| By definition, employee empowerment is giving | | | | fearful their employees will make costly mistakes; |
| your staff the freedom to make decisions | | | | in essence these managers are unwilling and afraid |
| without the authority of a manager, after they | | | | to take the risk. They don't want to suffer the |
| have been properly trained. Make no mistake, | | | | consequences of a poorly executed decision, even |
| abdicating responsibility to employees because you | | | | if it is a valuable learning experience for the |
| are too busy, too lazy, or too important to do it | | | | employee. |
| yourself is not empowerment - that's what we | | | | They are secretly intimidated. Some managers |
| call "dumping". | | | | question, "what if the employee makes a decision |
| While true employee empowerment comes with | | | | that makes them look smarter than me?" These |
| many valuable benefits, few leaders use it as a | | | | type managers don't want to arouse any movers |
| means of raising the bar and driving excellence | | | | or shakers within the department; thus, mediocre |
| within their team. So, why don't managers | | | | to marginal employee performance is just fine -- |
| empower their employees? Well there are four | | | | and is the most they get out of the team. |
| fundamental reasons: | | | | So, if you've noticed that your boss rarely |
| They are too busy. Too often managers are so | | | | empowers you to make decisions or delegates |
| involved in "doing the work", that they lose sight | | | | challenging tasks to you, there may be an |
| of the fact that they may very well have a team | | | | underlying reason. On the other hand, if you are |
| of talented employees who can perform those | | | | the boss who rarely empowers the staff to |
| duties with just a little coaching and direction - | | | | handle routine issues within the department, you |
| freeing you up to be the visionary leader you | | | | might identify with our top four reasons outlined |
| were hired to be. | | | | above. |
| They think it takes too much time. Many | | | | Bottom-line, creating and sustaining a culture of |
| managers feel that in the time it takes them to | | | | excellence cannot be achieved without fully |
| train an employee on a new task, they could | | | | engaged employees who feel a part of the |
| have very well taken care of it themselves. | | | | organization, and that they are truly valued |
| Unfortunately, this is short-sided thinking because | | | | contributors to the success of the organization. |
| your employees "never learn to fish" this way, | | | | For tips and coaching strategies on properly |
| and must continually interrupt you for insignificant | | | | empowering your team, effectively delegating |
| matters that they should be capable of resolving | | | | new tasks, and gaining back your valuable time, |
| on their own. | | | | check out some of the best practices posted on |
| They think it's too risky. Some managers are | | | | my website. |