IN ANY WORK PLACE, EARNING EMPLOYEES TRUST IS VERY CRUCIAL TO THE SUCCESS OF BUSINESS ENDEAVOURS.
SOMEONE SAID THAT EMPOWERING EMPLOYEES BY EARNING THEIR TRUST IS A CURE TO ALL ORGANIZATIONAL ILLS.
AN EMPLOYEES MUST BE TREATED WELL AND RESPECTED. MOST MANAGERS CONSIDERED EMPLOYEES AS A MERE PAWN BUT THIS SHOULD NOT BE THE CASE BECAUSE THESE PEOPLE HAVE THE BEST KNOWLEDGE TO SERVE CUSTOMERS AND CLIENTS.
SUSAN HEATFIELD LISTED HOW MANAGERS EARN THEIR EMPLOYEES TRUST AND THEREBY EMPOWER THEM. I FOUND IT VERY BENEFICIAL SO I WANT TO SHARE IT WITH YOU IN THIS BLOG.
1. ESTABLISH BOUNDARIES
MANAGERS MAY WELL ASK THEMSELVES: WHAT DECISIONS CAN BE MADE BY STAFF MEMBERS? WHAT DECISIONS CAN THEY MAKE EACH DAY FOR WHICH THEY DO NOT NEED PERMISSION?
SUSAN SAID, MANY MANAGERS MICRO-MANAGE THEIR SUBORDINATES BECAUSE THEY DO NOT TRUST THEIR STAFF TO MAKE GOOD DECISIONS.
SHE CITES AN HR MANAGER WHO ADDED 10 DAYS TO THE COMPANY'S HIRING PROCESS BECAUSE HE REQUIRED HIS SIGNATURE AT EVERY TURN. THE PAPERS PILED UP ON HIS DESK FOR DAYS BUT HIS STAFF DID NOT PROCEED WITHOUT HIS SIGNATURE. HIS LACK OF TRUST MADE EMPLOYEE EMPOWERMENT A JOKE.
2. DO NOT SECOND GUESS THE DECISIONS OF YOUR EMPLOYEES YOU HAVE GIVEN THE AUTHORITY TO MAKE A DECISION.
YOU CAN HELP STAFF MAKE GOOD DECISIONS BY COACHING, TRAINING AND PROVIDING THE NECESSARY INFORMATION. WHAT YOU CAN'T DO (UNLESS A SERIOUS COMPLICATION WILL RESULT) IS UNDERMINE OR CHANGE THE DECISION YOU HAD EMPOWERED EMPLOYEES TO MAKE.
TEACH THEM TO MAKE A BETTER DECISION NEXT TIME. BUT DON'T UNDERMINE THEIR FAITH IN THEIR PERSONAL COMPETENCE, SUSAN ADDED.
3. SUPPORT YOUR EMPLOYEES DECISIONS AND STAND BY THEM.
WHEN YOU DELEGATE SOMEONE IT MUST BE COUPLED WITH AUTHORITY AND IT IS VERY IMPORTANT TO SUPPORT YOUR STAFF WHOM YOU HAD GIVEN THE AUTHORITY AND PRESTO YOU ARE BUILDING YOUR STAFF'S CONFIDENCE.
ON THE OTHER HAND BLAME OR PUNISH YOUR STAFF FOR FAILURES AND MISTAKES, AND MAKE THEM FEEL DESERTED AND YOU CAN MAKE EMPLOYEE EMPOWERMENT FAIL IN JUST 60 SECONDS, HEATHFIELD SAID.
4. REMOVE BARRIERS THAT LIMIT THE ABILITY OF STAFF TO ACT.
THESE BARRIERS, SHE SAID, INCLUDE TIME, TOOLS, TRAINING, ACCESS TO MEETING AND TEAMS, FINANCIAL RESOURCES AND SUPPORT FROM OTHER STAFF MEETING.
5. MEET YOUR EMPLOYEES' BASIC NEEDS.
WHEN EMPLOYEES UNDER-COMPENSATED, UNDER-TITLED FOR THE RESPONSIBILITIES
THEY TAKE ON, UNDER-NOTICED, UNDER-PRAISED AND UNDER-APPRECIATED, DON'T EXPECT RESULT FROM EMPLOYEE EMPOWERMENT.
ON THE OTHER HAND, IF YOU DOLE OUT MORE RESPONSIBILITY THAN THEIR POSITIONS REQUIRE AND CAUSE EMPLOYEES TO FEEL OVERWORKED OR UNDERPAID, MANAGERS SHOULD NEED TO MAKE ADJUSTMENTS.
EMPLOYEES NEED EMPOWERMENT BUT THEY DON'T WANT YOU TO TAKE ADVANTAGE OF THEM.
I HOPE THIS ARTICLE/BLOG HELPS MANAGERS OUT THERE IN EMPOWERING THEIR EMPLOYEES BY EARNING THEIR TRUST.
THANKS TO LILIA BORLONGAN ALVAREZ WHO WROTE THIS STUFF IN THE BUSINESS SECTION OF THE PHILIPPINE DAILY INQUIRER DATED APRIL4,2011.
