{"id":245,"date":"2019-06-25T17:48:09","date_gmt":"2019-06-25T17:48:09","guid":{"rendered":"https:\/\/blog.ims-online.com\/?p=245"},"modified":"2019-06-25T17:48:11","modified_gmt":"2019-06-25T17:48:11","slug":"true-empowerment","status":"publish","type":"post","link":"https:\/\/blog.ims-online.com\/index.php\/2019\/06\/25\/true-empowerment\/","title":{"rendered":"EMPOWERMENT"},"content":{"rendered":"\n

How many times have you been frustrated by people constantly\nseeking your advice or approval before taking action towards a goal?  You want them to make decisions.  You delegate the decision making to them, but\nthey are reluctant.  Why.  And how do you get them to make responsible\ndecisions without your having to look over their shoulders constantly?<\/p>\n\n\n\n

Delegating and Growing<\/h3>\n\n\n\n

It\u2019s called empowerment<\/a>.\u00a0 Many have tried, but few succeed.\u00a0 That\u2019s because the actual process for achieving empowerment is shrouded in psychological mystery.\u00a0 One has only to look at the reasons people are hesitant to make decisions independent of supervisory overview.\u00a0 Most people actually do want to make decisions on their own; but are hesitant because they don\u2019t want to make mistakes.\u00a0 No one does.\u00a0 <\/p>\n\n\n\n

I tend to think in analogies.  I see a person standing on the yellow line in\nthe middle of the highway.  They want to\nmake a decision and step off the line, but every time they do, an 18-wheeler\ncomes whistling by causing them to jump back on the line.  They say, I\u2019m not going to take the risk\nagain unless you tell me exactly what I\u2019m supposed to do\u2026.boss.  So, they keep coming back to the boss to seek\napproval and guidance before making any decision.  It\u2019s much safer\u2026albeit annoying to the boss\nwho wants the employee to make the decision on their own.<\/p>\n\n\n\n

What needs to be understood, however, is that empowered\ndelegation is actually boundary management. \nThe reason people don\u2019t make independent (empowered) decisions is that\nthey don\u2019t know where their boundaries are. \nWhere\/when can they make independent decisions and when do they need to\ncheck with the boss.  <\/p>\n\n\n\n

True Empowerment<\/h3>\n\n\n\n

To achieve true empowerment, the boss and the employee must\nsit down together and decide several things. \nFirst, what\u2019s the goal\/objective. \nSecondly, based on the employee\u2019s skills and experience, what are the\nranges within which the person can make independent decisions.  Ranges in terms of resources they can use\n(money, people, technology, etc.), timeframes within which the goal must be\nachieved (as soon as possible but no further than the end of this month),\nquality of the outcome (must meet these specs), etc.  The more skilled a person is, the wider the\nrange\/ leeway the boss is going to give them regarding these parameters.  The newer the employee, the narrower these\nranges become forcing the employee to go to the boss before making a decision\nallowing for coaching and skill building by the boss.  The boss\u2019s job is to create multiple lanes on\nthe highway so they employee is more likely to step off the center line and\nmake independent decisions within the agreed upon ranges for each of the\nparameters.  Once you reward the employee\nfor taking the risk of making independent decisions within the range, then they\nare more likely to make it a habit.<\/p>\n\n\n\n

Now that you have them moving in the right direction and\nmaking decisions within agreed upon parameters, you can keep the process on\ntrack by setting up process checkpoints. \nAt each checkpoint, you check what their progress is towards the\ngoal.  If they\u2019re on track, you can\nreward them.  If they\u2019re off track you\ncan discuss ways to get back on track by determining if the holdup is due to an\nemployee motivational issue of a lack of skill issue.  In either case tweaking some of the parameters\nmay become necessary to fix the problem. \nIt\u2019s a team effort driven by the psychological need to make successful\ndecisions and complete goals within a pre-approved decision-making structure.<\/p>\n\n\n\n

Enjoy your newly recovered lost time.<\/p>\n\n\n\n

About Harvey Robbins<\/h3>\n\n\n\n

Harvey Robbins<\/a> has been a licensed psychologist and award-winning author<\/a> and consultant for over 40 years. Since 1982, he has been the president of Robbins & Robbins, a company shaped on psychology principles to coach leaders and train business teams. <\/p>\n\n\n\n

Before becoming a consultant, Dr. Robbins served as a personnel research psychologist for the Federal Government and was in executive leadership positions with Fortune 500 companies, including Honeywell and Burlington Northern. He is also a Fellow at the Executive Development Center at the University of Minnesota\u2019s Carlson School of Management and a sought-after speaker at conferences and events locally and abroad. <\/p>\n\n\n\n

His clients include American Express, Mayo Clinic, Nabisco, Toro, the IRS, the CIA, the US Secret Service, and many others.<\/p>\n","protected":false},"excerpt":{"rendered":"

To achieve true empowerment, the boss and the employee must sit down together and decide several things. 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