Delegating to Your New Executives

Once the new members of your team are on board, it is really time for the hard part: the trust between them. Your instincts will fight you every step of the way. You assume your instructions are clear and misunderstandings are their fault. You assume when you are not & 39; n d & 39; agreement that you are right and they are wrong. But sometimes you need to be wrong. The key to the success of the executive is changing the relationship that your instincts are telling you. Remember how you interviewed as part of confidence? & 39; C is important because once you hire a management team, you have to let them take their responsibilities and run with them. That means & 39; d agree with him on what are their roles, what results they are responsible and how soon. It& 39;s also worth deciding to & 39; advance how you will deal with disagreements. You hired this person taking their trial was better than yours. So when you are not & 39; n d & 39; agreement, if you have done your job right, there is a chance that they have reason & 39; and you are wrong. Discuss early on how you make the request, so you get the most benefit from constructive conflict. N & 39; Remember: if you are & 39; d agree on everything, a & 39; d & 39; you is redundant. L & 39; spirit & 39; business is & 39; go for things that are much bigger than what you could do alone. Your job is not to achieve the goal & 39;, c & 39; is to build a team that will achieve the goal & 39;. If you really want to achieve your objectives, you must get others to help them, and create a good management team means knowing what you need & 39; them to find good candidates, and to give them this they need to do their job. If you choose well, they will succeed and you successfully do so. >
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