This document discusses empowering teams through assertive leadership and negotiation. It describes passive, aggressive, and assertive behaviors and provides tips for being assertively such as describing issues, expressing feelings, and specifying wants. Negotiation strategies like reciprocity and reason are outlined. Methods to counter influencing attempts and overcome blocks to empowerment are also presented. The key is empowering oneself and others through believing in shared capabilities, freedom of choice, and responsibility while maintaining role clarity.

1. Leading Through ChaosLeading Through Chaos
Leading & Empowering TeamsLeading & Empowering Teams

2. Behaviours-IBehaviours-I
• Non-Assertion/Passive BehaviourNon-Assertion/Passive Behaviour
– Failure to express your wants & needs honestlyFailure to express your wants & needs honestly
– Lose/Win SituationLose/Win Situation
– Allowing others to disregard your rightsAllowing others to disregard your rights
• Right to a BeliefRight to a Belief
• Right to an opinionRight to an opinion
• Right to have feelingsRight to have feelings
• Right to make a mistakeRight to make a mistake
• Right to say NORight to say NO

3. Behaviours-IIBehaviours-II
• AggressionAggression
– Ignoring and dismissing others’ rightsIgnoring and dismissing others’ rights
– Standing up for your own rights at all costsStanding up for your own rights at all costs
– Win/Lose SituationWin/Lose Situation
• AssertivenessAssertiveness
– Standing up for your rights with concern of others’Standing up for your rights with concern of others’
rights as wellrights as well
– Win/Win SituationWin/Win Situation

4. How to be Assertive-IHow to be Assertive-I
• DD Describe the issueDescribe the issue
• EE Express/Empathize with feelingsExpress/Empathize with feelings
• SS Specify/Stress what you wantSpecify/Stress what you want
• CC Consequences of non-complianceConsequences of non-compliance

5. How to be Assertive-IIHow to be Assertive-II
• FoggingFogging
– You may be rightYou may be right
– You may have a pointYou may have a point
– I’m sure you’re rightI’m sure you’re right
• Broken RecordBroken Record
• It may be true that no one else has complained-but myIt may be true that no one else has complained-but my
meal was not good and I would like you to take somemeal was not good and I would like you to take some
money off the billmoney off the bill

6. Negotiation Strategies-INegotiation Strategies-I
• RetributionRetribution (coercion & intimidation)(coercion & intimidation)
– If you don’t do this you’ll regret itIf you don’t do this you’ll regret it
• ReciprocityReciprocity (exchange & integration)(exchange & integration)
– If you do this you will receive thatIf you do this you will receive that
• ReasonReason (persuasion based on facts, needs or personal(persuasion based on facts, needs or personal
values)values)
– I want you to do this because its consistentI want you to do this because its consistent
with/good for/necessary to…with/good for/necessary to…

7. Negotiation Strategies-IINegotiation Strategies-II
• RetributionRetribution
• When there is inequality of powerWhen there is inequality of power
• Behaviour: Aggressive/DominantBehaviour: Aggressive/Dominant
• Psychological Position: I’m right, you’re wrongPsychological Position: I’m right, you’re wrong
• ReciprocityReciprocity
• When there is interdependenceWhen there is interdependence
• Behaviour: CompromisingBehaviour: Compromising
• Psychological Position: Let’s BargainPsychological Position: Let’s Bargain
• ReasonReason
• When each party is regarded as equalWhen each party is regarded as equal
• Behaviour: AssertiveBehaviour: Assertive
• Psychological Position: Let’s win TogetherPsychological Position: Let’s win Together

8. Countering Influencing Attempts-ICountering Influencing Attempts-I
• RetributionRetribution
– Increase your power baseIncrease your power base
– Assert your concernsAssert your concerns
– If all else fails, resistIf all else fails, resist
• ReciprocityReciprocity
– Consider the motivesConsider the motives
– Recognize manipulative moves and highlight themRecognize manipulative moves and highlight them
– Ask: “would I be interested in it if there were noAsk: “would I be interested in it if there were no
constraints on time and availability?”constraints on time and availability?”

9. Countering Influencing Attempts-IICountering Influencing Attempts-II
• ReasonReason
– Explain how the request/order affects yourExplain how the request/order affects your
performanceperformance
– Defend your personal rightsDefend your personal rights
– Refuse firmlyRefuse firmly

10. Blocks to EmpowermentBlocks to Empowerment
• Attitudes About Sub-ordinatesAttitudes About Sub-ordinates
– “I’m willing to empower my people, but they just won’t accept the
responsibility.’
• Personal InsecuritiesPersonal Insecurities
– “I’m willing to empower people, but when I do, they either mess
things up or try to grab all the glory.”
• Need for ControlNeed for Control
– “I’m willing to empower people, but they require clear directions
and a clear set of guidelines; other wise, the lack of instructions
leads to confusion.”

11. Empowering Yourself & OthersEmpowering Yourself & Others
• Know that your andKnow that your and
others are capableothers are capable
• Know that you & othersKnow that you & others
have freedom of choicehave freedom of choice
• Know that freedom has aKnow that freedom has a
responsibilityresponsibility
• Know that you areKnow that you are
responsible for what everresponsible for what ever
happens to youhappens to you
• Believe in and care aboutBelieve in and care about
what you do, have andwhat you do, have and
give a sense of purposegive a sense of purpose
and passionand passion
• Trust yourself and othersTrust yourself and others

12. Empowerment vs. Role ClarityEmpowerment vs. Role Clarity
ChaosChaos
Freedom ThroughFreedom Through
ResponsibilityResponsibility
ConfusionConfusion RoboticRobotic