Controllers vs. EmpowerersEmpowerers:What tactics do they use to accomplish their objectives?• Empowerers create an environment in which their people are motivated and committed. For example, an empowerer would encourage brainstorming and feedback.What are the effects of their tactics?• Goals are achieved by empowered and engaged employees when new ideas and processes are formed. For example, a team working for an empowerer takes personal ownership and pride in their work.
Controllers vs. Empowerers (cont)Empowerers:What are the beliefs behind the behavior?• People can be trusted. People can succeed and do well at their jobs. I succeed when my team/organization succeeds.
High-Performance Leadership:Practices of Empowering Leaders
High-Performance Leadership: From Control to EmpowermentProgram Purpose:• Provide leaders with tools and skills to change their behavior from the traditional practices of controlling and directing to coaching, facilitating, and empowering.
High-Performance Leadership: From Control to EmpowermentObjectives:• Recognize yourself as a leader.• Understand the practices of empowering leaders.• Commit to lead “from the balcony.”• Find balance among the 5 leadership roles.• Improve personal productivity and use of time.• Understand the fundamentals of teams and leadership within a team environment.• Establish clear performance expectations and develop the ability to confront poor performance.• Become a leader who empowers others
High-Performance Team: High-Performance Teams: Enable group to become self-governing with facilitative guidance.• Organized around core processes• Employees possess multiple skills• Shared leadership• Principle-governed• Decision made at point of action• People viewed as partners
4 Types of Teams (cont)Type I• High specialization: Low coordination• Work divided up between various specialties• Each specialty consists of a distinctive set of skills• Little coordination needed between specialtiesExample: a geriatric team providing care foran elderly personType II• Made up of people from different disciplines• Requires a high degree of coordinationExamples: product development teams, hospital emergency room, executive leadership team
4 Types of Teams (cont)Type III• Low in both specialization and coordination• Team members share same skill set but have little need to coordinate or communicate.Examples: phone operators, bill collectors,bank tellersType IV• Members share common skills.• High need for coordination• Generally organized around completing a “whole”Example: manufacturing settings where people are building a product
Stages of Team Development Team Reaches its stride andPERFORMING develops into a high-performing team. Team develops rules andNORMING expectations about how the team operates and who does what. Group attempts to work together;STORMING frustrations and disharmony may occur. Group is first put together;FORMING lack direction and unity.