Like every beginner, I have thought you could beat, pummel and thrash an idea into existence. Under such treatment, of course, any decent idea folds up its paws, turns on its back, fixes its eyes on eternity, and dies.

- Ray Bradbury

This is a key rule; create a contract with your subordinate that simply says: Your subordinates get the credit when things go well and you will take all the blame when things go wrong. The main reason subordinates will not take risks is that they are hung out to dry when things go wrong or someone else takes the credit when things go right.

To help your subordinates develop their leadership skills to the fullest potential you must delegate duties and assignments in greater degrees of complexity. Leaders are developed best through experiential projects or assignments rather than textbooks and manuals. As each new assignment is completed on time, but perhaps not perfectly, the level of difficulty must be increased. By adopting this tactic you are communicating the message clearly that your trainee is expected to perform at a high level of effectiveness and manage his or her time wisely. Your subordinate must take risks in order to satisfactorily meet your requirements.

The first step is to clearly outline what the assignment is and its corresponding time constraints, resources available, which by the way includes you, and what the expected outcome is to determine if the assignment is to be considered a success. Don