it, where he should do it, and how he may best do it.
We are all influenced by our background and experience. We perceive instructions in the context of our education, experience, heritage, the culture of our organization, and a number of other variables. Good managers know this, and they make sure that their instructions are clear, concise, and well understood.
They also know that they must walk a fine line between conveying adequate instructions and killing workers’ incentive by not allowing them sufficient latitude to do their jobs. You may strike the right balance between instruction and motivation by encouraging employees to participate in setting objectives for themselves and their teams, by helping them develop plans for achieving their goals, and by making sure that each individual clearly understands the team’s mission and his or her role in achieving it. Suggest that team members check in occasionally to report their progress, then get out of their way and cheer them on to victory.
Faith is the element, the “chemical” which, when mixed with prayer, gives one direct communication with Infinite Intelligence.
The “loneliness at the top” that senior officials often feel comes from the certain knowledge that they alone are responsible for the failure or success of the organization. They may share their authority with associates, but not their responsibility. When a sports franchise suffers a losing season, the general manager and the coaches are held accountable. They, not the individual players, are responsible for the failure of the team; the team merely followed orders. When you become the leader, when you set the course, you must accept responsibility for the outcome.
If you do a job another’s way, he or she must take the responsibility. If you do it your way, you must take the responsibility.