Empowerment and delegation k.bekhet

Motivation, Delegation &
Empowerment Workshop

9-2
Trainer Information
Khaled Bekhet
-DBA, M.Phil., MBA
-Business Advisor for local and foreign organizations
-Instructor and Trainer at the American University in Cairo

9-3
Program Learning Outcomes
1-Discover the levels of employee engagement
2-Differentiate between power, delegation, empowerment
3- Define what delegation is and what its key challenges are
4- Identify the keys to empowerment
6-Define what tasks can be delegated and who to delegate to
7-Prepare delegation briefs based on staff’s motivations
8-Monitor the delegated assignments and give feedback to
develop staff’s skills and independence
3

SEGMENT 1:
Engagement And Satisfaction

9-5
Employee Engagement
• What is “Employee Engagement”?
• Let’s start with what it’s not…
– Employee engagement does not mean
employee happiness or satisfaction. Someone
might be happy at work, satisfied with their job
and their pay, but that doesn’t necessarily
mean they are working productively on behalf
of the organization

9-6
Employee Satisfaction vs. Employee
Engagement
Employee engagement is not the same as employee satisfaction.
• Satisfied employees are merely happy or content with their jobs and the
status quo. For some, this might involve doing as little work as possible.
• Engaged employees are motivated to do more than the bare minimum
needed in order to keep their jobs.
Employee satisfaction…
– only deals with how happy or content employees are.
– covers the basic concerns and needs of employees.
– does not address employees’ level of motivation or involvement.
www.custominsight.

9-7
Definition of Employee Engagement
Employee engagement is the emotional
commitment the employee has to the
organization and it’s goals.
– This emotional commitment means engaged
employees actually care about their work and
their company
– They work on behalf of the organization’s goals

9-8
The Engagement Difference
• 3 Brick Layers Story
What percentage of your people are putting
one brick on top of another?
What percentage are building a wall for the
University?
What percentage are creating a House of
Knowledge? CONTEMPLATE THIS…

9-9
Employee Engagement Framework
Engagement with
The Organization
Engagement with
“My Manager”
Strategic Alignment Competency
High
Performance
An employee engagement model based on statistical analysis
and widely supported by industry research.

9-10
Engagement with The Organization
• Measures how engaged employees are with the
organization as a whole.
• Includes employee feelings about and perceptions of
senior management.
• Key components include trust, fairness, values, and
respect - i.e. how people like to be treated by others,
both at work and outside of work.

9-11
Engagement with “My Manager”
• A more specific measure of how employees feel
about their direct supervisors.
• For most employees, this factor has the largest
impact on day-to-day life at work.
• Topics include mutual respect, feeling valued, being
treated fairly, receiving feedback and direction, etc.

9-12
Strategic Alignment & Competency
Strategic alignment
• Does the organization have a clear
strategy and set of goals?
• Do employees understand how the
work they do contributes to the
organization's success?
• Strategic Alignment ensures that
employee effort is focused in the right
direction.
An organization needs more than just engaged employees in order to
succeed. There are two additional areas that relate to employee
performance and that are closely linked to engagement.
Competency
• Do managers have the skills
needed to get the job done?
• Do managers display the
behaviors needed to motivate
employees?
• Competency is measured with
360 Degree Feedback.

9-13
What Do Employees Want?
• To know what is expected of them
• The tools and equipment to be successful in their job
• The opportunity to do what they do best
• Feedback, praise & recognition
• To know that they are cared about
• To know that they matter and make a difference
• The opportunity to progress, learn new things
• To be treated fairly
• And…

9-16
Outline
• Motivation
– What is it
– The Factors That Drive It
• Motivating a Team
• Delegation & Empowerment
– Team Leadership Styles
– Why They Work
• Empowering a Team

9-17
Motivation
- Setting the Stage
• Create a safe environment
• Instill trust (humility, honesty and
integrity)
• Have PASSION
• Have VISION
• Communicate clearly

9-18
Motivation
- What is it?
• The feeling of enthusiasm, interest, or
commitment that makes us want to do
something
• The biological, emotional, cognitive, or
social forces that activate and direct
our behavior
DEFINITION

9-21
Motivation
- The Factors That Drive It
• Intrinsic Factors
– Desire to do something because it is
enjoyable
– Internal motivators:
• Sustenance, autonomy*, challenge,
belonging, achievement*, purpose* and
more..
– Can be influenced by team leadership

9-22
Motivation
• What Motivates Employees?
– Kenneth Kovach, 1980
– Rank 10 ‘job reward’ factors contributing
motivation at work
– Participants
• 1000 Employees
• 100 Supervisors
*Kenneth Kovach. What Motivates Employees? Workers and Supervisors
Give Different Answers. Business Horizons Sept-Oct.1987

9-23
Motivation
Job Reward Employee Supervisor
Interesting work 1 5
Appreciation of work done 2 8
“In on things” 3 10
Job security 4 2
Good wages 5 1
Promotion 6 3
Good working conditions 7 4

