Managers-Net

Empowerment

“A Japanese worker produces, on average, twenty seven improvement ideas a year. A US worker produces one idea every thirty seven years” - SUNDAY TIMES

Empowerment can be summed up by this reflection:

An empowered organisation is characterised by:

a strong sense of direction and purpose, shared by all staff;
well understood values and beliefs, explicitly or implicitly stated, that form the basis for management behaviour;
a focus on customers, processes and improvement techniques, so that people can concentrate on adding value and pleasing customers;
pro-activity, learning, problem solving and innovation at all levels;
a high degree of trust in each other, in management, and in other functions and departments;
people who are highly motivated, and who possess a great sense of self-worth and achievement;
managers who listen, encourage, develop and help their people.

The difference between delight and disappointment can be very fine.

Illustration:

A woman rang a department store to ask the weight of a parcel requiring collection, because she was pregnant. The person dealing with the enquiry immediately offered to have the parcel delivered ................... resulting in a delighted customer.

Clearly evidence of an empowered employee.

Empowering managers:

coach their people to develop their capability;
practice good communication, both downwards, upwards and across the organisation structure, and listen to the concerns and aspirations of the staff;
are conscious of their own behaviour and the need for consistency of words and actions;
practice the principles of continuous improvement, coaching and encouraging their staff to do likewise;
actively seek improvements to efficiency and effectiveness and respond positively and quickly to proposals from their staff;
break down barriers that obstruct people’s commitment, involvement and pride in their work;
bring the organisations’ vision to life by relating it directly to people’s activities;
provide feedback, encouragement and recognition.

Empowerment in an organisation can be assessed typically by an Employee Attitude Survey relating employee perception against some pre-defined characteristics of an empowered organisation.

How will you know if you are succeeding in your efforts to introduce empowerment?

Here are some indicators of success & failure:

SUCCESS:

Perception that everyone is working more effectively, is better focused, and adding more value;
Changes are perceived to be to the benefit of customers;
All elements of the change process are seen as a part of the whole;
Growing confidence/commitment - people wanting to get involved;
Common focus on the customer;
Common, shared desire for change.

FAILURE:

Perception of working harder/longer hours, or no evidence that anything has improved;
Changes are perceived as cost cutting;
Apparently directionless change or change lacking in cohesion - a series of programmes;
Insecurity/uncertainty - people distancing themselves;
No reduction in internal rivalry, turf wars, or parochialism;
Changes being imposed top-down.

Empowerment: “You can’t give it, people have to want it”