High-Performance Leadership:
From Control to Empowerment
High-Performance Leadership:
Principles of Leadership
© Copyright 2010 360Solutions, LLC
High-Performance Leadership:Principles of Leadership
Purpose:
Provide leaders with tools and skills to change their behavior from the traditional practices of controlling and directing to coaching, facilitating, and empowering.
© Copyright 2010 360Solutions, LLC
Objectives:• Recognize yourself as a leader.• Understand the practices of empowering
leaders.• Commit to lead “from the balcony.” • Find balance among the five leadership
roles.• Improve personal productivity and use of
time.• Understand the fundamentals of teams and
leadership within a team environment.• Establish clear performance expectations
and develop the ability to confront poor performance.
• Become a leader who empowers others.
High-Performance Leadership:
Principles of Leadership
© Copyright 2010 360Solutions, LLC
Section 1: Principles of Leadership
In this section, you will:• Grasp the importance of leadership in
achieving long-term organizational success.
• Realize the five myths of leadership.• Recognize the difference between
leadership and management.• Understand the difference between
controlling and empowering leadership styles.
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The Leadership Factor
Leadership: The most important factors for sustaining long-
term business success• Leaders have the power to make things happen
and influence the organization.• Leaders are responsible for all of the other
factors (understanding customers and markets, developing a strategy, etc.).
• Leaders provide the vision, inspiration, and direction to attract and motivate others to be successful.
• Leaders create the infrastructure-processes, systems and structure in which the organization can succeed.
© Copyright 2010 360Solutions, LLC
“Leadership is the pivotal force behind successful organizations. To create vital and viable organizations, leadership is necessary to develop a new vision of what they can be, and then mobilize the organization to change towards
that vision.”
~Warren Bennis and Burt Nanus Leaders: Strategies for Taking
Charge
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Myths of Leadership
➢Leadership is a rare skill.For example, “Very few people can lead. I could not get anyone to follow me.”
➢Leaders are born, not made.“Leadership is a natural ability.
You either have it or you don’t.”➢Effective leaders are charismatic.
“Leaders are always popular people who tell funny jokes and really enjoy speaking in front of large groups.”
➢Leadership exists only at the top.“CEOs and highly paid executives are leaders. It is not my job to steer this company.”
➢Leaders control, direct, and prod.“Leaders sit around and think of new processes to make my job harder.”© Copyright 2010 360Solutions, LLC
Leadership
The higher value within an organization should be placed on the following:• Initiating change• Solving problems and implementing
processes• Developing human resources• Achieving long range strategies• Building commitment
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Controllers vs. Empowerers
Controllers:
What tactics do they use to accomplish their objectives?• Controllers impose external control on their
followers/subordinates.For example, a controller would micromanage their employees.
What are the effects of their tactics?• The job may be completed, but possibly at a higher
cost with employees simply doing the minimum amount of work required. For example, a controller would not nurture team work or may stifle opinions and other ideas.
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Controllers vs. Empowerers(cont)
Controllers:
What are the beliefs behind the behavior?• People cannot be trusted. If you want something done right do it yourself. I am more important than others.
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Controllers vs. Empowerers
Empowerers:What tactics do they use to accomplish their objectives?• Empowerers create an environment in which their
people are motivated and committed.
For example, an empowerer would encourage brainstorming and feedback.
What are the effects of their tactics?• Goals are achieved by empowered and engaged
employees when new ideas and processes are formed.
For example, a team working for an empowerer takes personal ownership and pride in their work.
Controllers vs. Empowerers(cont)
Empowerers:
What are the beliefs behind the behavior?• People can be trusted. People can succeed and do well at their
jobs.I succeed when my team/organization succeeds.
High-Performance Leadership:Practices of Empowering Leaders
High-Performance Leadership:From Control to Empowerment
Program Purpose:
• Provide leaders with tools and skills tochange their behavior from the traditional practices of controlling and directing to coaching, facilitating, and empowering.
High-Performance Leadership:From Control to Empowerment
Program Objectives:
• Recognize yourself as a leader.• Understand the practices of empowering
leaders. • Commit to lead “from the balcony.” • Find balance among the 5 leadership roles.• Improve personal productivity and use
of time.
© Copyright 2010 360Solutions, LLC
High-Performance Leadership:From Control to Empowerment
(cont)
Program Objectives:
• Understand the fundamentals of teams and leadership within a team environment.
• Establish clear performance expectations and develop the ability to confront poor performance.
• Become a leader who empowers others.
© Copyright 2010 360Solutions, LLC
Section Two: Practices of Empowering Leaders
In this section you will learn:
• Empowering leaders have a driving passion to realize their vision.
