| Delegating | | | | course, that you're not relinquishing your authority. |
| You should be quick to delegate authority for routine | | | | You're merely being a democratic leader who believes |
| decisions to subordinates. Delegation makes you look | | | | in lots of employee involvement. It won't hurt to point |
| very professional. It also saves you time because you | | | | out that the Japanese make decisions by consensus |
| have to wrestle with only unusual, off-the-wall | | | | and participation, and you're simply adopting a |
| problems. | | | | tried-and-true technique. It's tough for anybody to |
| And how should you deal with those? Maybe the best | | | | dispute the success of the Japanese in the automobile |
| thing to do is fall back on the suggestion offered a | | | | industries these days especially in comparison to the |
| moment ago: call your subordinates together and have | | | | former market leaders - the big 3 American car |
| them propose what you should do. Emphasize, of | | | | companies especially General Motors (GM) . |