164 Slices
Medium 9781576751602

CONCLUSION A LOOK BACK (AND FORWARD) AT THE JOURNEY

Blanchard, Ken Berrett-Koehler Publishers ePub

Wow! What a journey to empowerment. Looking back, the challenges have been great, but the resolve has been even greater. Eventually, everyone has pulled together to make the journey possible and to reach the destination of empowerment. As we look back through this book, we can now more fully understand just how involving and challenging it is to make the change from a hierarchical mind-set to a culture of empowerment, accountability, team pride, and job ownership. To leave the comfort zone of the hierarchy and move toward the unknown takes a vision, a faith in what it will mean to be empowered, and a continued effort over many months to finally arrive at a new comfort zone in the world of empowerment.

In looking back over the journey we have described in this book, we can also look forward to your journey. In this final section, we compile everything into an action plan for creating empowerment. Our hope is that this plan will provide you both perspective and inspiration to begin and/or keep moving on the journey to empowerment.

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Medium 9781576754689

The Missing Link

Blanchard, Ken Berrett-Koehler Publishers ePub

When the author called the entrepreneur’s cabin, he was greeted with a warm, hearty hello.

After introducing himself, the author said, “I’m sorry to disturb you at your cabin, Mr. Murray, but your assistant Evelyn told me you wouldn’t mind answering a few questions.”

“Please, call me Phil,” the entrepreneur said. “And by the way, I’m a big fan of your books.”

Within a couple of minutes, the author felt like he was talking to an old friend. When the author explained why he was calling, he could sense Phil’s excitement.

“I’ve been interested for a long time in ‘the missing link,’” said the entrepreneur.

“The what?” the author asked.

“The missing link,” repeated Phil. “That’s what’s lacking in the learning process when we just read books, listen to CDs, or attend seminars.”

“The missing link—that’s exactly what I want to find,” said the author. “People seem to enjoy the books I write, the CDs and videos we produce, and the seminars I conduct, yet I don’t see a lot of people actually using what they learn. The gap between what people know and what they do is driving me crazy!”

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Medium 9781576751534

The Empowerment Game Plan

Blanchard, Ken Berrett-Koehler Publishers ePub

Start with—

Share Accurate Information with Everyone

Over the next few months, Michael and his company traveled along their own unique journey toward the Land of Empowerment. At first, he made periodic calls to Sandy Fitzwilliam for advice and feedback. Over time, however, as his confidence grew, he and his associates became engaged in their own process of developing an empowered organization. Despite setbacks and some times when they all wanted to just give up, they persisted. By Michael’s knowing and sharing with everyone that such hard times and reactions were to be expected, they were able to stick to the task and continue to use the three keys to move through all the stages of change and associated difficulties. Eventually they achieved their goal of creating an empowered organization where everyone could use and develop talents that both engaged them and achieved astonishing results for the organization.

Just as Sandy had acted as a guide for Michael, he found himself counseling other executives who were moving through their own journeys. Again and again he heard himself say,

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CHAPTER 9: Key #1: Enhance Information Sharing to Drive Performance

Blanchard, Ken Berrett-Koehler Publishers ePub

For most people involved in the change-to-empowerment process, this third stage, Adopting and Refining Empowerment, comes as a breath of fresh air after the difficult stage of Change and Discouragement. And it is tempting for people to take their eyes off the vision of full empowerment, which is focused not only on involvement but also on responsibility and results. Empowered organizations involve far greater responsibility for everyone. They involve people voicing their opinions, disagreeing with each other, arguing for their positions, and feeling the pressure of performance responsibility. They also involve people feeling a sense of ownership, being listened to and understood, and making use of and further 202 developing their talents. Sometimes people focus too heavily on these positives as they try to distance themselves from the previous stage of discouragement. The thought of the more uncomfortable aspects of being empowered is a little scary for some people, though they may have trouble voicing those concerns.

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Medium 9781605098753

From Success to Significance

Blanchard, Ken Berrett-Koehler Publishers ePub

With its vision guiding the agency over the next ten years, Carpenter Insurance tripled in size. The agency built a larger, beautiful building, opened offices in two other states, and developed a national reputation within the insurance industry. It was featured in several books, articles, and documentaries on topics such as companies that have sustained great results and the best companies to work for.

As the agency grew, Marsha was appointed CFO and became a trusted advisor and confidant to Jim. Although it was a larger company and more complex in many ways, the vision continued to guide Carpenter, and the agency was able to maintain the culture by ensuring the values were lived. The performance review system included an evaluation not only of business results but also of the managers ability to communicate effectively, develop a strong team, work collaboratively across department lines, and resolve conflict effectively. No one was promoted unless their behaviors were aligned with the companys values.

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