一位初创科技企业的创始人来找我。聊了一个小时。

他说：“我想放权，但一放就乱。团队要么不敢做决定，要么做错了我还得擦屁股。最后我比原来还累，团队也越来越依赖我。怎么办？”

我问他：“你放权的时候，是‘把事交出去’，还是‘把决定权也交出去’？”

他愣了一下：“有区别吗？”

我说：“如果你只是把事交出去，但最后的决定还要你来拍板，那不叫放权，叫‘派活’。如果你真的把决定权交出去了，那你交出去之前，有没有跟团队对齐过‘什么是对、什么是错’的标准？”

他沉默了一会儿：“……没有。我以为他们应该知道。”

那天我们没再聊“怎么放权”。我们做了一件事：把他脑子里的“判断标准”，一条一条写出来。

什么情况下可以自己定？什么情况必须上报？什么叫做“做得好”？什么算“出事了”？

写满了一整张纸。

他说：“原来我以为他们不懂事，其实是我没把规矩说清楚。”

三个月后他告诉我：团队开始自己拿主意了。他每周能空出一天，不用去公司。

他说：“以前我怕一放就乱。现在才知道，不乱的关键不是不放，是把‘怎么算乱’先说好。”

如果你也在‘一放就乱、一收就死’里循环 ，与我联系。一起找到问题的根。你的时间与精力，应该花在高回报的目标上。

(案例已脱敏，经本人同意分享)

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​​徐敏聪

商业教练 ｜为赢而练

我帮创始人及CEO先赢，再长。

https://www.ferryman.pro/zh

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A founder of a tech startup came to see me. We talked for an hour.

He said, "I want to delegate, but every time I do, things fall apart. My team either hesitates to make decisions, or they make the wrong ones, and I have to clean up the mess. In the end, I'm more exhausted than before, and my team becomes more dependent on me. What should I do?"

I asked him, "When you delegate, are you handing over the task or the decision-making authority?"

He paused. "Is there a difference?"

I said, "If you're only handing over the task, but the final decision still needs your approval, that's not delegation. That's just assigning work. If you're truly handing over decision-making authority, then before you do, have you aligned with your team on what right and wrong look like?"

He was silent for a moment. "…No. I assumed they would just know."

That day, we didn't talk about "how to delegate." Instead, we did one thing: we wrote down, line by line, the *judgment criteria* in his head.

• When can they decide on their own?

• When must they escalate?

• What counts as "doing well"?

• What counts as "something going wrong"?

We filled an entire page.

He said, "I used to think they didn't get it. Now I realize I just never made the rules clear."

Three months later, he told me: the team is starting to make their own decisions. He now has one full day a week where he doesn't need to go into the office.

He said, "I used to be afraid that delegating would create chaos. Now I know, the key to avoiding chaos isn't holding on tighter. It's defining what 'chaos' means before you let go."

If you're also caught in the cycle of "too much freedom, things fall apart; too much control, nothing moves", reach out. Let's find the root of the problem together. Your time and energy belong on high-return goals.

(This case has been anonymized and is shared with the individual's consent)

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David Tsui

Business Coach | Coached To WIN

Helping founders and CEOs WIN, then GROW