SOMEONE SAID THAT EMPOWERING EMPLOYEES BY EARNING THEIR TRUST IS A CURE TO ALL ORGANIZATIONAL ILLS.
AN EMPLOYEES MUST BE TREATED WELL AND RESPECTED. MOST MANAGERS CONSIDERED EMPLOYEES AS A MERE PAWN BUT THIS SHOULD NOT BE THE CASE BECAUSE THESE PEOPLE HAVE THE BEST KNOWLEDGE TO SERVE CUSTOMERS AND CLIENTS.
SUSAN HEATFIELD LISTED HOW MANAGERS EARN THEIR EMPLOYEES TRUST AND THEREBY EMPOWER THEM. I FOUND IT VERY BENEFICIAL SO I WANT TO SHARE IT WITH YOU IN THIS BLOG.
1. ESTABLISH BOUNDARIES
MANAGERS MAY WELL ASK THEMSELVES: WHAT DECISIONS CAN BE MADE BY STAFF MEMBERS? WHAT DECISIONS CAN THEY MAKE EACH DAY FOR WHICH THEY DO NOT NEED PERMISSION?
SUSAN SAID, MANY MANAGERS MICRO-MANAGE THEIR SUBORDINATES BECAUSE THEY DO NOT TRUST THEIR STAFF TO MAKE GOOD DECISIONS.
SHE CITES AN HR MANAGER WHO ADDED 10 DAYS TO THE COMPANY'S HIRING PROCESS BECAUSE HE REQUIRED HIS SIGNATURE AT EVERY TURN. THE PAPERS PILED UP ON HIS DESK FOR DAYS BUT HIS STAFF DID NOT PROCEED WITHOUT HIS SIGNATURE. HIS LACK OF TRUST MADE EMPLOYEE EMPOWERMENT A JOKE.
2. DO NOT SECOND GUESS THE DECISIONS OF YOUR EMPLOYEES YOU HAVE GIVEN THE AUTHORITY TO MAKE A DECISION.
YOU CAN HELP STAFF MAKE GOOD DECISIONS BY COACHING, TRAINING AND PROVIDING THE NECESSARY INFORMATION. WHAT YOU CAN'T DO (UNLESS A SERIOUS COMPLICATION WILL RESULT) IS UNDERMINE OR CHANGE THE DECISION YOU HAD EMPOWERED EMPLOYEES TO MAKE.
TEACH THEM TO MAKE A BETTER DECISION NEXT TIME. BUT DON'T UNDERMINE THEIR FAITH IN THEIR PERSONAL COMPETENCE, SUSAN ADDED.
3. SUPPORT YOUR EMPLOYEES DECISIONS AND STAND BY THEM.
WHEN YOU DELEGATE SOMEONE IT MUST BE COUPLED WITH AUTHORITY AND IT IS VERY IMPORTANT TO SUPPORT YOUR STAFF WHOM YOU HAD GIVEN THE AUTHORITY AND PRESTO YOU ARE BUILDING YOUR STAFF'S CONFIDENCE.
ON THE OTHER HAND BLAME OR PUNISH YOUR STAFF FOR FAILURES AND MISTAKES, AND MAKE THEM FEEL DESERTED AND YOU CAN MAKE EMPLOYEE EMPOWERMENT FAIL IN JUST 60 SECONDS, HEATHFIELD SAID.
4. REMOVE BARRIERS THAT LIMIT THE ABILITY OF STAFF TO ACT.
THESE BARRIERS, SHE SAID, INCLUDE TIME, TOOLS, TRAINING, ACCESS TO MEETING AND TEAMS, FINANCIAL RESOURCES AND SUPPORT FROM OTHER STAFF MEETING.
5. MEET YOUR EMPLOYEES' BASIC NEEDS.
WHEN EMPLOYEES UNDER-COMPENSATED, UNDER-TITLED FOR THE RESPONSIBILITIES
THEY TAKE ON, UNDER-NOTICED, UNDER-PRAISED AND UNDER-APPRECIATED, DON'T EXPECT RESULT FROM EMPLOYEE EMPOWERMENT.
ON THE OTHER HAND, IF YOU DOLE OUT MORE RESPONSIBILITY THAN THEIR POSITIONS REQUIRE AND CAUSE EMPLOYEES TO FEEL OVERWORKED OR UNDERPAID, MANAGERS SHOULD NEED TO MAKE ADJUSTMENTS.
EMPLOYEES NEED EMPOWERMENT BUT THEY DON'T WANT YOU TO TAKE ADVANTAGE OF THEM.
I HOPE THIS ARTICLE/BLOG HELPS MANAGERS OUT THERE IN EMPOWERING THEIR EMPLOYEES BY EARNING THEIR TRUST.
THANKS TO LILIA BORLONGAN ALVAREZ WHO WROTE THIS STUFF IN THE BUSINESS SECTION OF THE PHILIPPINE DAILY INQUIRER DATED APRIL4,2011.
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