1.     Systems Thinking: Business and other human endeavors are all systems. They are bound by invisible fabrics of interrelated actions, which often take years to fully play out their effects on each other. The essence of the discipline of systems thinking lies in a shift on mind: a) seeing interrelationships rather than linear cause-effect chains, and b) seeing processes of change rather than snapshots.

2.     Personal Mastery: This is the discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively. Three important elements of personal mastery are: a) Personal vision: Most people have goals and objectives, but little sense of a real vision. b) Creative tension: When we hold a vision that differs from current reality, a gap exists, which the author calls, "creative tension".

3.     Mental Models: Mental models are deeply ingrained assumptions, generalizations, or images that influence how we understand the world and how we take action. The discipline of working with mental models starts with turning the mirror inward; learning to unearth our internal pictures of the world and scrutinize them. It also means carrying on "learningful" conversations that balance inquiry and advocacy, where people expose their own thinking effectively and make that thinking open to the influence of others.

4.     Building Shared Vision: At its simplest level, a shared vision is the answer to the question "What do we want to create?" Many leaders have personal visions, which never get translated into shared visions that galvanize an organization. When there is a genuine shared vision (as opposed to the all-too-familiar "vision statement"), people excel and learn, not because they are told to, but because they want to.

5. Team Learning: Team learning is vital, because teams, not individuals are the fundamental learning unit in modern organizations. Team learning is the process of aligning and developing the capacity of a team to create the results its members desire. >>>>

1. Self-Esteem - high sense of one's own self-worth. Without that, individuals will never undertake tough challenges
2. Need to Achieve - seek to perform at their best. Who stops being better, stops being good. They are open to feedback, are goal oriented, seek to be unique, and strive for accomplishments based on their own efforts. They also take risks, not extreme risks, but moderate ones.
3. Screening For Opportunity - leaders screen incoming information to separate the useful from the useless; information which supports new growth opportunities.
4. Locus of Control - show a high internal locus of control, which is more likely to experience success, rather high on the external locus of control. Internal also assume failure was also their fault.
5. Goal Orientation - understand what the priorities are and continue to work at toward that goal, day in and day out.
6. Optimism – display a boundless font of optimism that never seems to end. When faced with a problem, they view it as a challenge. When faced with a setback, they view it as a new direction
7. Courage - entrepreneurs are risks takers. It requires a great deal of courage to build a company from the ground up.
8. Tolerance to Ambiguity – show tolerance to uncertainty and risk. If one’s tolerance for ambiguity is low, one will gravitate toward large.

Core indicates the central or the basic or most important part; or the essence. Greatness-cored leadership is a set of subjects; this book describes it five sense of greatness that makes up great leader. Greatness is the core of leadership. For great organizations, sense of greatness is the core of actions.

Greatness-cored leadership is a leadership style that implies the leader, followers and the organization to truly act with sense of greatness. It consists of at least five attributes, i.e. growth, responsibility, entrepreneurship, authenticity, and trust. To becoming a great leader, you have to put sense of greatness as a guidance to lead people.

Leadership is influence – use words to move others to acting; attitude – display equality in words and actions; and example – stand before the followers and organization that creates trust and confidence. Leadership is the art of engaging the hearts and minds of ordinary people to achieve extraordinary results. Leadership is the key to outperforming the competition. Through leadership seminars, coaching, tools, and comprehensive growth system, you will develop great leadership behaviors. Leadership focuses on the needs and growth of those being led, not the needs of those who are leading.

Leadership means greatness in all one does. A leader displays ability to take charge of his/her own life and the consequences of his/her decisions. Leadership is rooted in one's free will, which underpins both responsibility and accountability. Just having authority does not turn anyone into a true leader. Leaders can be made who rise to the highest levels of greatness. At the heart of extraordinary organizations are leaders who inspire greatness that stirs passion and determination; makes the impossible, possible; and produces extraordinary results. Leaders have a clear sense of purpose, exhibit discipline and determination, elicit trust, display courage and through their example inspire those around them to overcome obstacles and achieve greatness.

Entrepreneurship cannot happen without great leaders in the organization. The role of leadership in business is indisputable. Great leaders create great businesses. Leaders with entrepreneurship possess traits which will help them motivate others and lead them in new directions. The leaders also have a strong sense of ethics and work to build integrity in their organizations.

