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1999 Franklin Covey Co.

4 Roles-Empowerment Page : 1 / 57


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Key Points of Empowering

Conditions of Empowerment

Leadership Styles

Levels of Empowerment

Win-Win Agreements


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Why Empowerment effort fail ? Get blamed when actually alignment is the real

problem

Dont understand what empowerment means Dont really care about empowerment

Dont have access to the resources, skill andknowledge necessary to succeed

Empowerment is more complicated to practicethan explain

People have different definitions of empowerment


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Empowering ObjectivesAn empowering leader answers these

four questions:

1. How do we cultivate an environment where

people can do their best and are committed?

2. What is the nature of the work being done?

3. How much responsibility and authority

should people have?4. Who does what? How? With what resources

and accountability? For what reasons?


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Guiding Principles

Think win-win

Different needs,different approaches


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W

orld class Apples


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Garden Vs Machine

Paradigm

Is Empowering more like gardening or like

being a mechanic ? Why ?

If you try to fix people as you would fix a

machine, what happens ?

Like a seed, can you put life into people ?

If you cant put life into people, can you kill

life in people ?


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The paradigm of empowermentT

he paradigm of empowermentTo plant a seed, watch it grow, to tend to it

and then harvest it, offered a simple but

enduring satisfaction. These sense of being

custodian of this small patch of earth offereda small taste of freedom. In some ways , I

saw the garden as metaphor for certain

aspect of my life. A leaders must also tend

his garden; he, too, plants seeds, and then

watches, cultivates, and harvest the result.

- Nelson Mandella

To plant a seed, watch it grow, to tend to it

and then harvest it, offered a simple but

enduring satisfaction. These sense of being

custodian of this small patch of earth offereda small taste of freedom. In some ways , I

saw the garden as metaphor for certain

aspect of my life. A leaders must also tend

his garden; he, too, plants seeds, and then

watches, cultivates, and harvest the result.

- Nelson Mandella


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Empowering is

Empowering is about creating

conditions that release people sothey can contribute their full talents

and energy to the vision, the

processes, and the relationship atwork

Empowering is about creating

conditions that release people sothey can contribute their full talents

and energy to the vision, the

processes, and the relationship atwork


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Leadership

SurveyPage 55-58 (HB)


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Max & MaxMax & Max


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Control

Mr.Harold style.


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Your style

Page 59 (HB)


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Why someone would act like Mr.Harold ?

Its quick and gets prompt

reactions

I dont have time to do it

any other way

I dont trust or completely

trust others to do it right.

It get rewarded

Its how this organizationworks

Its fit my personal style


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Mr.Harold memo 1


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Mr.Harold memo 2


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Mr.Harold style.

Control Abandonment


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Mr.Harold memo 3


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Control Abandonment

Why he bounced back ?

Mr.Harold style.


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Empowerment

Control Abandonment

Different needs, different approaches

??


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Different needs,

Different approaches

A gardener needs to treat different kinds

of plants differently adding more water tosome, more fertilizer to others. Similarly,

leaders need to work with individuals in a

way that considers individual differencesand needs

A gardener needs to treat different kinds

of plants differently adding more water tosome, more fertilizer to others. Similarly,

leaders need to work with individuals in a

way that considers individual differencesand needs


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7H-I-FP-08-F (25)

Perlakukanlah selaluPerlakukanlah selalukaryawan Anda,karyawan Anda,

dengan cara yang persis samadengan cara yang persis sama

dengan cara yang Anda ingindengan cara yang Anda ingin

mereka lakukan,mereka lakukan,

terhadap pelangganterhadap pelangganAnda yang terbaik.Anda yang terbaik.


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Rekening Bank Emosi

Membangun Rasa Saling PercayaMembangun Rasa Saling Percaya

dalam Hubungan Antar Manusia.dalam Hubungan Antar Manusia.

7H-I-FP-08-C (26)


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Empowerment

Control Abandonment

Different needs, different approaches

??


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The ability to act Capacity

Potential The ability to magnify

Definitions ofDefinitions of

PCL-E-4-07

PowerPower EmEm In Within

EmpowerEmpower The power within To enable potential capacity To magnify capacity within


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UnderstandingUnderstanding

Your Leadership StyleYour Leadership Style

p. 55 - 58

ControlControl SuperviseSupervise

ReleaseRelease AbandonAbandon

p. 59


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Your Leadership StyleYour Leadership Style

& Empowerment& EmpowermentEmpowerment is not a staticstate of being.

How you empower dependson the situation and thepeople.

DIFFERENT NEEDS

DIFFERENT APPROACHES


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LevelofEmpowermentLevelofEmpowerment


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A persons level of empowerment depends onthe leaders perceived risk of the situation andhis orherconfidence in the person.

