The Art of Empowerment. Lynn E. Lawrence, CMSgt(ret), USAF CPOT, ABOC, COA, OSC Consultant

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1 The Art of Empowerment Lynn E. Lawrence, CMSgt(ret), USAF CPOT, ABOC, COA, OSC Consultant

2 Quote If your actions inspire others to dream more, learn more, do more and become more, you are a leader. John Quincy Adams

4 The process

5 Many leaders have found that creating an environment where people feel valued and respected is a key to high motivation. Book: The Leadership Experience- Daft Motivation is how leaders can bring out the best in followers Motivation defined: the forces either internal or external to a person that arouse enthusiasm and persistence to pursue a certain course of action

8 Leadership Approach to Motivation Attempts to motivate people by providing them with the opportunity to satisfy higher needs and become intrinsically rewarded

9 Motivation The study of motivation helps leaders understand what prompts people to initiate action, what influences their choice of action, and why they persist in that action over time Motivation can lead to behaviors that reflect high organizational performance

10 Proud to Serve Culture of trust Significant purpose Pride in what you do Sense of service Confidence in leadership Belonging/safe environment Coaching, not threatening Teambuilding / loyalty

11 Ways to motivate staff Fair pair Never happy if not paid Autonomy Self-direction Mastery Making a contribution Purpose (unhitch profit/purpose) Makes coming to work better Way to get better talent

12 Hierarchy of Needs Theory Abraham Maslow This, Needs Based Theory, proposes that humans are motived by multiple needs and those needs exist in a hierarchical order wherein the higher needs cannot be met until the lower needs are met. Physiological the most basic (lowest) human need, food, water, oxygen Safety- secure physical and emotional environment, free from threats/violence Belonging to be accepted by others, a part of a group, positive relationships Esteem desire for a positive self-image, attention, appreciation, recognition Self-Actualization self-fulfillment, developing one s full potential, increasing one s competence, and becoming a better person, ready for empowerment

14 Lower needs take priority

16 Two Factor Theory Frederick Herzberg Another Needs Based Theory of Motivation, based on interviews by workers. Dissatisfied workers are quite different than satisfied workers and they operate from two entirely different dimensions. Hygiene factors involves working conditions and pay, policies, and interpersonal relations Motivators job satisfaction and meeting higher-level needs such as achievement, recognition, and opportunity for growth

Non-Motivated Workers Empowerment won t happen! When workers are not motivated to achieve organizational goals, the fault is often with the leader(s).

17 Non-Motivated Workers Empowerment won t happen! When workers are not motivated to achieve organizational goals, the fault is often with the leader(s). Keeping non-motivated employees prevent future growth within the company Can t exchange ideas with those that don t care about progress Caution with more senior employees

21 Authority Authority comes in many different forms but can be divided in two different categories: Legal: organizational Earned: subordinate

22 The Impact of Sacrifice Leaders that demonstrate sacrifice first, their example inspires those that follow to do the same. Sacrifice cost you something, just as a child views the sacrifice of their parents impact their lives, the same occurs in the workplace with workers.

23 Dimensions of Empowerment

26 Foundational Truths Prior To Empowerment Committed Leadership Formal Structure Capable Follower

28 Willing to Follow Willing to accept authority Understands teamwork Can work independently Values communication Student and teacher Passionate/ follow through Mature decision maker Understands respect

34 Found that when all of the organizations employees are highly motivated and performing at their peak, customers are 70% more loyal, staff turnover drops by 70%, and profits jump 40%. Gallop Poll Survey Leaders can help satisfy followers needs and simultaneous encourage high performance

35 Needs Money Friends Recognition Achievement

36 Behaviors Results in action to fulfill needs Military s way of waiting for the individual to demonstrate the trait prior to the promotion Demonstrating a desire to improve is very important

37 Personal Communication Preferences Generation Boomers Gen Xers Millennials Preferred method of communication Face-to-face Phone calls Personal interactions Structured networking Voic Casual Direct and immediate Text messages Collaborative interaction

38 Rewards Satisfy needs Intrinsic rewards Extrinsic rewards

Intrinsic rewards Internal satisfactions a person receives in the process of performing a particular action Though extrinsic rewards are important, leaders work especially

40 Intrinsic rewards Internal satisfactions a person receives in the process of performing a particular action Though extrinsic rewards are important, leaders work especially hard to help followers achieve intrinsic rewards, they appeal to a higher individual need such as accomplishment, achievement, competence, fulfillment, and selfdetermination

41 Empowerment defined Mean encouraging and allowing individuals to take personal responsibility for improving the way that they do their jobs and contribute to the organization

42 Identity

43 Rewards given by another person, typically a superior Pay, bonuses Promotion Praise Appeal to lower needs such as material comfort, safety and security Extrinsic rewards

44 The motivation in polishing a car: Example of Intrinsic vs Extrinsic Rewards If the car belongs to you, you take exceptional pride in wanting to see your own car shine, that is intrinsic rewards Now buffing a car because you work at a car wash and it is one of many that you will do throughout the day for a pay check, that is extrinsic rewards

