People have the power to make decisions that affect their work with at least interference and other guess of others.
Strength is overuse and under? Practiced time. When people have the power to bring them to work. They participate in making decisions that affect their share of business. They take responsibility for their actions. They work free from small bureaucratic hassles that reduce value and waste time. They increase the value of the company by incorporating the principles of quality and service. They look for ways to make a difference.
Why Strengthening Is Important
Most organizations need knowledge workers – men and women who are the main author of their ability to think and do what they know. Computer programmers, system analysts, accountants, lawyers, managers, sales teams, and even factory employees must use their best reviews to solve problems and respond to opportunities.
Nordstrom is familiar with customer service because it encourages and assumes that employees make decisions that make customers happy. Local Nordstrom store provides new employees with one page of employee manual to demonstrate this issue. It says: Always use your best judgment.
Why a Workshop
In the Caught in the Middle, I point out that most people will get some basics from work: meaning, success, challenge and opportunity to learn, respect and acknowledge, control over own things their work, relationship or knowing that they are part of a larger team.
These six elements form the basis of all good determinants. Remove any of them and you impair the individual's obligations to their jobs. Fortunately, in terms of motivation, what is good for the individual is also good for the company.
Make a Power Force
Build six essentials that people want (these are listed above.) Consider these items as the basis for all tasks to increase authority. In addition, consider the following:
Clear view and direction. Corporate leadership needs to know why it wants to strengthen.
- What do you want to accomplish?
- What would intensity look like here?
- How committed are you to make realistic reality?
- Is it important or simply something that would be nice to have?
Check out common features.
Policy. What gets the prize received? What will be punished is to avoid. Co-operation rules and procedures, such as performance reviews and price increases, show people what is very important for senior executives. For example, if people are told to work in partnership, but their success stories throw them into a performance, will people defend their own self? Hobby. If you encourage a cross? Practical team work, but performance only returns recognition within the department, interdisciplinary cooperation will suffer.
Unlisted Rules. These rules tell people how the game is played. People learn that these unwanted rules are as important as any written policies. For example, the manager can always tell staff to tell him or her the truth, but continue to punish a messenger who sends bad news.
Structure. To borrow from David Hanna's book, "Companies are fully designed to get the results they get." NUMMI is a very successful automated manufacturing company that is associated with a high level of workgroup and commitment. It replaced a terrible genetically modified plant, where absenteeism was running at 25% the year it was closed and where quality was a joke. Ironically, when NUMMI opened, it brought back many same disrespectful employees from the old plant. The only big difference between NUMMI and his predecessor was how it was controlled. People were free to stop assembly line to solve quality problems. They were encouraged to learn many different tasks so that they could add more value to the combination process. In short, they were power.
Why is it so hard to catch?
Tom Peters once said: "We are only a sophisticated merchant company." I agree. We are often afraid to trust that others will really do the work without further consideration. I never met anyone who said that a rigorous assessment of performance helped him or her do a better job. However, most managers consider it a necessary tool to use to encourage others. (If only these other people would be as reliable as we.)
Watch your eyes on puberty. When people try to please mom and dad, they fail to take the risk and initiative needed to help a dynamic organization grow. People are waiting to be told what to do. As the sign of the French official's office read, "Never do anything for the first time."
If you're over your work, fold, spindle and learn from the five others on the line before it's approved, why do you bother doing their best?
Our attitude to the organization is based on hierarchy and governance. People above you make the decisions, people below carry them out. This model is well attached. Sometimes I think it's encoded in our DNA. It can only change when we see it acting against initiative and promotion and when we are ready to step back and take cold sober look at their ways where our own actions can create dependence and lack of performance we see.
It's a breakthrough going on in companies. Since Peters and Waterman's organizations have been trying to increase employee participation in search of our excellence and discoveries in W. Edwards Deming, early 1970's. Even the federal state is trying to reinvest itself using the principles of authority. Some organizations succeed, others fail – but we can learn from them all. These brave companies and organizations are offering live textbooks that can point to new types of organizations that treat people with dignity and respect – and serve the interests of the company.
Here are some examples of how others use the principles of authority.
Large system change. Companies like Corning get all (or at least a typical sample of all levels of the organization) in a room to restructure a part of the company. As this organizational process involves those who have to implement the changes, resistance requirements and commitments, planning and execution time are compressed and the quality of the program is often far beyond what external consultants or a small team could create.
Interdisciplinary team. Companies like Conrail summarize talented people from the center of the organization and strengthen them to cope with business challenges. This group is more than a task force – they have the power to recommend and implement a change.
Access to information. Many organizations are examining how work is being done in order to streamline customer service. They develop new methods that ensure that the closest people immediately have access to the tools and information they need. (In traditional organizations, information is held and often kept away from those who need the most.)
Contribute best. Back in 1991, Jack Welch introduced the theory of leadership in the Annual Electric Report General Electric. (At that time, I called this few of the best leadership books of the year.) He said that GE needs people who continue with commitments (meet deadlines and financial goals) and people who announce the value of their businesses (commissions, etc.). In the past, they only obscure defenses to the limit of validity. It was good, but it did not work out. To get ahead, you had to meet the numbers. Welch went on record by saying that these days had passed. He wanted men and women who could reach both goals. To prove he was free, he took time to let some visible old executives post the report.
To start a conversation
Here are some random questions to start a conversation about power.
Of course, the list could go on, but this should be enough to start a challenging discussion about the subject.