Taking charge by "letting go".

Abstract

An administrator who is able to delegate to subordinates without feeling the need to "micromanage" gains power by "letting go." Power is the ability to influence others by persuasion in coercion. The administrator who is able to "let go" can enjoy the role of facilitator and mentor to subordinates. Details that were formerly obsessed about can be left to others. The administrator who has accomplished the art of "letting go" can say of a subordinate manager, "I trust the manager as a competent professional. I don't 'supervise' constantly. That would be 'micromanaging.' If that person needs some assistance, I will encourage the request."