45 Pain and fear Pleasure and growth

46 Positive/Negative Motives People have positive and negative motives that cause them to engage in specific behaviors or activities, both have their place. Positive: helping others, pay, bonuses, praise Negative: threats and punishments, selfdoubt, and anxieties

50 Implementation of Empowerment

51 Know What You Want To Empower Them To Do

53 Must for Implementing Empowerment Leadership Trust Training Staff confidence Monitoring Reporting A feedback system

54 Empowered to

55 Empowerment When leaders empower others, allowing them the freedom to determine to own actions, subordinates reward themselves intrinsically for good performance Ideally, work behaviors should satisfy both lower and higher needs, as well as serve the mission of the organization

58 Assessing Employees Workplace Satisfaction Testing Time

59 Test: Are your needs being met? 1. I feel physically safe a work 2. I have good health benefits 3. I am satisfied with my pay 4. I feel my job is secure for as long as I want it 5. I have good friends at work 6. I have enough time away from work to enjoy other things in life 7. I feel appreciated at work 8. People at my workplace respect me as a professional and expert 9. I feel that my job allows me to realize my full potential 10. I feel I am realizing my full potential 11. I feel that my job allows me to do my work better 12. There is a lot of creativity involved in my work

60 Test Answers 1. Questions 1-2 Physiological and health needs met 2. Questions 3-4 Economic and safety needs met 3. Questions 5-6 Belonging and Social needs being met 4. Questions 7-8 Esteem needs 5. Questions 9-12 Self-actualization needs Score =

61 Score These five scores represent how you see your needs being met in the work situation. An average score for overall need satisfaction is typically 6, and The score for lower level needs will tend to be higher

62 Get into their head Before they get into yours Teach them!!!

64 What is a paradigm? Hint: it is not two nickels

65 Acquired Needs Theory David McClelland Proposes that certain types of need are acquired during an individual s lifetime. People are not born with these needs but may learn their life experiences Need for achievement the desire to accomplish something difficult, attain a high standard of success, master complex tasks, and surpass others Need for affiliation the desire to form close personal relationships, avoid conflict, and establish friendships Need for power the desire to influence or control others, be responsible for others, and have authority over others

66 Reinforcement perspective, expectancy theory, and equity theory They focus on extrinsic rewards and punishments aka the carrot and the stick approach Other Needs-Based Theory s The carrot is the reward and the stick is the punishment

67 Empowerment Hazards Failure to train Empowering the wrong person Power tripping

68 Needs-based theory focus on underlying needs that motivate how people behave. Leaders can work to meet followers needs and hence elicit and successful work behaviors

69 Number One Goal!!! A productive work force with motivation and good morale

70 Sharing overall company financial data and allowing people to participate in strategic decision making is a great high-level motivator. Empowerment Empower refers to power sharing, delegation of power or authority to subordinates in the organization Provides strong motivation individual have a sense that they are in control of their work and success Research indicates: most people have a need for self-efficacy the capacity to produce results or outcomes to feel effective

72 Empowerment is Employees are responsible fulfilled when for their own success

73 Five Elements Must Be In Place Prior To Empowerment 1. Information employees receives info on company s performance 2. Knowledge employees must receive knowledge and skills to contribute to the company 3. Discretion have the authority to make decisions that directly reflect work procedures and organizational direction 4. Meaning understand the impact of their jobs 5. Rewards employees are rewarded based on company performance

76 Tracking Progress

77 Tracking Results Leadership sets boundaries Empowered individual understands the boundaries and what to do when progress is not going well Understands the responsibility Defining success

78 When Empowerment Works

79 Implementation of Empowerment Leadership must be in place Trust must be in place Training must be in place Staff confidence must be in place Monitoring must be in place Reporting must be in place A feedback system must be in place

82 Is one in which people are not just satisfied and productive but also engaged in creating the future their own and that of the organization. A Thriving Work Force A thriving employees is one that feels alive, energized and passionate about what he/she is doing Individual are learning, growing, developing new knowledge, skills and abilities that can be applied now and the future

83 Results are produced Productivity has met or exceeded expectations When empowerment works When the vision for the company has been realized

removing the any leadership responsibility must have oversight Micro-managing and

85 What Empowerment IS NOT! Carte Blanche decision making for the employee must have boundaries Totally removing the any leadership responsibility must have oversight Micro-managing and removing any decision autonomy allow to lead Growing an individual team growth For individuals without personal motivation self-confidence is a must!

87 Thank You

Reflect on the Types of Organizational Structures. Hierarch of Needs Abraham Maslow (1970) Hierarchy of Needs

Reflect on the Types of Organizational Structures 1 Hierarch of Needs Abraham Maslow (1970) Self- Actualization or Self- Fulfillment Esteem Belonging, Love, and Social Activities Safety and Security Psychological