The importance of the levels of empowermentis that they provide ways for people to increasetheir abilities to handle high-risk situations


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confidence

risk of the situation

bola

pisau

mediumlow high


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Process forProcess for

Evaluating Levels ofEvaluating Levels ofEmpowermentEmpowerment

1. Determine your confidence in the person (c &1. Determine your confidence in the person (c &C)C)

2. Determine your perception of the situation risk2. Determine your perception of the situation risk

3. Determine the appropriate level of3. Determine the appropriate level ofempowerment & what leadership style isempowerment & what leadership style is

appropriateappropriate4. Plan to communicate your expectation using4. Plan to communicate your expectation using

leadership styleleadership style


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Level of

EmpowermentPage 23 24 (TK)


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& Leadership Style

Wait

until told

LEVEL 1

Ask for

instructions

LEVEL 2

Recommend

LEVEL 3

Do it andreport

immediately

LEVEL 4

Do it andreport

routinely

LEVEL 5

Do it

LEVEL 6

Confidence in person? Risk of the situation?Confidence in person? Risk of the situation?

SUPERVISESUPERVISE RELEASERELEASE


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Levels of

empowermentCase study


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Empowerment

Control Abandonment

( Different needs, different approaches )

Win-Win AgreementWin-Win Agreement


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WinWin--Win AgreementWin Agreement


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1999 Franklin Covey Co. 4 Roles33

Why do trusted peopleWhy do trusted people

fail?fail?11-- What exactly are we trying to accomplish?What exactly are we trying to accomplish?

--Unclear expectationsUnclear expectations

22-- How much authority do I have?How much authority do I have?--Unclear guidelinesUnclear guidelines

33-- How can I get this done on this budget?How can I get this done on this budget?--Lack of resourcesLack of resources

44-- How will I be measured?How will I be measured?--Lack of accountabilityLack of accountability

55-- Whats in it for me?Whats in it for me?--Uncertain rewardsUncertain rewards


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are an effective way to

- clarify our expectations,

- change our thinking to mutual benefitand

- build commitment around desire results

WinWin--win Agreementwin Agreement


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Desired Results

Guidelines

Resources

Accountability

Consequences


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Desired ResultsClarify the objectives and the outcome and specify

win for both party

-Must be clear

-Must be measurable


Win-win agreement between Justin Sales & Marketing Manager

with Alex Marketing Director

have the superstore sales force training and educated in time for

launch of the new marketing campaign


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Desired ResultsClarify the objectives and the outcome and specify

win for both party

-Must be clear-Must be measurable



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- - -

Market LeaderMarket Leader

Revenue GrowthRevenue Growth

EBITDA GrowthEBITDA Growth

ImproveImproveTelkomsel ValueTelkomsel Value


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L1

SASARAN ANTARA

L2a L2b L2c

PARETO

PRINCIPAL

HOW #1 HOW #9

HOW #11

SAME PERCEPTION

AMONG TEAM MEMBERS

DECISION

BRAINSTORMING

PROCESS


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GuidelineEstablishtheparametersor boundarieswithinwhich a

personshouldoperate

-dos donts - Organizationalvalues

-Organizational Policies - Standardprocedure

-LevelofEmpowerment


Level of empowerment : Do it and report immediately to

appropriate team members because of the projects visibility and

the need for constant communicationMaintain focus on the transition

Trust and leverage the expertise of each team member

Include sales group/store managers in the launch of the new

Superstore marketing campaign


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ResourcesClarifywhatpeople,money,facilities,tools andsystems are

availableto accomplishthedesireresults.

Ensuretospecifytype andtiming ofresources


Training Department & Renee to create new sales training

program

Rebecca for US 100.000 for budget training for 100 staffsEric for training the new operation system and software

Alex for market roll-out


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AccountabilityAccountabilityiswherespecificmeasures (time, quality

and quantity) areoutlinedso allinvolvedwill knowhow

theyhavedonein accomplishing thedesireresults.


Superstore sales training will begin by third quarter

Market roll-out will begin by fourth quarter

Review progress every week


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ConsequenceDeterminetheresultsofachieving ornot achieving win-win

PositiveConsequencemayincludemoney,opportunity,

increasetrust andrespect

NegativeConsequenceshouldhelp a personrecognizewhat

naturaloutcomeswill beto boththemselves andorganization


Establish a better-prepared sales group

Create a smooth transition to the new strategy

Increase the success of each stakeholder and salesperson


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WWAWWA-- Sea HarvestSea Harvest


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Sea Harvest - Woolworth

Q Woolworths Supermarket only sells special

house brands.

Q Small market share 2 suppliers

PCL-I-5-02-A (54)


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We changed the way fishing is

done in South Africa.

PCL-I-5-02-B (55)

Q Woolworth :

We want better fish quality and freshness

You need better (expensive) equipment.

Q Sea Harvest :

Woolworths only use us as their supplier for fishsproducts


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Desired ResultsGuidelines

ResourcesAccountability

Consequences

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1999 F kli C C

4 Roles-Empowerment Page : 57 / 57 Date 1 :

Party 1 :

Party 2 :

Win-Win Agreement

Time Frame :

Your projects nameYour name

Your staff/collegue

Documents

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