A leader, who is authentic, is a person who demonstrates a passion for their purpose, practices their values consistently, and leads with their hearts as well as their heads. Authenticity is the catalyst that leverages all of the positive leadership attributes and brings them to bear more quickly and effectively on the organization. You must be genuine. Don't pretend to be someone you're not. Leadership requires congruence, honesty and authenticity. Authenticity is pathway to greatness. Being authentic means being present, in the moment free of any embellishment, falseness, etc. Leaders who are authentic and therefore they can be trusted. Authenticity is a necessary investment in greatness.

Leadership and greatness begin with a commitment to the journey of greatness. Leaders cannot lead without trust. Trust is not something that comes automatically, and establishing it requires effort, particularly in an environment of declining trust. Mutual trust is the key to overcoming the greatest challenge of organizational development. It implies followers to respect and trust leadership, as well as leader believes in people. The most precious and intangible quality of leadership is trust.

People trust leaders who are honest, transparent, are accountable and have integrity. When leaders communicate to people that their work is meaningful and that they are important to the success of the organization, the people are likely see themselves as valued members of a team who have been entrusted with something that makes a difference. This kind of trust tends to breed more trust and good will inside the organization. It builds ownership. When people trust you, they help you win.

GREAT (Growth, Responsibility, Entrepreneurship, Authenticity and Trust) are traits, in which a leader, who displays great leadership and greatness within the organization, is called The Great by his/her followers, and the others. Great leaders are mostly demonstrating GREAT attributes.

(from Leadership Greatness: Act with Sense of Greatness, Tri Junarso, iUniverse Inc., USA, 200

Righteous indignation is so easy, so pleasant, when you can sit back and fling it overseas.

I had that edifying experience on the D.C. Metro Wednesday morning, reading in the Times about the Muslim women in France who are going to cosmetic surgeons for hymen replacement surgery so that they can bleed as seeming virgins on their wedding nights.

It’s a practice that has, apparently, become relatively common in the immigrant communities of Europe. But, of course, it seems like hair-raising news in a country like ours, where a young woman’s right to do with her body as she sees fit has, for decades, been enshrined as perhaps the most essential part of her God-given human dignity.

As my 11-year-old says, Yeah, right.

Right after I finished reading the Times piece, I called the French Embassy to find out under what conditions French social security would pay for the hymen-restoration procedure. (It’s “mostly done in private clinics and in most cases not covered by tax-financed insurance plans,” said the Times article; “Oh la la!” said the receptionist to whom I relayed my query.)

I then started rifling through my desk. And there, beneath a report showing paid family leave to be on the decline, beneath a Newsweek article on a new children’s book, “My Beautiful Mommy,” that tells the story of a mom who becomes even prettier after a nose job and a tummy tuck, I found the story that the hymen news had immediately brought to mind.

It was also from The Times, from May 19, and featured 70-odd girls, of “early grade school to college” age, with their fathers, stepfathers and fathers-in-law-to-be, at the ninth annual, largely evangelical “Father-Daughter Purity Ball.”

“The evening, which alternated between homemade Christian rituals and giddy dancing” – and which culminated, for at least one father and his daughters, with a dreamy walk in the night around a lake, “was a joyous public affirmation of the girls’ sexual abstinence until they wed,” said the Times article.

“From this, it’s only a matter of degree to the man in Austria,” I’d scribbled across the first page.

The “man in Austria,” of course, was 73-year-old Josef Fritzl, who was around that time also making headlines after it was discovered that he had kept his daughter, Elisabeth, 42, locked up in a cellar for 24 years, during which time he’d raped her regularly, and had her bear him seven children.

(“It was a lovely idea for me, to have a proper family … down in the cellar, with a good wife and a couple of children,” he said in his confession.)

Fritzl, a self-described “man of decency and good values,” had imprisoned his daughter after she began staying out all night and drinking. “I had to create a place where I could keep Elisabeth by force if necessary, away from the outside world,” he confessed.

“Fathers, our daughters are waiting for us,” Randy Wilson, one of the ball’s organizers, said at the Colorado Springs “Purity” event. “They are desperately waiting for us in a culture that lures them into the murky waters of exploitation. They need to be rescued by you, their dad.”

