Many organizations have tried to move from an authoritarian leadership style to a style of employee empowerment. As corporations notice this, this transition is simple to make. This requires new behaviors and new thinking tactics for both executives and employees.
The expansion of remote pandemic tables only exacerbates the problem. Managers are guilty of ensuring flawless execution, but are now less physically connected to their groups, and to face-to-face time issues in relationships.
Empowerment is misunderstood. This can be interpreted as making managers and managers take a hands-on approach and tell workers to sink or swim. It’s more like negligence. Empowerment is an active process. It’s about guiding or training team members to use, adapt, make decisions, and spend less time on things that don’t really require the attention of their managers.
However, without education or recommendations on how to take responsibility, managers avoid giving instructions and allow workers to resolve the disorders themselves. The problem: it rarely works. If workers don’t fundamentally believe they deserve to be replaced and obviously know what to replace, they can’t. Telling workers to perceive themselves can only slow down the learning and functionality process, because workers don’t necessarily learn.
The “negligence” technique creates a feedback loop that is very difficult to break. Employees who don’t know what to do can ask for help. But when they don’t get a clear and straightforward answer (as they’re used to), they just limit the behavior beyond. It is a proven and proven path that reflects a reaction based on fear; is the opposite of empowerment.
Empowering workers means asking good, meaty questions that make them think about the problem. For example, instead of saying, “The sales team wants to increase their number,” ask them and their executives: “How can your team help increase sales by 3% over the next 3 to six months?” In this way, managers and leaders have a very different role: to help delineate and shape the problem, so that a team is able to expand a solution. The destination has been agreed, but the path to get there has not yet been laid out. (The more tangible and measurable the goal, the more likely it is that it will be achieved.)
Becoming empowered requires an intellectual replacement for many others: leader, manager, and employee. According to a series of surveys conducted through Gallup since 2000, only 30% of employees, on average, are considered “committed” to their paintings. As Gallup defines him, “committed” means “very involved, enthusiastic and committed to his paintings and his place of painting.” This number has increased in recent years to 35% in 2019, however, the pandemic is expected to have a significant effect and probably not for the better.
Using pre-pandemic figures, Gallup also discovered that, over the same 20-year period, an average of 17% of painters are “actively disconnected,” meaning they have very negative reports on the paintings and transmit this misfortune and negativity to others. . Array Although that number has also decreased, it was reduced to 13% in 2019, it still means that at least 1 in 10 painters is demolishing the ship. They don’t need to paint, let alone be empowered and make decisions.
The remaining 50-60% (52% in 2019) is considered ‘un-contracted’. These painters, according to Gallup’s definition, “are psychologically indifferent to their paintings and their business” and “dedicate time, but not power or passion, to their paintings. Uncommitted painters will be shown to paint and bring the minimum required.” That’s not exactly a cry for responsibility. They look more like watchwatchers.
Together, on average over the past 20 years, 70% of workers (65% in 2019) need to be empowered; they need to work a little bit. It’s a huge motivational challenge.
Research has shown that motivations fall into one of three categories:
(1) performance, or ability for one’s own responsibilities,
(2) organizational adequacy, or whether or not one feels accepted through his colleagues and makes a full contribution, and
(3) self-image, or what gives us a sense of satisfaction and self-esteem.
Two-thirds of workers who are not hired may have one or more of these problems.
Let’s take Lisa, an operational processor. For the most part, his role is routine. An order of paintings arrives and then checks that everything is complete and that it has transparent orders to follow. If so, play the routine. Otherwise, she sends it back, noticing an error. This is an undeniable process, much of which can be automated. But because it’s meaningless, mistakes aren’t uncommon. Many layers of processes have been added to prevent errors from the afterlife from falling back, so Lisa has nothing to do, unless her function adapts or develops. In fact, Lisa’s managers tell her (and her colleagues like her) that she doesn’t value making an investment, even if that’s probably not her intention.
Lisa would possibly feel bored, not be able to realize her future because of her limited role and exposure. You may not feel like belonging to the organization or have not been accepted through your peers, so you try to spend the day before returning home with your circle of family and friends. She may be suffering from her self-image: if the paintings she makes aren’t stimulating or important, right?
Without asking Lisa questions and without seeking to perceive her motivational problems, managers and managers are likely to dismiss her, not realizing the role they play in the design of the job. As executives, we made up our own stories about other people who seem to have difficulties. They’re lazy. They don’t perceive. They don’t need to work. We rarely spend our time helping them realize what they’re suffering. Which manager has ever spent so much time tutoring?
Empowering about two-thirds of painters who don’t need to be empowered is knowing what motivates them, what motivates them, and how to turn them into committed painters. It’s an unbearable war every day in the trenches, until the missing pieces are prepared for this partner. Once they did, you helped this painter adapt for life. And their control charts have become much easier.
As CEO of Magpie Insights, I help organizations expand ingrained methods in the roles of their employees, so the chances of success replace and
As CEO of Magpie Insights, I help organizations expand methods rooted in the roles of their workers, thus improving the chances of good fortune for replacement and execution. The results: higher profits, organizational power and greater commitment and retention of workers. As a coach, I help executives become more empathetic managers and their ability to adapt and resilience as leaders. Before developing the magpie technique for empathetic control, I spent nearly 20 years as a control and strategy consultant, entrepreneur and executive of monetary facilities, while reading motivation through the lenses of psychology, neuroscience, evolutionary biology, behavioral economics, leadership and negotiation.