• Empowering leaders are egoless and humble.• Empowering leaders build and sustain
trust with their followers.
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Section Two: Practices of Empowering Leaders(cont)
In this section you will learn:
• Empowering leaders inspire the commitment and motivation of their followers.
• Empowering leaders are organizational and social architects.
• Empowering leaders act and institute change from positive beliefs about peopleand situations.
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The Six Principles of Empowering Leadership
• Leaders must have a driving passion to realize their vision.
• Leaders build and sustain trust.• Leaders are egoless and humble.• Leaders inspire the commitment and
motivation of their followers.• Leaders are organizational and social
architects.
Leaders drive situations; they do not allow the situation to drive
them.
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Principle #1: Empowering Leaders to have a Driving Passion to
Realize Their Vision.
Great leaders have clear goals and know how to accomplish them. Theyhave a passion for making the visiona reality. This means:• They are always 100% present and focused.• They do not allow events and circumstances
to determine what will happen to them. They are concerned with outcomes.
• They use their vision to rise above adversity, setbacks, and even failure.
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Principle #2: Empowering Leaders are Egoless.
Many of the most effective leaders are humble. Although dogged about achieving their visions, they are not interested in their press clippings or credit.
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Principle #3: Empowering Leaders Build and Maintain Relationships
of Trust.
Leadership is about relationships. Empowering leaders are aware of their impact on others and seek to communicate and behave in waysthat build trust, self-esteem, and confidence.
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Principle #4: Empowering Leaders Unleash the Motivation and
Commitment of Their Followers.
Leaders define the boundariesand encourage people to
be self-governing.
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Principle #5: Empowering Leaders are Organizational and
Social Architects.
The Seven Elements of Organizational and Social Architects:1. Environment 2. Strategy3. Core Process4. Structure5. Systems6. Culture7. Results
© Copyright 2010 360Solutions, LLC
Principle #6: Empowering Leaders Act from Positive Beliefs about
People and Situations.
Strengthening vs. Weakening beliefs:
• At any given moment the human brain receives an overwhelming amount of data that cannot all be absorbed by our senses. The human brain can only process so much; the gaps are filled in by our belief system.
Information Ideas Beliefs Actions
© Copyright 2010 360Solutions, LLC
High-Performance Leadership:The Five Leadership Roles
© Copyright 2010 360Solutions, LLC
High-Performance Leadership: From Control to Empowerment
Purpose:• Provide leaders with tools and skills to
change their behavior from the traditional practices of controlling and directing tocoaching, facilitating, and empowering.
© Copyright 2010 360Solutions, LLC
High-Performance Leadership: From Control to Empowerment
Objectives:• Recognize yourself as a leader.• Understand the practices of empowering
leaders.• Commit to lead “from the balcony.” • Find balance among the 5 leadership roles.• Improve personal productivity and use of time.• Understand the fundamentals of teams and
leadership within a team environment.• Establish clear performance expectations
and develop the ability to confront poor performance.
• Become a leader who empowers others
The Team Model
• The model represents the most importantelements of a team. It includes why a team exist, what it does, and how people relate with each other.
• This model is useful for understanding the relationship between a leader and the people they lead.
© Copyright 2010 360Solutions, LLC
Leadership From the Balcony
• Charter (Why)
• Design (What)
• Relationship (How)
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Leadership From the Balcony (cont)
1. The balcony is a useful metaphor because it suggests that one is observing, rather than being caught up in the hustle and bustle of the organization. The balcony means that one has a “big picture” view of what is happening
2. Leaders add the most value when they are working on improving the three parts of their team and not just doing the day-to-day work.
© Copyright 2010 360Solutions, LLC
Five Leadership Roles (cont)
1.) Technician• Has a high degree of technical proficiency• Is sought out for expertise• Diagnoses problems using analytical skills• Possesses superior troubleshooting and
problem-solving abilities• Enjoys putting out fires• Makes decisions quickly
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Five Leadership Roles
2.) Manager• Plans and schedules projects• Directs resources to specific assignments• Decides daily goals and priorities• Tracks progress• Completes report and paperwork• Runs reports and meetings• Maintains discipline and order
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Five Leadership Roles (cont)
3.) Architect• Standardizes and documents processes and
procedures• Aligns systems to strategies and visions• Challenges practices that are not consistent
with the core philosophy• Reinforces positive cultural norms• Meets with others to learn new procedures for
operations
© Copyright 2010 360Solutions, LLC
Five Leadership Roles (cont)
4.) Trailblazer• Analyzes the organizational environment for
trends and changes• Clearly articulates a vision for the future.• Translates vision into objectives• Imparts and enforces simple boundaries• Makes connections with people outside the
organization• Encourages risk-taking and innovation
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Five Leadership Roles (cont)
5.) Coach• Sets standards for behavior and performance• Empowers people to make decisions
and solve problems• Provides information and training• Evaluates and helps individuals grow in
their abilities• Acts as a mentor• Conducts performance evaluations
© Copyright 2010 360Solutions, LLC
Five Leadership Roles (cont)
Leaders should perform all 5 roles.