I don’t want to take this analogy too far. I don’t mean to imply that there’s any equivalency between Josef Fritzl’s acts and the Purity Ball. Fritzl’s actions were uniquely horrific, and I am not accusing the men who danced in Colorado Springs of any crimes. But there is nonetheless a kind of horror to their obsession with their daughters’ sexuality. There is a dangerous boundary violation contained in their vow “before God to cover my daughter as her authority and protection in the area of purity.” And there is even greater danger to the fact that this particular aspect of the nationwide “abstinence movement” has not been broadly denounced as the form of emotional violence against girls that it indisputably is.

Judith Lewis Herman, a clinical professor of psychiatry at Harvard Medical School, whose work with and writings on incest victims in the 1980s revolutionized the understanding of the crime and its perpetrators, believes that incest, like rape generally, has to be viewed within a wider context of power relations. Incest, she says, is “an abuse of patriarchal power,” a criminal perversion of fatherly control and influence. It is perpetrated, in many cases, by men who present themselves as the guardians of the moral order. And it isn’t always physical; in her 1981 book (with Lisa Hirschman), “Father-Daughter Incest,” she writes that the violation can be emotional, too, as when a “seductive father” oversteps his boundaries and goes places he never should in his daughter’s head.

“Something I need from dad is affirmation, being told I’m beautiful,” said 19-year-old Jordyn Wilson at the ball. “If we don’t get it from home, we will go out to the culture and get it.”

Sexual abuse – judging by statistics mostly based upon reports of incest – has greatly decreased in our country in recent years. From 1992 to 2003, substantiated cases went down 40 percent, according to the Crimes Against Children Research Center at the University of New Hampshire. Lisa Jones, a research professor at the center, says she thinks the impressive decrease isn’t just due to changed reporting patterns or data collection methods. “We feel like it’s very suggestive of a likelihood that there’s a real decline,” she said.

There are many possible reasons for this improvement. But one, I think, that has to be considered is that girls’ and women’s status has risen. Acceptance of sexual assault and insult has declined. In a world where girls and women are stronger, “abuses of patriarchal power” are less tolerable, acceptable, and possible.

Or should be.

In highly secular France, the reaction to the drama over young women’s virginity playing out in Muslim communities has been public and profound. Justice Minister Rachida Dati recently had to fight off calls for her resignation after she upheld a ruling by a regional court that had annulled the marriage of two French Muslims because the bride turned out not to be a virgin.

Our condemnation of cultural practices and beliefs in our own country that violate girls’ and young women’s dignity and most intimate personal boundaries should be no less total. For, when it comes to female chastity, much of what passes for “protection” is nothing less than sick.  >>>>

Macedonia's prime minister declared victory Sunday in the Balkan country's parliamentary election after a vote that was marred by gunbattles that left one person dead and eight wounded.

Nikola Gruevski said his center-right VMRO-DPMNE had won enough votes Sunday to gain a majority of parliament's 120 seats. Final official results were still pending Sunday evening, but initial returns showed VMRO far ahead of the opposition Social Democrats and opposition leader Radmila Sekerinska conceded defeat.

The prime minister described his win as a "historic victory," and headed to the capital's main square. Hundreds of supporters gathered, waving party flags and chanting his name.

Sunday's violence was a blow to Macedonia's hopes of proving its credentials to join the European Union and NATO.

The violence in ethnic Albanian areas forced authorities to suspend voting in 22 polling stations — 1 percent of the country's total, State Electoral Commission spokesman Zoran Tanevski said.

The government said voting would be repeated in those polling stations in two weeks.

"We are deeply concerned by the many ... corroborated reports of not only acts of intimidation, but also blatant violence, shooting, injuries to innocent people," Erwan Fouere, head of the European Union office in Macedonia, told The Associated Press.

One person was killed and eight wounded in shootouts Sunday between rival ethnic Albanian groups or in standoffs with police, Interior Ministry spokesman Ivo Kotevski said. Twenty-one people were arrested.

Ethnic Albanians make up about a quarter of Macedonia's 2.1 million people. Rebels fought a six-month insurgency in 2001 for more rights, but now the two main ethnic Albanian political parties are locked in bitter rivalry.

For weeks, the parties — the Democratic Union for Integration (DUI) led by former rebel leader Ali Ahmeti, and Menduh Thaci's Democratic Party of Albanians (DPA) — have been embroiled in a frequently violent campaign.

