Empowerment - 11 Key Ways To Check Your Actions
Empowerment - 11 Key Ways To Check Your Actions
I share information as often as I can – understanding that the sharing of knowledge helps raise the level of involvement. Therefore, I don’t believe – as some leaders do – that keeping as much information “secret” as I can gives me a feeling of power
I genuinely listen to what members of my team have to say to me – and encourage them to be honest with information – telling me the “bad” as well as the good” even when I might not want to hear it. I use effective listening skills to emphasize to my people that I am truly interested in what they are saying
If I offer help to my people when they have tough problems or situations to deal with, I do this without feeling the need to take over and “manage” the situation. If I must always take control - then I am afraid to empower - or am too convinced of my own importance to the success of everything my people do
I’m not too proud to be prepared to ask my people for help on a regular basis when I am having “toughies” to deal with. I act on any help when I can – and make sure the person gets the credit. It's good to let other members of my team be the "expert" or "go-to person"
I actively encourage members of my team to disagree with me in a constructive way when they feel I’m taking a wrong course; not considering all the options; or about to make a poor decision etc. And, I never take offence at such behaviours on their part – instead seeing it as a sign of the good professional relationships I have with my people
I allow my people to make as many decisions about their work as I can – and offer full support for what they decide to do. Then, I try to avoid changing their decisions – except in a genuine “emergency” situation. However, I will talk their decisions through with them afterwards to understand their thought processes and see if other courses might be better to take next time. Or, of course, if I can offer warm encouragement for the way they "got something right"
I show each of my people – on a regular basis – that they are valuable to the organisation and the team – and that I personally both rate and enjoy working with them. I provide regular feedback on their performance – and in a positive, forward-looking way. Where things have gone wrong, I focus on correcting for the next time rather than punishing for the last
I believe that objectives, goals, tasks and procedures can all be changed when it’s time to head off in a different direction. I avoid “set in stone” and “this is how we’ve always done this” attitudes
I encourage my people to make mistakes (within certain limits e.g.safety, company policy etc.) so that they can try something new; understanding that’s how both they individually – and the team and company as a whole – learn what works best. of course, repeating the same mistakes is not acceptable - and I should be prepared to make this clear if I have to
I demand genuine, complete feedback on my performance on a regular basis – and then consider this – and act upon it when I can
Empowerment 11 Key Ways To Check Your Actions - To learn more about this author, visit Gordon Veniard's Website.
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I genuinely invite members of my team to participate in decision-making as often as I am able to. This means that they have a genuine chance to influence - not simply to state an opinion which will usually be ignored (unless it mirrors your thinking)! So, when I do this, it is genuine – not simply an attempt to get them to agree with what I want to do
I share information as often as I can – understanding that the sharing of knowledge helps raise the level of involvement. Therefore, I don’t believe – as some leaders do – that keeping as much information “secret” as I can gives me a feeling of power
I genuinely listen to what members of my team have to say to me – and encourage them to be honest with information – telling me the “bad” as well as the good” even when I might not want to hear it. I use effective listening skills to emphasize to my people that I am truly interested in what they are saying
If I offer help to my people when they have tough problems or situations to deal with, I do this without feeling the need to take over and “manage” the situation. If I must always take control - then I am afraid to empower - or am too convinced of my own importance to the success of everything my people do
I’m not too proud to be prepared to ask my people for help on a regular basis when I am having “toughies” to deal with. I act on any help when I can – and make sure the person gets the credit. It's good to let other members of my team be the "expert" or "go-to person"
I actively encourage members of my team to disagree with me in a constructive way when they feel I’m taking a wrong course; not considering all the options; or about to make a poor decision etc. And, I never take offence at such behaviours on their part – instead seeing it as a sign of the good professional relationships I have with my people
I allow my people to make as many decisions about their work as I can – and offer full support for what they decide to do. Then, I try to avoid changing their decisions – except in a genuine “emergency” situation. However, I will talk their decisions through with them afterwards to understand their thought processes and see if other courses might be better to take next time. Or, of course, if I can offer warm encouragement for the way they "got something right"
I show each of my people – on a regular basis – that they are valuable to the organisation and the team – and that I personally both rate and enjoy working with them. I provide regular feedback on their performance – and in a positive, forward-looking way. Where things have gone wrong, I focus on correcting for the next time rather than punishing for the last
I believe that objectives, goals, tasks and procedures can all be changed when it’s time to head off in a different direction. I avoid “set in stone” and “this is how we’ve always done this” attitudes
I encourage my people to make mistakes (within certain limits e.g.safety, company policy etc.) so that they can try something new; understanding that’s how both they individually – and the team and company as a whole – learn what works best. of course, repeating the same mistakes is not acceptable - and I should be prepared to make this clear if I have to
I demand genuine, complete feedback on my performance on a regular basis – and then consider this – and act upon it when I can
Empowerment 11 Key Ways To Check Your Actions - To learn more about this author, visit Gordon Veniard's Website.
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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