In traditional organizations, leaders emphasize the manager and technician roles.
In high-performance organizations, leadersemphasize the architect, trailblazer and coach roles.
© Copyright 2010 360Solutions, LLC
High-Performance Leadership:Leadership Practices:
A Self-Assessment
© Copyright 2010 360Solutions, LLC
High-Performance Leadership: From Control to Empowerment
Purpose:• Provide leaders with tools and skills to
change their behavior from the traditionalpractices of controlling and directing to coaching, facilitating, and empowering.
© Copyright 2010 360Solutions, LLC
High-Performance Leadership: From Control to Empowerment
Objectives:• Recognize yourself as a leader. • Understand the practices of empowering leaders. • Commit to lead “from the balcony.” • Find balance among the 5 leadership roles.• Improve personal productivity and use of time.• Understand the fundamentals of teams and
leadership within a team environment.• Establish clear performance expectations and
develop the ability to confront poor performance.• Become a leader who empowers others.
© Copyright 2010 360Solutions, LLC
Section Four: Leadership Practices:
In this section, you will receive feedback from yourleadership profile.
The feedback can be useful for you in the following ways:• Understand your strengths and weaknesses
as a leader.• Assess yourself in the five leadership roles.• Know how you are viewed by others in your
organization.• Develop personal improvement plans.
© Copyright 2010 360Solutions, LLC
Assessment Categories
Five of the categories reflect the five leadership rolesyou learned in section three. The other two categories reflect the dimensions of self-leadershipand interpersonal relationships. • The Technician• The Manager• The Trailblazer• The Architect• The Coach• Positive Self Management• Positive Interpersonal Relationships
© Copyright 2010 360Solutions, LLC
Improvement Planning Form
• The purpose of this is to set specific goals for the areas you need to develop.
• One way to reinforce your personal goalsand make them easier to achieve is to share them with an accountability partner. An accountability partner is someone whocan support you and hold you accountablefor achieving the goals you have set.
© Copyright 2010 360Solutions, LLC
High-Performance Leadership:Personal Productivity
© Copyright 2010 360Solutions, LLC
High-Performance Leadership: From Control to Empowerment
Purpose:Provide leaders with tools and skills to change their behavior from the traditional practices of controlling and directing to coaching, facilitating, and empowering.
© Copyright 2010 360Solutions, LLC
High-Performance Leadership: From Control to Empowerment
Objectives:• Recognize yourself as a leader.• Understand and practice leadership themes.• Commit to lead from the balcony.• Find balance among the 5 leadership roles.• Improve personal productivity and use of time.• Understand the fundamentals of teams and
leadership within a team environment.• Become a leader who empowers others.• Know how to manage the psychological
impact of change.
© Copyright 2010 360Solutions, LLC
Section Five: Personal Productivity
In this section you will:• Develop an understanding of personal
productivity and the difference between time management and time leadership.
• Outline how you currently use your time.• Isolate the barriers that keep you from
managing your time more effectively.• Define the difference between the important
and urgent and how to schedule time for the important.
• Understand how to improve your time leadership.
• Commit to better use your time to take advantage of all five leadership roles.
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Overview of Personal Productivity
Personal Productivity
= our overall
effectiveness in getting things done
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Time Leadership Matrix
I
• An Emergency• A Project deadline• Request from boss
II • Listening to someone• Planning for future• Fixing a system
III • Someone “pops” in• Some meetings• Many phone calls
IV • Busy work• Lots of phone calls• Some socializing
URGENT NOT URGENT
Not Important Important
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High-Performance Leadership: Fundamentals of High-Performance
Teams
© Copyright 2010 360Solutions, LLC
High-Performance Leadership: From Control to Empowerment
Purpose:• Provide leaders with tools and skills to
change their behavior from the traditional practices of controlling and directing to coaching, facilitating, and empowering.
© Copyright 2010 360Solutions, LLC
High-Performance Leadership: From Control to Empowerment
(cont)Objectives:• Recognize yourself as a leader.• Understand the practices of empowering leaders. • Commit to lead “from the balcony.”• Find balance among the five leadership roles.• Improve personal productivity and use of time.• Understand the fundamentals of teams and leadership within a team environment.• Establish clear performance expectations and
develop the ability to confront poor performance.• Become a leader who empowers others.