Tensions between the two have been high since the 2006 elections, when Gruevski picked the DPA as a governing coalition partner, even though it had won less votes than the DUI.

Those detained Sunday included former rebel commander Agim Krasniqi, who had led a group of 50 armed people into a village north of Skopje in 2004 claiming the government and ethnic Albanian leaders had broken promises to provide former rebels with amnesty and jobs.

Ahmeti's DUI said it would not recognize election results in seven municipalities, including in the main ethnic Albanian town of Tetovo, in the country's northwest, because of the violence.

"Macedonia has failed in the test of organizing free and democratic elections, which is the key test to establish a democratic state," said DUI election official Izet Mexhidi.

Macedonia had hoped the election would produce a strong government, and would prove the country was a suitable candidate for EU membership. Macedonia also was upset over being blocked from joining NATO by neighboring Greece because of a dispute over the country's name.

Even before the election, international observers recorded at least 13 reports of attacks, including several machine gun assaults against DUI offices. In mid-May, Ahmeti's car was shot at in what he described as an assassination attempt. A bystander was wounded.

Ethnic Albanian voters were angered by the violence.

"Today is a very bad today for all of us, as Albanians but also as a country. A country aspiring to join NATO and EU should have never allowed something like this to happen," said Fisnik Sejdiu, who at 18 was voting for the first time. "Unfortunately, for some politicians, power and individual interests seem more important than the future of the country."

ELENA BECATOROS

A proponent of improved ties with China took office as Taiwan's president Tuesday, calling on the larger rival to open a new page in their long-strained relationship while rejecting any move to seek unification with the mainland.

The inauguration of Ma Ying-jeou, 57, represents a clear break from the eight-year presidency of Chen Shui-bian, whose confrontational pro-independence policies often led to friction with Beijing — and with the United States, Taiwan's most important foreign partner.

Addressing political leaders and representatives from Taiwan's dwindling cadre of diplomatic allies, he exhorted Beijing to seize the chance created by his election victory in March to build a better future for people on both sides of the 100-mile-wide Taiwan Strait.

"(I) hope that the two sides can use this rare historical opportunity," he said. "Let's open a new page of peace and prosperity."

Ma's comments in his inaugural address were consistent with his long-standing policies of seeking greater economic engagement with Beijing, without renouncing Taiwan's de facto sovereignty.

But he made it clear that while he renounces the platform of formal independence espoused by Chen, he is also opposed to unification with the mainland, from which Taiwan split amid civil war in 1949.

"We will adopt the principle of no independence, no unification, and no use of force," he said.

Fifty-nine years after their split, China still claims Taiwan as part of its territory, and has repeatedly threatened to attack if the island makes its de facto independence permanent.

Ma's election victory was fashioned on his pledges to tie Taiwan's powerful but laggard high-tech economy closely to China's white hot economic boom.

In recent weeks however, he has made it clear that he has no intention of giving up on Taiwan's sovereignty — the core goal of China's policy toward the island for nearly six decades.

In an interview last week with The Associated Press, he said it was highly unlikely that unification talks would be held "within our lifetimes."

In a break with his party's old guard, the Ma has vowed not to negotiate with Beijing about unification during his term of office, which can stretch to 2016, assuming he is re-elected to a second four-year term.

And in late April he named a strong supporter of Taiwanese sovereignty to oversee relations with China, in a move that elicited silence from the mainland and anger from China-friendly hard-liners in his own Nationalist Party.

ANNIE HUANG

Silvio Berlusconi has won his third Italian election with a bigger than expected swing to the centre right, but the media magnate said it would not be easy to solve deep economic problems.

Votes were still being counted on Tuesday, but with Berlusconi's victory clear on Monday evening, centre-left leader Walter Veltroni called the 71-year-old to concede defeat.

After two years in opposition, Berlusconi is expected to return to Rome from his home in northern Italy later on Tuesday, although for procedural reasons he is unlikely to be appointed prime minister before early May.

A strong mandate should enable Berlusconi to push reforms through parliament, but many Italians are disillusioned with politics and doubt any government can quickly cure the ills of the European Union's fourth-largest economy.

"The months and years ahead will be difficult and I am preparing a government ready to last five years," Berlusconi told state television in a live phone call on Monday night.

He said his priorities were settling the future of state-controlled Alitalia, which the outgoing administration was struggling to privatize, and clean up a long-standing garbage crisis in Naples.

Berlusconi's pledges include cutting taxes while reducing public debt, liberalizing the economy and getting tough on crime. But critics say he failed to carry out pledges to revolutionize Italy when prime minister for seven months from April 1994 and from 2001-2006.

SURPRISE WINNER

Pollsters' projections, based on partial results, gave Berlusconi a 99-seat majority in the 630-member lower house and an advantage of up to 30 seats in the Senate, which has 315 elected and seven lifetime senators.

That contrasts with the two-seat Senate majority that the last government had under Romano Prodi, who resigned in January 20 months into his five-year term. Berlusconi had set his sights on a 20-seat majority in the Senate.

A surprise winner in the election was Berlusconi's junior coalition partner, the anti-immigration Northern League which doubled its result over the 2006 election to around 8 percent.

That result will help strengthen Berlusconi's majority, but analysts said it might give the League 'kingmaker' powers.

"They are going to raise their price for cooperation," said Gian Enrico Rusconi, a politics professor at Turin university.

"I don't think a Berlusconi government will be capable of pushing through the reforms that Italy needs. The Northern League is a protectionist party."

Berlusconi promised the League at least two cabinet seats.

The election win means Berlusconi, an ally of U.S. President George W. Bush, will host the third G8 summit of his career when the leaders meet in Italy in 2009.

Berlusconi said he wanted Franco Frattini, currently in charge of justice and security policy at the European Commission, for foreign minister and that Gianfranco Fini, his last foreign minister, would preside over the lower house of parliament.

Giulio Tremonti is likely to be named economy minister, Berlusconi has said.

The big loser of the election was the left. Excluded from Veltroni's Democratic Party, the Rainbow Left, made up of communists and greens, fared so badly it may not win any seats.

With many smaller parties facing a similar fate, Christian Democratic chief Pierferdinando Casini said parliament may have only five parties, compared with some 20 last time -- a major turnaround for Italy's traditionally fragmented politics.

Elizabeth Piper; Robin Pomeroy

OVERVIEW: These tips for successful delegation of authority will help both Managers and their staff members to be more successful and productive.

TAKEOUTS:
- Effective delegation is dependent on having the right balance between three interdependent dynamics that sit at the heart of the organisation:

1.                    Accountability: how people are subject to reporting/justifying outcomes and are rewarded or corrected;

2.                    Authority: the right of someone to make decisions, issue directives and allocate resources;

3.                    Responsibility: the assigned duty to perform a task or activity.

- Delegation works best in a working environment of high trust. Without systems of encouragement, feedback and review that allow staff to contribute, you are far less likely to see ownership of delegated work.

- If someone can perform a task to at least 70% of your capacity, then it is a prime candidate for delegation.

In the workplace race to get more done in less time, truly effective managers must avoid becoming “do-it-all” work-a-holics. Beyond improving their own personal productivity, high achievers must determine to focus only on what they do best, and master the art of empowering direct reports to handle all matters that distract them from achieving. They have to learn to effectively delegate.

The benefits of delegation are many: increased staff ownership, responsibility, skills and motivation; it saves time for the manager and allows strategic objectives to be achieved. It may be seen in an assistant processing over 95% of all correspondence, or a team exceeding target with almost no monitoring. Whatever the productivity gain, effective delegation is perhaps the single most powerful high leverage activity in management .

What is Delegation?
To delegate is simply to commit or entrust to another . Another definition is “work sharing, whether vertical or horizontal – sharing responsibility and authority with others and holding them accountable for performance” . Although a simple definition, delegation is a process that for many managers is fraught with difficulty – leading them to delegate only as a last resort.

