如果你指定錯誤的人來實現目標，並造成痛苦的後果，這是你的錯，不是失敗了的那個人的錯。只要你是承受失敗後果的人，你就是最終責任人。例如，你可能會選擇授權給一位醫生來弄清如何治療你的疾病，但選對醫生是你的責任，因為是你要承擔他失敗的後果。或者，你要建一棟房子，你會對一位建築師說，“告訴我，我能建什麼樣的房子”，還是你會告訴建築師，你希望住什麼樣的房子？涉及金錢時，尤其如此。如果你把財務管理權交給別人，他們通常不會像對自己的錢那麼上心，而且如果幹得不好，他們也不會將自己辭退。只有最終責任人才能做到。
當將某人置於承擔責任的位置上時，要確保責任與動力相配，並且他們需要面對自己所創造的結果帶來的後果。例如，要設計好他們的待遇，從而使他們幹得好壞是基於你在他們負責的領域裡幹得好壞。這是做好管理的根本。
If you assign the wrong person to achieve the goal and suffer the consequences it’s your fault, not the person who failed’s fault. So long as you bear the consequences of failure, you are the ultimate Responsible Party. For example, while you might choose to delegate the responsibility of figuring out how to handle your illness to a doctor, it is your responsibility to pick the right one, since you will bear the consequences if he does a bad job. Or if you were building a house, would you go to an architect and say “show me the kinds of houses I can build” or would you tell the architect what kind of house you want to live in? This is especially true when it comes to money. If you delegate the oversight responsibility for your finances to others, they typically won’t hold themselves as accountable for your money as they would their own and they won’t fire themselves if they are doing a bad job. Only the ultimate RP can do that.
When putting someone in a position of responsibility, make sure their incentives are aligned with their responsibilities and they experience the consequences of the outcomes they produce. As an example, structure their deals so that they do well or badly based on how well or badly you do in the areas they are responsible for. This is fundamental for good management.
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《每日原則》為瑞·達利歐(Ray Dalio) 原創，
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