Beliefs are the foundation of empowered relationships
Decision makers in empowered relationships believe they
Participants in empowered relationships believe they
Must earn the right to lead.
Don’t have enough information to make the best decisions; others often have better access to information.
Can improve the quality of their decisions by obtaining the input of those who have valuable perspectives.
Can benefit from respected participant’s feedback, even when it is difficult or painful to receive
Can contribute to the quality of decisions for which they have specialized knowledge, unique perspectives, or considerable experience.
Must earn the right to influence the decision maker’s thinking by providing valuable perspectives.
Are responsible for helping decision makers make the best, most informed decisions possible.
Have no direct control over the final action but can influence decisions by offering their input.
are working with a decision maker who is willing and able to be influenced when the advocacy comes from a source he or she deems credible.
Motivations are the driving force behind empowerment
Decision makers in empowered relationships want to
Participants in empowered relationships want to
Make decisions that achieve the best immediate and long-term results.
Ensure their decisions are thorough and technically accurate.
Increase other’s commitment to their decisions.
Engage in breakthrough thinking and creative problem solving.
Foster an environment where people are involved and feel valued.
Shape decisions that produce immediate and long-term results.
Work where they have an opportunity to influence their own destiny and that of the company.
Increase the likelihood that decisions are well thought out.
Work for a company in which they feel valued.
Help produce breakthrough solutions.
Share in the organization’s vision.
Actions are the behavioral evidence of empowerment
Decision makers encourage empowerment when they
Participants enhance empowerment when they
Select and develop people who will offer ideas and support their decisions.
Determine when and how much to solicit the input of others.
Send clear messages that participation is expected and will be rewarded.
Appropriately involve specific people in the decision-making process (according to their qualifications and the amount of flexibility the situation allows).
employ techniques that facilitate participation (such as an open-door policy, focus groups, or hotlines).
Carefully listen to and consider the ideas of others.
Demonstrate the permeability of their frame of reference by using the input of others.
Explain the rationale behind their decisions to those who offered input.
use consequence management to rewarded those who support the decision and impose sanctions on those who do not.
Recognize situations where they have input to contribute, and then offer it.
Identify problems early and prepare adequately before offering suggestions to decision makers.
Share their honest perspective, even when this challenges the decision makers’ view or desires.
Show support for the decision maker and/or the decision, even when it was not what they advocated.
Follow up with the decision maker to determine the impact of their contribution.
Share with others examples of successful participation with decision makers.
Sequence (Start anywhere, keep going around)
Participant earns the right to influence decision maker.
decision maker values participant and acknowledges interdependence.
Decision maker declares when input would be helpful to make a decision
participant decides if issue and recommendations to be offered are worth the required investment
participant prepares and presents recommendations to fit or shape decision maker’s frame of reference.
