Managers have a key role to play in becoming empowered.
The day to day interference of a boss who believes they know exactly what and how everything should be done is a huge cause of management stress and underperformance.
Most manager frustrations revolve around empowerment. Managers make comments like “We’re not trusted” “We are not allowed to act without instruction, “We have no authority” “We have no input to strategy”
When I ask what they have done to take the power off the boss I get blank looks and one common response.
We’re just managers, its for them to empower us!
I have news for those that believe it is for the Boss to empower them.
No Leader will empower those they do not trust. Power (responsibility) is taken by showing you are worthy.
Empowerment is in your own hands. You have to take it by demonstrating you can be trusted.
Even if the boss wants to empower you they need your help!
7 tips on how you can help YOUR BOSS to empower you.
In this article You will learn the journey we all take when confronted with change and pick up ideas on how to handle receiving feedback.
“Honest criticism is hard to take, particularly from a relative, a friend, an acquaintance, or a stranger” (Franklin P Jones)
The transitional curve (above) is a useful tool for explaining what is happening to us when we are criticised and/or confronted with a need to change. Understanding the natural process we will go through will help us to move on.
In this article I focus on your Powerbase as a leader and give insights into the effect of the gaps we have and suggestions on how to fill them.
All leaders have a powerbase, here I have suggested our powerbase has four elements. If we accept this we can measure ourselves against them, discover what is missing and work to fill the gaps through learning the missing element or by making sure someone in our team has the missing piece.
Whilst the elements may be subjective, the point I want to make is that non of us are perfect and we probably have gaps in the skills or characteristics required to achieve the challenges we face. Accepting we have gaps shows we are half way to filling them. See how you do or put names of those you have come across who fit the shortcomings and have not accepted the fact so not done anything about it.
This applies to leaders at all levels of the organization. The Complete Set
What do Michael Jordon, Muhammad Ali, and Roger Federer have in common?
All were arguably the best performers in their chosen sport. All were 100% focused on their goals. And ALL had Professional Coaches.
Their Coach would be listening to what was said about the latest performance, and suggesting changes. The recipient would listen, question, trial the changes in training sometimes adding their own contextual adjustments. The net result would be a better performance.
I have been informally coaching executives for over 30 years, and before getting into any detail I always ask, why they want to be coached: