rem powering
TRANSCRIPT
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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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Levels of Empowerment
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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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Levels of Empowerment
& 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
WinWin--win Agreementwin Agreement
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
WinWin--win Agreementwin Agreement
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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
WinWin--win Agreementwin Agreement
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
WinWin--win Agreementwin Agreement
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.
WinWin--win Agreementwin Agreement
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
WinWin--win Agreementwin Agreement
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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Party 1 :
Party 2 :
Win-Win Agreement
Time Frame :
Your projects nameYour name
Your staff/collegue