---
title: "Delegation: The Lesson Distributors Must Learn to Grow"
description: "After years of hard work, FMCG distributors can finally sit in the office and command remotely, but once they leave the front line, they find that salespeople are not as savvy as they are, and newly promoted supervisors cannot be trusted to handle things well. Facing various problems, they have to roll up their sleeves and handle things personally. There are many skills in problem-solving, and delegation is one of the key skills. A boss who cannot delegate will always remain a small boss."
author: "New Distribution"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2014-07-07"
language: "en"
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markdown: "https://xinjignxiao.com/en/articles/delegation-the-lesson-distributors-must-learn-to-grow-3a8cd5db.md"
original_source: "https://mp.weixin.qq.com/s/sChs-Jm9c9pjlVotTqphDQ"
translation: "https://xinjignxiao.com/zh/articles/%E6%8E%88%E6%9D%83-%E7%BB%8F%E9%94%80%E5%95%86%E6%83%B3%E8%A6%81%E5%81%9A%E5%A4%A7%E9%A1%BB%E6%87%82%E5%BE%97%E7%9A%84%E9%81%93%E7%90%86-3a8cd5db.md"
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---

# Delegation: The Lesson Distributors Must Learn to Grow

> After years of hard work, FMCG distributors can finally sit in the office and command remotely, but once they leave the front line, they find that salespeople are not as savvy as they are, and newly promoted supervisors cannot be trusted to handle things well. Facing various problems, they have to roll up their sleeves and handle things personally. There are many skills in problem-solving, and delegation is one of the key skills. A boss who cannot delegate will always remain a small boss.

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As an FMCG distributor, after years of hard work, you can finally sit in the office and command remotely. But once you leave the front line, you find that salespeople are not as savvy as you are, and the newly promoted supervisors cannot be trusted to handle things well. Facing various problems, you have to roll up your sleeves and handle things personally.
There are many skills in problem-solving, and delegation is one of the key skills. A boss who cannot delegate tasks to subordinates and let them share the burden will always be a small boss. From the perspective of enterprise managers: first-class bosses practice non-interference, second-class bosses are active, and third-class bosses do everything themselves. Why? Because first-class bosses are good at delegation, second-class bosses know how to let subordinates share their burdens, and third-class bosses, despite their strong abilities, cannot command subordinates and have to do everything themselves.
**1. First, clarify what “delegation” means?**
Delegation is achieving work goals through others; delegation is only granting authority; delegation requires appropriate permissions; delegation is granting decision-making power.
But it must be clear: delegation is not participation; delegation is not abdication; delegation cannot be ineffective; delegation is not acting as a proxy.
**2. Work that must be delegated**
1. Low-risk tasks: such as answering phone calls, sending and receiving faxes, organizing files, going out for shopping, etc.
2. Frequently repeated tasks: such as production processes following operating procedures.
3. Tasks that subordinates can do better: such as typing, which secretaries do quickly and well; such work must be delegated.
4. Tasks that subordinates can do well: for example, clerk Xiao Zhou has rich experience in interviewing and recruiting, and is very professional, so Boss Zhang delegates the initial interview to Xiao Zhou.
**3. Work that should be delegated**
This is work that can be delegated. It fully meets three characteristics:
For example, if a vehicle is impounded, it is something the boss needs to handle; this is the first characteristic. Such matters, if not handled well, will definitely cause trouble; this is the second characteristic. Delegating to subordinates can greatly stimulate their abilities and enthusiasm, and it is also a test, so accident issues can be delegated. However, attending the annual meeting of the agency product company is generally for the company's general manager or the person in charge of sales, which is work that shows identity and cannot be delegated.
1. Subordinates already have the ability.
2. It is challenging but not risky.
3. There is risk, but it can be controlled.
**4. Work that cannot be delegated**
1. Work that shows identity.
2. Work that sets standards.
3. Major decision-making work.
4. Signing authority cannot be delegated.
**5. Five levels of delegation**
1. Level 1: Command-style delegation. The delegatee works according to systems, orders, and instructions.
2. Level 2: Approval-style delegation. The delegatee works after obtaining the supervisor's approval.
3. Level 3: Gatekeeping-style delegation. The delegatee seeks approval at key points.
4. Level 4: Tracking-style delegation. During the process, “act first and report later.”
5. Level 5: Entrustment-style delegation. Focus on results.
**6. Establish “agreements”**
Establishing delegation agreements means that supervisors and subordinates must do four things:
1. Communicate expectations in advance.
2. Equal dialogue.
3. Agree on “terms.”
4. Agree on “hard constraints.”
**7. The concise “Four Modernizations” principle of delegation**
The so-called “Four Modernizations” principle requires cadres and employees to follow four principles when working. It takes the essence of the 6W3H1S principle, conceptualizes it, and makes it easy to understand, remember, apply, and promote.
(1) Standard refinement: Every task must have standards, and the standards must be refined so that employees know how to do it and to what extent.
(2) Work quantification: Quantification requires efficiency, letting employees know how much work to do in a given time.
(3) Responsibility to individuals: Any work must be assigned to each person, so that everyone has tasks and indicators.
(4) Completion deadlines: Any work must have an overall completion time and a final deadline to ensure timely completion. This requires strengthening process supervision, result verification, and performance assessment under the premise of planning.
The “Four Modernizations” principle can create a closed-loop management model with the “Four Modernizations” as the core concept, that is, a closed-loop spiral management model of “plan, supervise, verify, and assess.”
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