Delegating Has Some Dangers to Executives

John F. Lawrence’s column (“Wise Executives Are Willing to Delegate,” Sept. 1) certainly brings home some crucial points on the decision-making process. For example, what does the wise executive do when he does delegate and it turns out to be a floperoo?

That is to say, that it--the delegation--either doesn’t produce the anticipated results and/or maybe the delegatee makes a complete mess of the authority invested in him. What’s the wise exec supposed to do?

One of the wisest executives I once knew often demonstrated the astute methodology in delegation cum control with tact, diplomacy and, yes, as occasions warranted, bawling out. And he hadn’t gone beyond high school, but he was surely a summa cum laude graduate of the School of Hard Knocks and a role model for many of us.

He naturally made me wonder if, in the long run, experience isn’t the best teacher when one is dealing with people--which, after all, is what delegation basically involves. He made me keenly aware and sensitive to the nuances inherent in the delegation of authority. His modus operandi was succinct: He would delegate the task, set a deadline and admonish: “If you need help, holler!”



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