© Copyright 2010 360Solutions, LLC
Section Six: Fundamentals of High- Performance Teams
In this section, you will learn:• Understand the definition of a high-
performance team and how it differs from traditional work groups.
• Identify the three elements of high- performance teams.
• Coordinate four types of teams.• Recognize stages of team development.
© Copyright 2010 360Solutions, LLC
High-Performing Team Elements
• A shared mission or purpose that motivates and inspires members
• Autonomy and authority for task performance
• Interdependence and shared leadership • Broadly defined jobs and many
responsibilities • Meaningful participation in decision-
making • Higher performance than individuals not
organized into teams
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High-Performance Team:
Coordinate from above with constant supervision
• Organized around functions• Employees do specialized tasks• Supervisory management• Rule-governed• Decisions referred up organization• People viewed as tools of management
Traditional Work Groups
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High-Performance Team:
High-Performance Teams:Enable group to become self-governing with
facilitative guidance.
• Organized around core processes• Employees possess multiple skills• Shared leadership• Principle-governed• Decision made at point of action• People viewed as partners
4 Types of Teams
Type I
Swim Team
Type II
Football Team
Type III
Bowling Team
Type IV
Volleyball Team
Specialization of Tasks
LOWLOW
HIGH
HIGH
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4 Types of Teams (cont)Type I• High specialization: Low coordination• Work divided up between various specialties• Each specialty consists of a distinctive set of
skills• Little coordination needed between specialtiesExample: a geriatric team providing care for an elderly person
Type II• Made up of people from different disciplines• Requires a high degree of coordinationExamples: product development teams, hospital
emergency room, executive leadership team
4 Types of Teams (cont)Type III• Low in both specialization and coordination• Team members share same skill set but have
little need to coordinate or communicate.Examples: phone operators, bill collectors,bank tellers
Type IV• Members share common skills.• High need for coordination • Generally organized around completing a
“whole”Example: manufacturing settings where people are building a product
Stages of Team Development
Team Reaches its stride anddevelops into a high-performing team.
Team develops rules and expectations about how the team operates and who does what.
Group attempts to work together; frustrations and disharmony may occur.
Group is first put together; lack direction and unity.
PERFORMING
NORMING
STORMING
FORMING
High-Performance Leadership:Performance Expectations
© Copyright 2010 360Solutions, LLC
High-Performance Leadership: From Control to Empowerment
Purpose:
• Learn principles and practices of trust and interpersonal communication that result in win-win relationships.
© Copyright 2010 360Solutions, LLC
High-Performance Leadership: From Control to Empowerment
(cont)
Objectives:• Recognize yourself as a leader.• Understand the practices of empowering leaders. • Commit to lead “from the balcony.” • Find balance among the five leadership roles.• Improve personal productivity and use of time.• Understand the fundamentals of teams and leadership
within a team environment.• Establish clear performance expectations and
develop the ability to confront poor performance.• Become a leader who empowers others.
© Copyright 2010 360Solutions, LLC
Section Seven: Performance Expectations
In this module you will:• Learn to confront behavior that fails to meet
your expectations.• Understand the importance of discipline
and conformity in building high performance.• Develop a set of non-negotiables for those
whom you lead.• Practice the skill of harnessing harmful
behavior.• Apply the skill to back-home situations.
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Rules of Play: Three Attitudes
1. Chaos• An interpersonal attitude of
alienation and noncompliance
3. High Performance• An interpersonal attitude of
high trust and collaboration
2. Stability• An interpersonal attitude of
conformity and compliance
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Rules of Play: Three AttitudesExamples
Examples:• The conduct of one person is dragging down
the performance of other team members.• A negative attitude is adversely affecting
performance.• A person has violated company policies or
procedures in a way that could cause harm or reduce productivity.
• Job performance is below expected standards.• Chronic problems such as wasting time, being
inefficient, blaming or “playing games” are interfering with performance.
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Non-NegotiablesExamples
• Follow the one-piece flow system.• Be cross-trained in different functions.• Arrive at work on time and remain in work
areas except during breaks.• Treat others with respect.• Comply with dress code.
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Non-NegotiablesExamples (cont)
• Use safety gloves, goggles, and shoes when working with chemicals.
• Report dangerous conditions or actions.• Keep your work area clean.• Share team roles and responsibilities.• Participate in team meetings and help solve
team problems.• Know how to read and fill out all production
reports.
