Product Description

This text illustrates three simple keys that organizations can use to effectively tap into the knowledge, experience and motivation power that people already possess. The authors focus on a manager whose attempts to turn his troubled company around using traditional methods is failing. They show how he reluctantly contacts an expert in empowerment, who then, step-by-step helps him to understand why his previous efforts have failed. The expert then shows the managers what he needs to do to cretate an empowered workforce.

Product Details

• Amazon Sales Rank: #123986 in Books
• Published on: 2001-12-01
• Original language: English
• Number of items: 1
• Binding: Paperback
• 145 pages

Review
"The most truthful, straight-talk book on managing people to come along in aeons. This is an exceptional tool for business." - Harvey Mackay, author of Swim With the Sharks Without Being Eaten Alive "The authors show that empowerment is more than an empty promise. A must-read for liberating the leader within people." - Barry Z. Posner, co-author of The Leadership Challenge and Credibility

Barry Z. Posner, co-author of The Leadership Challenge and Credibility
“The authors show that empowerment is more than an empty promise. A must-read for liberating the leader within people.”

About the Author
Ken Blanchard, an internationally recognised consultant and best-selling author, is chairman of the Ken Blanchard Companies. He is the author or co-author of twelve previous books, including The One Minute Manager. His books have collectively sold more than twelve million copies and have been translated into twenty-six languages.
John P. Carlos is a Senior Consulting Partner with The Ken Blanchard Company, as well as a management consultant and trainer. He speaks internationally on topics such as legendary service, leadership, and team spirit, as well as empowerment.
Alan Randolph is an internationally known management consultant, educator, author, and speaker. His client roster includes Caterpillar, Household International, and E.I. DuPont, among others. A senior Consulting Partner with the Ken Blanchard Companies, he is also a professor of management and director of global business practicums at the University of Baltimore’s Merrick School of Business.

Customer Reviews

Empowerment causes fear in managers!
At last: acknowledgement that the difficulties in empowering others are not just lack of commitment of workers. Blanchard uses his the same story telling technique to get some good messages across. Any irritation is balanced by some novel perspectives. Basic belief in people underlies empowerment. People are afraid to do their best because organisations are set up to catch people doing things wrong rather than reward them for doing things right. Empowerment more about the attitude of the leader. Leaders fear that they will lose their job through empowering others: however, their job changes from directing controlling and supervising to helping team be more effective (i.e. you work for them). Share information first rather than setting goals first: top down goal setting assumes all brains at the top of the organisation - whereas sharing information develops trust. Create autonomy through boundaries: defines values and rules that underlie desired beliefs and supports decision making - without guidelines people revert back to unempowered habits. Compelling visions emotionally and intellectually crystallise values, nature and purpose of business. Get employees to list ten things that they think you hold them accountable for. Empowering others means that become less dependent upon you. Leaders need to follow rule: don't just do something, stand there, i.e. allow others to act. Position power replaced by expertise, relationships and accountability. Boundaries as guidelines for action once sufficient information to understand current situation. Paradox: rules and structures required to initiate empowerment but these rules and structures must support the new values. Empowerment means freedom to act and accountability for results. In hierarchical organisations people look up to their bosses instead of out to the customers. Empowered people do not look up the hierarchy for answers; they take responsibility for resolving problems where they occur. Another paradox: to be held accountable you want to be in control, but if you want to empower people you have to relinquish control - scary for managers.

Clear, concise insights into empowerment.
The authors use a story format to explain the nature and process of achieving empowerment. The focus is on sharing information with everyone, creating autonomy through boundaries, and replacing the old hierarchy with self-directed teams. Clear and concise.

Get the best from your team - it works
This book and it's follow up how-to guide continue to prove that they're founded on great principles. I've recently read a biography of Admiral Nelson and realise that empowerment is not an american import! During good times or more challenging times the info in this book provide a source of inspiration, a guide and how-to suggestions. When coupled with sensitive and determined decision making it could help transform most organisations - this depends on the ability of the leader as always, however this little tome can impact on your leadership style significantly. Well worth a read, and a re-read and testing whether stuff works - it has for me, repeatedly.