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There’s a saying, don’t just do things right, but do the right things.

For some of us, this sentence may be mere words in our heads, but for some of us, the impact of its weight echoes across floors, and I especially think that anyone in a managerial position will have to digest it more often than not.

When you’re in the lower ranks of the hierarchy, when your boss(es) commands you to do things, well, you do them nice and right.

In other words, it’s doing things right that matters most.

However when you’re in the upper echelons of a company structure, i.e. involved with the management side, doing things right just don’t suffice anymore, because you have to ensure that you’ve got to be doing the right things, everytime.

Think about it, just how much more expensive, not just in terms of financial means, does a bad decision by someone in the management side will incur, when compared to someone in the lower ranks of the company structure?


Sometimes cracks appear within the company when the person doing the delegation starts assuming things and then expects the delegated person to understand fully what needs to be done.

For example’s sake, let’s say we have a company that’s shifting office and there’s renovation work that needs to be done.

Then the boss asks you to take control and to liaise with the contractor on the office furnishings and deco, but then he starts to feel as if there’s something that he wished that was to be furnished in another manner, so he makes a grumpy face and when you see it, both of you feel as if something’s not right here.

That was theoretically speaking, but it could have unfolded in a myriad of events, where delegation is handed over and then this teeny weeny bit of ‘trying to reign back control’ takes place.

It’s discombobulating for the delegated person, man!

When you delegate authority, you’ve got to do it with authority and show some responsibility, and not appear childish when something doesn’t go to your liking.

Remember that it may not be to your liking, but it’s the best way that has been thought up of by the delegated person.

So how does one delegate authority with authority?

Well, at the start of that process, ensure that you lay down the requirements, what is expected, and any constraints that needs to be considered, and when the delegated person carries out the job, meandering all the laws and constraints, then you shouldn’t fault him for any mislikings that you might encounter,.

Put it this way, since you were supposedly in charge, but didn’t wanna take charge, then take responsibility for the end results.

So why am I ranting on this?

Because I see all too frequently in Singapore’s small companies’ culture, where delegation is seldom done with authority, which usually results in strained relationships due to miscommunications.

Oh, and um, I lost a good colleague due to this, whom I thought worked fairly well for whatever tasks that was in the jobscope, but too bad that colleague of mind took a decision to end the journey with the company.

A sad case indeed, but one which could, and should have been prevented.

Remember, do the right things, and then doing things right.