Why Don’t People Delegate?
The heart of delegation is a point of tension for any manager. To truly delegate, the manager must surrender the authority related to the task, but keep the responsibility of ensuring that the task is completed properly . Many managers would prefer things the other way around! In addition to this ever-present tension, there are a number of common reasons why people choose not to delegate:

1.                    Poor Soft Skills: the manager delegates poorly – a common problem in IT where people-skills are often not as highly prized as technical ones. This frustrates, de-motivates and confuses staff, and the required task is often not completed satisfactorily ;

2.                    Time-Poor: to delegate effectively requires an up-front investment in training and coaching staff, which some managers feel they can’t justify;

3.                    Perfectionist Streak: a belief that no-one can do it better than you can - and if you want something done right, you must do it yourself;

4.                    Speed: a belief that no-one can do it faster than you;

5.                    ‘Hands-On’: some managers find it hard to step back from the ‘coal-face’, even when it’s in the best interests of the business;

6.                    Redundancy: in many work environments, visibility can equal productivity. If everything is delegated and running smoothly, the manager may feel as though there’s nothing for them to do;

7.                    Giving Power Away: some managers find it difficult to ‘let go’ of total control of a task – especially if it’s a personal favourite;

8.                    Fear: this can be fear of being over-ridden by a superior; appearing weak by asking for help; not wanting to criticise (or be criticised); or even that the person will outperform their manager!

9.                    Complications: delegation is not a simple process or skill set to acquire - there are many potential pitfalls. A manager who doesn’t know what they don’t know can be dangerous to themselves and their organisation (see 1. Low Skills).

When to Delegate (And When Not To)
There are a number of questions to ask that help identify when it is time to delegate:

1.                    Is the task central to your role? If ‘Yes’, then even if it’s not difficult, keep it on your workload.

2.                    Is the task urgent, but not important to you? Just because there’s a tight deadline, doesn’t mean that you have to handle it. Try to find someone who is appropriate and can handle the pressure.

3.                    Can the task be done better (or almost as well) by someone else? If someone is naturally better than you at a task, let them play to their strengths wherever appropriate. Given time and support, staff will come up to speed.

4.                    Will it contribute to staff development/professional growth? Delegation is not just about you clearing your desk – it should also ideally increase your team’s professional skills.

5.                    Will the task be a suitable stretch? The delegation should challenge, but not overwhelm. This means allowing for mistakes but not seeing someone’s confidence or reputation damaged .

6.                    Is it unpleasant for everyone? If so, then make sure it gets shared around fairly – including yourself.

How to Delegate
To give delegation the best chance of success, there are several steps that anyone must follow:

1.                    Lay the foundation: First, ensure that your culture is one that welcomes feedback and values the work of all staff. This increases the likelihood that they will want to contribute when asked.

2.                    Plan: Review your current workload and objectives, identifying which tasks can be successfully delegated. Ideally delegate multiple tasks in one meeting, to allow better planning by the recipient.

3.                    Select Staff: Choose who will be most appropriate to delegate what to. Do not be seduced by geography or convenience. The right person is more important than the closest or friendliest.

4.                    Communicate: Early, often and in writing are the three key watchwords. Assume nothing, and be clear about every aspect, including:
a) Being S.M.A.R.T: Every task should meet the following criteria:
i) Specific – define the work precisely
ii) Measurable – set a clear target
iii) Achievable – able to be done with the resources given;
iv) Realistic – not ‘pie in the sky’; and
v) Timed – with clear deadlines (see below).
b) Expectations: People tend to rise (or fall) to your level of expectation. Outline both the positive and negative consequences of completing the task, or failing.
c) Documentation: wherever possible, hand over the originals and keep copies. This gives the person doing the task a much stronger sense of accountability and ownership.
d) Deadlines: Ask them when they think they can complete the work first. If it’s within your scope, use their target. Agree up front about interim milestones and reporting, and help them resolve any conflicts with other priorities

5.                    Monitor: Only as agreed, ideally with an established methodology (e.g. MS Outlook tasks, MS Project Plans). Resist any temptation to step outside the agreement, but let them know that your door is open if they need to consult you urgently beyond the scope of what can be achieved.

6.                    Evaluate: At each stage of the process, offer positive and corrective feedback – but always in “WE” terms.

7.                    Reward: On successful achievement, verbal congratulation and praise are important. Where appropriate, broader recognition through company newsletters or other mediums can be included. The staff member is now ready for similar (or more stretching) assignments. If they fell short of the target, you have a valuable teaching opportunity to help them improve.

Conclusion
At its best, delegation is what Stephen Covey calls a stewardship – where the person assigned the task takes it to heart and makes it their responsibility. The fruit of effective delegation is sweet to taste, but requires a strong commitment from front-line managers to reap the rewards. Empowerment is viewed by most as a 90’s buzz-word. Effective delegation can turn the rhetoric into reality.

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