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Harnessing Harmful Behavior
Harnessing is a skill we use under two conditions:
1. We are in a position of authority with the recipient.
2. The individual’s behavior is out of line or harmful to themselves and/or others.
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Harnessing Harmful Behavior(cont)
Steps:1. State directly and specifically what you see
happening.
2. State the consequences and your concerns about what you see happening.
3. Invite and listen to comments.
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Harnessing Harmful Behavior(cont)
Steps:4. If necessary, review your expectations
regarding the behavior and/or provide needed information and training.
5. Ask for a commitment to improve the behavior.
6. Acknowledge and let the person know that you appreciate the commitment.
© Copyright 2010 360Solutions, LLC
High-Performance Leadership:Empowering Others for Success
© Copyright 2010 360Solutions, LLC
High-Performance Leadership: From Control to Empowerment
Purpose:
• Provide leaders with tools and skills to changetheir behavior from the traditional practicesof controlling and directing to coaching, facilitating, and empowering.
© Copyright 2010 360Solutions, LLC
High-Performance Leadership: From Control to Empowerment
Objectives:• Recognize yourself as a leader. • Understand the practices of empowering leaders .• Commit to lead “from the balcony.” • Find balance among the five leadership roles.• Improve personal productivity and use of time.• Understand the fundamentals of teams and leadership
within a team environment.• Establish clear performance expectations and
develop the ability to confront poor performance.• Become a leader who empowers others.
© Copyright 2010 360Solutions, LLC
Section Eight: Empowering Others For Success
Section Eight: Empowering Others For successIn this Section, you will:• Realize the difference between commitment
and compliance motivation.• Understand how leadership changes to create
commitment.• Recognize the four principles of empowerment.• Identify the elements of empowerment. • Complete a matrix for identifying what people
need in order to be empowered.• Adopt a dialogue to transfer power to others.• Craft a model of situational leadership.
© Copyright 2010 360Solutions, LLC
Facts About the American Workforce
• 96% of employees recently surveyed believe that they cannot attain their personal career goals in their current positions.
• 53% of managers report not being happy with their jobs.
• 74% of Americans identified work as the main cause of their stress.
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Compliance to Commitment
From Directing and Doing
•Solving it: “answer man”•Doing it yourself: “If you want something done right...”•Over-directing and micro-managing
•Arbitrarily mandating goals•Exerting it: “You can’t do it without me.”•Being the quality judge and jury
•Playing the “god” role•Protecting turf•Over-dependence on detailed policies
To Developing and Leading
•Facilitating problem solving•Effective delegation•Helping others learn from mistakes•Providing leadership for the goal setting process•Developing technical confidence capability: “You can do it”•Being a quality coach•Supporting as a helpful resource
•Linking team to broader organization systems; bridging barriers•Being tough and clear about a few key directions and principles
Traditional Management Empowering Leadership
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Principles of Empowerment
1. Share information widely so people realize what is going on.
2. Let people solve problems when and where they occur (instead of coming to you).
3. Let those who have to implement a decision participate in making that decision.
4. Expand the scope of what people do through designated roles and responsibilities.
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Sharing ResponsibilityThe Process of Empowerment
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Elements of Empowerment
1. Role description: The first thing that people need is a definition of the responsibilities they will assume.
2. Boundary conditions: What should the parameters for people to fulfill their responsibilities be? These include:
• Expectations/results can be qualitative or quantitative.
• Non-negotiables define limits that cannot be crossed in fulfilling a responsibility.
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Elements of Empowerment (cont)
• Authority is the level of autonomy that one has in carrying out a task. There are five levels of authority, and just how each one depends on experience and capability.
• Level 1: Act when directed.• Level 2: Act after approval.• Level 3: Act after consultation.• Level 4: Act and report.• Level 5: Act autonomously.
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Elements of Empowerment (cont)
• Time guidelines are any time constraints that guide the task (milestone events, project completion, length of time a person assumes a role, etc.).
3. Knowledge and information: People must have knowledge and access to information if they are to take on additional responsibilities.
4. Skills: People need additional training and skills to be successful with new responsibilities. For example, they may need to learn how to reada budget or enter data into a computer.
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Elements of Empowerment (cont)
5. Resources: These can include tools and equipment as well as reports, technical experts, etc.
6. Support: Support is emotional and psychological. It is letting people know that you trust their ability to handle a task; it is okay for them to make mistakes and come to you for advice.
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Making Empowerment Happen
Assessing Readiness• Importance of the task• Maturity and experience of the individual• Willingness of the individual to take on more responsibility• Your confidence in the person’s abilities
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