5 Truths About Empowering People.
by Kathy Seaton
The role of the leader is changing dramatically, especially during disruptive times.
It’s been proven time and again that leaders develop, maintain, and recruit the best of the best from our market’s talent pool. The notion that better people lead to better business is certainly something that is a reality and needs to be an organizational imperative.
Empowerment fosters engagement and enfranchises employees in unprecedented ways. Not only do peers and employees become more confident and work-ready, but they also become more committed, strategic, intuitive, creative, and analytically competent.
We can’t ignore the power of people.
Leaders need to put principles over personalities. Meaning that ego gets set aside, the bottom line isn’t a singular focus, and siloed thinking gets sidelined quickly.
Empowering employees isn’t a daunting task. In fact, it’s as simple as giving your employees an opportunity and a promise that they are part of the fabric of the organization. It means trusting your staff and giving them the freedom to formulate ideas, permission to make decisions, and power to drive strategic initiatives that lead to a successful business.
Now is the time to lead change and become a leader that is different—one that operates according to an unmistakable and unique moral code. These types of leaders approach everything from a “people” point of view—understanding that without people, there is no chance for success.
I guess it’s a warrior approach during what is globally acknowledged as uncertain and uncomfortable times. A warrior leader is respected and honored for their faith in others. And prove that they put themselves on the line for others and take care of their people in all-encompassing ways.
To accomplish this, leaders need to express their truth to the staff that empowerment matters. Here are some benefits of allowing employees to manifest their own personal beliefs about where they fit into the organization.
Truth #1: Flattening the Hierarchy Eliminates the Perception of Micro-Management
A flat organizational structure can eliminate the excess management layers to improve open communication and increase transparency in the workforce. Less layers results in better employee performance and develops a sense of teamwork and loyalty to others. It has the power to reduce the sink or swim mentality. Fewer management levels can improve productivity and decision-making among your employees.
Truth #2: Transparency of Organizational Core Values and Goals Breeds Employee Engagement
Alignment is an important part of empowerment. The goals and objectives of the corporation should be clearly and mindfully communicated to employees, and make sure that you do the same during candidate recruitment. This implies that your staff will understand the vision, the brand, and their roles and expectations regarding involvement and contribution. They can then align their personal objectives with their job role and notion of upward mobility. And this effort will certainly build their confidence and feelings about being truly empowered.
Truth #3: Team Development is What Matters Most for Employee Performance
Leaders often focus on metrics that don’t tie strongly to employees’ psychological needs and ultimate performance.
Gallup has studied millions of organizations worldwide and discovered how to build engaged workplaces—those that see significantly better profitability, productivity, absenteeism, customer loyalty/engagement, and other business outcomes.
Increasing engagement starts by meeting your employees’ 10 basic, individual, teamwork, and growth needs. These 10 elements of employee engagement make up the items on Gallup’s Q12 survey: expectations, resources, opportunity, care, encouragement, commitment, purpose, relationships, progress, and growth.
Truth #4: Actions Speak Louder than Words
Employees want to be heard. And one of the best ways to allow that is giving them a say and the opportunity to complete surveys about their needs and wants. But the results need to be documented and released to employees with a plan of action.
It’s been documented that employees who strongly agree that their organization acts on survey results are 1.9 times more likely to be engaged. If you’re not using a survey that provides a framework for action, now is the time to switch.
Truth #5: HR Can’t Go at it Alone
Empowerment and engagement can’t reside solely as a responsibility of HR. Empowerment needs to come from the top down and be set as a meaningful organizational priority.
Managers account for 70% of the variance in team engagement and empowerment. There are no quick fixes when it comes to human relationships. It is essential that leaders and managers effectively and purposefully interact with and develop each team member over time. But remember, this level of relationship building needs to occur sooner than later.
And HR can’t always be the one that places emphasis on this during employee recruitment. At all points of the interview process, managers need to express this notion as an organizational priority.
“It’s not the tools you have faith in. Tools are just tools, they work, or they don’t work. It’s the people you have faith in or not.” Steve Jobs.