Clichâ€šs and overclaims aside, this guide offers a rational explanation of how to get into the delegating habit, the psychology behind it, and ways of making it work. The basics of delegating are all covered, in short, though there's little that's novel or new. Included are the standard warning signs: people who insist they don't have time to delegate are the ones who most need to delegate; delegating doesn't mean dumping work on subordinates. What sets the book somewhat apart, without distinguishing it, are examples of how delegation could have been used and wasn't, as well as lengthy illustrations of proper and improper delegating techniques. (Choose a delegatee on the basis of which employee is both competent and likely to learn from the experience, don't just pick your best person. Encourage the delegatee to notify you of problems, but don't appear willing to have the task passed back to you.) With these and other, routine tips (be sure to explain the results you desire, keep lines of communications open, encourage the expression of ideas), the authors manage to flesh out the standard chapter or two in a management text--without demonstrating, however, that any manager does need a complete book on delegation.