Building Blocks of Empowerment

• Must earn the right to lead.
• Don’t have enough information to make the best decisions; others often have better access to information.
• Can improve the quality of their decisions by obtaining the input of those who have valuable perspectives.
• Can benefit from respected participant’s feedback, even when it is difficult or painful to receive

• Can contribute to the quality of decisions for which they have specialized knowledge, unique perspectives, or considerable experience.
• Must earn the right to influence the decision maker’s thinking by providing valuable perspectives.
• Are responsible for helping decision makers make the best, most informed decisions possible.
• Have no direct control over the final action but can influence decisions by offering their input.
• are working with a decision maker who is willing and able to be influenced when the advocacy comes from a source he or she deems credible.

Motivations are the driving force behind empowerment

• Make decisions that achieve the best immediate and long-term results.
• Ensure their decisions are thorough and technically accurate.
• Increase other’s commitment to their decisions.
• Engage in breakthrough thinking and creative problem solving.
• Foster an environment where people are involved and feel valued.

• Shape decisions that produce immediate and long-term results.
• Work where they have an opportunity to influence their own destiny and that of the company.
• Increase the likelihood that decisions are well thought out.
• Work for a company in which they feel valued.
• Help produce breakthrough solutions.
• Share in the organization’s vision.

Actions are the behavioral evidence of empowerment

• Select and develop people who will offer ideas and support their decisions.
• Determine when and how much to solicit the input of others.
• Send clear messages that participation is expected and will be rewarded.
• Appropriately involve specific people in the decision-making process (according to their qualifications and the amount of flexibility the situation allows).
• employ techniques that facilitate participation (such as an open-door policy, focus groups, or hotlines).
• Carefully listen to and consider the ideas of others.
• Demonstrate the permeability of their frame of reference by using the input of others.
• Explain the rationale behind their decisions to those who offered input.
• use consequence management to rewarded those who support the decision and impose sanctions on those who do not.

• Recognize situations where they have input to contribute, and then offer it.
• Identify problems early and prepare adequately before offering suggestions to decision makers.
• Share their honest perspective, even when this challenges the decision makers’ view or desires.
• Show support for the decision maker and/or the decision, even when it was not what they advocated.
• Follow up with the decision maker to determine the impact of their contribution.
• Share with others examples of successful participation with decision makers.