I had never thought of empowerment as something I could choose to experience. Until I read the following paragraphs from Daryl R. Conner, I thought empowerment was something that only leaders could give to followers. Conner, however, challenges us to think of empowerment as a two-way transaction wherein the follower must also make an investment before true empowerment takes effect. As you will see below, there is a price to be paid for receiving empowerment.
[LNG]
EMPOWERMENT
Exceprt from: Daryl R. Conner, Managing at the Speed of Change: How Resilient Managers Succeed and Prosper Where Others Fail. New York: Villard Books, 1993, (194-7).
"Empowered employees are those who provide true value to the organization, influencing the outcome of management's decisions and actions. The antithesis of empowerment is victimization. Victims believe they are faced with a negative situation offering no alternatives. In actuality, most victims face alternatives they refuse to act on because they view them as too expensive.
"Victims resent feeling as if they are being used and tend to feel depleted by change. Therefore, they demonstrate little interest in contributing beyond what is necessary to protect their employment during unsettled times. Subsequently, the organization profits little, if any, from its investment in such people. For foxholes to form, employees must overcome their fear of victimization and engage management in an empowered fashion as key contributors to a team effort. The basis for this approach is not blind faith, but the knowledge that they hold management's bullets, which provides a healthy balance of power in the relationship.
Empowerment Should Not be Confused with Delegation, Courage, or Autonomy
Empowerment Is Different from Delegation
"Many organizations mistakenly refer to "empowering" the work force when they encourage people to make their own decisions about some aspect of their job. When someone has been assigned the right to make his or her own decisions, it is more appropriate to call this delegation. The term empowerment should be reserved for those situations where employees are not granted permission to take action on their own, but instead are asked to provide input to management as decisions are being made. You are empowered when you are valuable enough to others to influence their decisions--not when you are allowed to make your own.
"Even if your suggestion is not implemented, you are empowered if your ideas are genuinely considered before the final decision is made. Empowered peoplef do not always get what they want, but their input is always considered important and it carries weight with those making decisions.
Empowerment Is Not the Same as Courage
"It is possible to act on one's convictions, but not be really influential with others. The act of offering someone your ideas or thoughts does not constitute empowerment unless you are considered valuable by that person. Therefore, empowerment represents both a person's willingness to provide input to decision makers and an environment where that input is valued.
"When someone chooses to express his or her opinion despite the fact that the decision makers do not seek nor value such input, the act is referred to as courageous, not empowered. The students at Tiananmen Square were courageous, but they lacked the value to be influential with their governmental leaders. Therefore, they were not empowered.
Empowerment Is Not Synonymous with Autonomy
"It is possible to be independent yet still be incapable of generating a desired result. To be empowered is to believe that you can significantly influence your own destiny. Empowered people do not think they control all the elements of their lives, but they do believe that, most of the time, they are responsible for a great deal of what happens to them.
"In this context, responsibility implies neither blame nor acclaim, but rather the belief that most of the circumstances in which we find ourselves are the result of how we have defined the situations we face, the decisions we make, and the price we are willing to pay for what we want. So, the hallmarks of an empowered person are the creativity to frame the situation so success is possible, the capacity to face and make tough decisions. and the motivation to pay the price of success.
"An empowered person has the creativity to define a situation in such a way that the likelihood of success improves. There are three different ways to define and approach situations.
"1. Opportunities: Opportunities are potential benefits that require appropriate action to fully realize; opportunities can be exploited.
"2. Problems: Problems have solutions. They may be elusive. but they can be prevented or resolved if you pay the price.
"3. Dilemmas: Dilemmas have no solution. They are an inherent part of the situation at hand and, therefore, they must be accepted as inevitable. Sibling rivalry among young children is not a problem to be solved, but a dilemma to be managed.
"Empowered people do not try to fix unresolvable problems: they learn instead how to live with the dilemma, or they shift from viewing a situation only as a problem to seeing the opportunities they might exploit. People spend their careers in one of two ways: (1) as victims of missed opportunities, unsolved problems, and unaccepted dilemmas, or (2) as architectural managers affecting these situations through their own creative actions.
"The capacity to face and make tough decisions is the second essential component of empowerment. Either consciously or unconsciously, people are constantly making decisions that help determine the situations in which they later find themselves. For example, being unhappy in a marriage is, in part, the result of a prior decision regarding who to marry. Being successful in one's job is partially the result of a previous career decision. Since all decisions are made with insufficient data, once decisions are made, they can be sustained, modified, or reversed based on new information that is obtained over time. Sometimes, living an empowered life requires making tough decisions. The responsibility for what happens, or continues to happen, lies primarily with you.
"The motivation to pay the price for success is a third key aspect of empowerment. Empowered people approach life as if it were an expensive pastime. They believe that people either pay dearly for getting what they want, or they pay dearly for not doing so. Since both invoices are expensive, they choose the one that represents the least cost for the most gain. They always know, however, that a price will be paid. How much is paid and what is received for that payment are the only options.
"Although the organization must provide the appropriate environment, it also includes a self-concept earned through creative reframing, tough decisions, and expensive payments. This aspect of empowerment is not something that the organization grants employees and managers or transfers through training. Work environments can be established that attract empowered people And empowerment can be fostered, but it is not a quality that can be given to people simply because the organization has decided that it would be a good idea."
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So, according to Conner, I must choose to be empowered.
Hint to the Leader
What kind of environment are you creating for the people you lead? How can you let them know that you value their input and that you do not merely tolerate them expressing their views?
Hint to the Follower
Have you been acting like a victim, or like an empowered manager? What price will be required of you to feel empowered? Are you willing to pay the price?
© Dr. Larry Gay, July 11, 2010 http://mylead360.blogspot.com/ "Lessons on Leadership and Followership"
July 11, 2010
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