9-24
Motivation
• Extrinsic Factors
– Desire to do something for external gain
– Influenced by external pressures
• Incentives
• Praise
• Punishment
• Rewards

9-25
Motivation

9-26
Motivation
• Large Stakes and Big Mistakes, 2005
– Ariely D, Gneezy U, Loewenstein G, Mazar N
– Working Paper from Federal Reserve Bank of
Boston, 2005
– Review of Economic Studies, 2009
– Assessed performance-based incentives

9-27
Motivation
• Large Stakes and
Big Mistakes, 2005
– Conclusions
• Small and medium incentives
generated equal performance
• Large incentives generated
worse performance

9-28
Motivation
• Positive Reinforcement in Education
– Review of Educational Research, 1994
– Meta-analysis of 20 years of research

9-29
Motivation
• Conclusion
– verbal praise consistently enhanced intrinsic
motivation
– Other rewards and reinforcement left intrinsic
motivation unaffected

9-30
Motivation
• Team Motivation
– The leader’s challenge is to determine what
motivates the individuals as well as the team

9-31
Motivating a Team
- Five Keys
1. Set the stage
2. Motivate individually
3. Treat members as “equal, but different”
4. Challenge them, with guidance
5. Learn how to thank people, so they feel
appreciated

9-32
Motivating a Team
- Setting the Stage
• Create a safe environment
• Instill trust (humility, honesty and integrity)
• Have PASSION
• Have VISION
• Communicate clearly

9-33
• Meet with each team member
• Find out what makes them tick
• Set their goals in
accordance
Motivating a Team
- Motivate Individually

9-34
Motivating a Team
- Equal, but Different
• Don’t play favorites
• Give equal time to all members
• Emphasize production, not position

9-35
Motivating a Team
- Challenge Them

9-36
Motivating a Team
- Learn to Thank

9-37
Motivating a Team
- When to use Tangible Rewards
• Greatest benefit
–Tasks requiring simple set of rules
–Tasks with a narrow focus
• E.g., If you attend 80% of lectures, you
will be rewarded

SEGMENT 2:
Delegation & Empowerment

9-40
- Definitions
• Delegation
– The granting of authority by one party to another
for agreed purpose(s)
• Empowerment
– Increasing the capacity of individuals or groups to
make choices
DEFINITION

9-41
- Industrial Age of Team Leadership

9-42
- Modern Age of Team Leadership

9-43
- Team Leadership Styles
• Tell Them
• Sell Them
• Check with Them
• Include Them
• Involve Them
EMPOWERMENT

9-44
- Advantages
• Provides opportunity for autonomy
• Lets aspiring leaders take charge
• Lets all voices be heard
• Utilizes energy and creativity of entire team
• Leverages everyone’s skill for team goal

9-45
- Perceived Barriers
• You want the job done right
• Fear of competition
• Desire to receive all the credit
• You desire power
• Time restraints

9-46
- What If You Don’t?

9-47
- What If You Don’t

9-48
Empowering a Team
• Serves to
– Use all of a team’s skills and resources
– Develop new leaders
– Motivate and challenge a team
– Increase productivity
– Increase team commitment

9-49
Empowering a Team
• What to delegate
– Tasks that serve the team mission
– Tasks that are achievable
– Tasks that are measurable

9-50
Empowering a Team
• What not to delegate
– The Junk!

9-51
Empowering a Team
• Start with a Team Meeting
– Clarify goals and strategies
– Set standards, not rules
– Delegate the outcome
– Let them provide the plan

9-52
Empowering a Team
• Give them the Authority

9-53
Empowering a Team
• Provide the Needed Resources
– Skills training
– Contact persons
– Reference articles

9-54
Empowering a Team
• Guide Them
– Make yourself available
– Check in
– Help when they need it
– Monitor progress

9-55
Empowering a Team
• Don’t Forget the Thanks!

9-56
Empowering a Team
• And give credit to all!

9-57
Summary
• Motivation, Delegation and Empowerment are
essential to team growth and success
• Set the stage
• Get to know your team members
• Don’t play favorites
• Challenge them (with guidance)
• Give them authority
• Thank them

9-58
Suggested Readings
• Ariely D, Gneezy U, Loewenstein G, Mazar N. Large Stakes and
Big Mistakes. Review of Economic Studies 2009: 76: 451-169.
• Cameron J, Pierce WD. Reinforcement, Reward, and Intrinsic
Motivation: A Meta-Analysis. Review of Educational Research
1994: 64:363-423.
• Kenneth Kovach. What Motivates Employees? Workers and
Supervisors Give Different Answers. Business Horizons Sept-
Oct. 1987: 58-65.
• Pink, D. Drive: The Surprising Truth About What Motivates Us.
Riverhead Hardcover 2009.

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