As we move upwards in an organization, our perspective begins to change, sometimes in ways that can feel uncomfortable. Most people begin working in some technical skill area where they can reliably produce desired outcomes based largely on their own performance.
In my career, I was a public relations practitioner, skilled at media relations, drafting news releases, organizing events and news conferences, etc. Of course that also required the skill of collaborating with others, but I wasn’t responsible for their performance. However, as my mastery of public relations increased into the areas of consulting and selling, I started moving up the ladder until eventually I was the general manager of the organization.
Suddenly, I realized I had been catapulted beyond my area of competence. I really had no idea how to “manage” others and how to “delegate” responsibility effectively to other players. So what did I do? I sucked most of the responsibility up to myself, continuing to work on things that demanded my technical expertise, while occasionally handing out a few “tasks” to others. Needless to say I suffered hugely as a manager until I learned the difficult lesson that (as my coach at the time said to me) “You need to find new ways of being important.”
The new role, the “new way of being important” that I learned was the role of leader, orchestrator, delegator. The new role of developing others instead of simply being a technical expert.The new role of working through others, not doing all the work myself. Imagine a symphony orchestra conductor trying to play all the instruments. That is what many new managers find themselves trying to do and its not a highly effective approach, to say the least!
Many new managers fail to achieve their potential because they don’t delegate effectively and they don’t really understand what delegation is all about. Delegating is so critically important that for many aspiring managers it literally becomes their “Achilles Heel”—their fatal weak spot that can make or break their careers. So let’s examine six major reasons that managers fail to delegate effectively.（www.kekenet.com）
What does the word “collaborating” in the second passage mean?

A．operating	B．corresponding
C．struggling	D．cooperating

Where can the sentence “That’s when I hit the wall”be put？

A．paragragh 1 and 2.	B．paragragh 2 and 3.
C．paragragh 3 and 4.	D．paragragh 4and 5.

Why did the writer suffer as a manager?

A．He took on most of the responsibility on his own.

B．He thought of himself an important person.

C．He failed to earn respect from others.

D．He put much pressure on others.

According to the passage， we know “the new way of being important”means that________.

A．The new role of developing others and being a technical expert.

B．The new role of working through others instead of doing all the work myself.

C．The new role of simply being a technical expert and doing all the work myself.

D．The new role of simply being a technical expert instead of doing all the work myself.

What will the writer talk about following the text?

A．How managers can deal with the workers.

B．The reasons why mangers should delegate effectively.

C．How managers be respected by workers.

D．The reasons why mangers can’t allocate effectively.