It emphasizes the importance of allowing competent assistants to perform in their own style rather than insisting that things be done exactly as the owner-manager would personally do them. Let others take care of the details. That, in a few words, is the meaning of delegating work and responsibility. In theory, the same principles for getting work done through other people apply whether you have 25 employees and one top assistant or 150 to 200 employees and several managers. Yet, putting the principles into practice is often difficult.
Delegation is perhaps the hardest job owner-managers have to learn.
Some never do. They insist on handling many details and work themselves into early graves. Others pay lip service to the idea but actually run a one-man shop. They give their assistants many responsibilities but little or no authority. Authority is the fuel that makes the machine go when you delegate work and responsibility.