如何合理分配工作？

Many of us know the vague benefits and aim of delegation — to build teams who can share the workload so that you do the highest expression work that only you can do. But in practice, we hoard and bottleneck out of a variety of fears: the work won’t be done up to spec, it will take me longer to assign than quickly do myself, this is work no one wants to do, it will cost too much, what if this person can’t be trusted, and so on.

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很多人都知道合理分配工作的好處—打造一個可以分擔自己工作量的團隊，這樣自己就可以騰出時間來完成那些最重要的工作。但實際上，我們經常因爲這樣那樣的理由而不去分配工作：害怕別人不能很好地完成分配的工作、分配工作的時間比自己親自做還要長、有的工作沒有人願意做、花費太高、員工不可信等等。

At a certain point, everything that can be delegated should be; with rare exception. Conduct an audit using the six T’s to determine what tasks make the most sense to offload:

但是，在有些時候，所有可以分配給別人的工作都應該分配出去。用6個T可以判斷哪些工作最應該被分配出去：

Tasks that are so small they seem inconsequential to tackle but they add up. They are never important or urgent, and even if they only take a few minutes they end up taking you out of the flow of more strategic work. For example, registering for a conference or event, adding it to your calendar, and booking the hotel and flight — on their own each of these things may not take much time, but taken together, they all add up.

細微的、不重要的瑣碎工作。這些工作並不重要、也不緊急，有的只需幾分鐘即可完成，但就算是隻要幾分鐘也會打亂你原來的工作安排。比如註冊參加會議等活動、添加日程、預定酒店和飛機—這些工作每個都只需幾分鐘時間就可以完成，但是加在一起就非常瑣碎費時。

Tasks that are relatively simple probably are not the best use of your time. Very straightforward tasks can (and should) be handled by anyone but you. For example, manually inputting a 100-item list into a spreadsheet and color-coding it, or updating the KPIs in your presentation deck.

相對來說比較簡單、效率較低的工作。這類工作可以交給其他人完成，比如將100行的清單做成電子表格、用不同色彩做標註，或者在展示平臺上更新關鍵業績指標。

Tasks that, although they may be important and even somewhat complex, are time-consuming and do not require you to do the initial 80% of research. You can easily step in when the task is 80% complete and give approval, oversight and/or direction on next steps.

這些工作可能比較重要，也比較複雜，但最初的80%不需要你親自完成。所以你可以在這些工作由下屬完成到80%進度時審查工作完成情況、對後面的工作方向提出建議。

Tasks that, although complicated-seeming at first and possibly comprising several smaller subtasks, can be translated into a system and passed along, with you still providing quality checks and final approval. For example, teaching one of your direct reports how to draft the presentation deck for the monthly all-hands meeting.

這些工作乍一看很複雜，包含許多分任務，但是可以進行系統化地整理，並且交給其他人去完成，你只需要進行審批和監督，比如你可以教給下屬如何起草月度全體大會的展示平臺。

Tasks that not only do not fall into your strengths, but an area where you feel unequipped. You take far longer than people skilled in this area, and still produce a subpar result.  For example, the visual design of those PowerPoint slides for the team meeting, or even hiring a professional designer for an upcoming presentation outside of your organization such as an upcoming TEDx talk.

這些工作不是你的強項，甚至有些超出了你的能力範圍。比起其他人你在這上面花費的時間更多、但總是事倍功半，比如團隊會議的PPT設計、公司外演講（比如TEDx）所需的職業設計師。

Tasks that are time-sensitive but compete with other priorities; there isn’t enough time to do them all at once, so you delegate an important and time-sensitive task so that it can be done in parallel to your other project-based deadlines.

這些工作時效性強，亟待完成，但你手頭還有其他重要工作，沒有時間來做這些工作了，這時候你可以將這些工作分配出去，這樣就不會耽誤工作完成進度。

One of the central differentiators for determining what to delegate is checking in frequently to examine what’s on your plate and ask: What can you and only you do? How can you delegate the rest?

在判斷哪些任務可以分配出去的過程中，非常重要的一點就是要經常檢查手頭上的任務，然後判斷：哪些是自己可以做的？哪些是必須自己完成的？如何將其他工作分配出去？