Unit 5: Enabling Others to Act
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Exemplary leaders enable others to
act. They foster collaboration and build
trust. Leaders make it possible for others
to do good work.
Commitment: Foster collaboration by
promoting cooperative goals and building
trust. Strengthen others by sharing
power and discretion.
Collaboration improves performance.
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Create a climate of trust:
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Trusting others pays
off.
Be open to
influence.
Make yourself
vulnerable.
Listen, listen, listen.
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Facilitate positive interdependence
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Develop cooperative
goals and roles.
Support norms of
reciprocity.
Reward joint effort.
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Support face-to-face interactions
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Sustain ongoing interaction
Link to the human
network. Socially and
professionally, we need other
people.
Connect others to sources of
power
Share information and
resources.
Develop social awareness and
social skills. Emotional
intelligence is no passing fad.
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Be the first to trust.
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Disclose information. Admit mistakes. Acknowledge the
need for personal improvement. Ask for positive and
negative feedback. Listen attentively to others. Invite all
interested parties to important meetings. Share useful
information. Acknowledge the contribution of others. Avoid
talking negatively about others. Say "We can trust them,"
and mean it!
Ask questions, listen, and take advice.
Create jigsaw groups. Organize in a way that gives each
person a piece of the puzzle. Every person is essential to the
accomplishment of the final result. We think lower
performers will do better.
Focus on gains, not losses.
Make a list of alternative currencies.
Take a lot of human moments. The most genuine way to
demonstrate that you care is to spend time with them.
Create places and opportunities for information interactions.
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Powerfully engaged people:
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I know what is expected.
Do what I do best every day.
Supervisor seems to care about me as a
person.
My opinions seem to count.
Someone has talked to me about my
progress in the last six months.
In the last year I've had opportunities to
work, learn, and grow.
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Nearly 19% of all US workers feel
powerless and are actively
disengaged from their
workplaces. They miss more than 3
times as many days of work as their
more engaged peers.
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Ensure self-leadership.
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Leaders accept and act on the
paradox of power: We become
most powerful when we give our
own power away.
Power is NOT a fixed sum.
Give power to get power.
Provide choice.
Design in alternatives.
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Develop competence and confidence.
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Strengthening others requires upfront investments in initiatives that
develop people's competencies and
foster their confidence.
Share the data.
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Practice problem solving.
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Confidence provides a way. Confidence is critical
in the process of strengthening others. just
because individuals know how to do something,
that doesn't necessarily mean that they will do
it. Self-confidence can affect people's
performance. Having confidence and believing in
your ability to handle the job, no matter how
difficult, is essential in promoting and sustaining
consistent efforts. By communicating to
constituents that we believe that we and they can
be successful, leaders help people to extend
themselves and to persevere.
Foster accountability.
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Offer visible support.
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Exemplary leaders use their power
in service of others because they
know that capable and confident
people perform better.
Becoming powerful requires getting
noticed.
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Assign critical tasks.
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How can I give people more control over
the resources they need to do their work?
How can I make sure people are
connected to the information they need?
How can I make sure that I personally
offer or acquire the support that people
need to do the very best that they can?
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Enrich
people's
jobs.
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Enlarge people's sphere of
influence. If you really want people to
feel more powerful:
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Substantially increase signature
authority at all levels.
Remove or reduce unnecessary
approval steps.
Eliminate as many rules as possible.
Decrease the amount of routine
work.
Assign non-routine jobs.
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If you really want people to feel more
powerful:
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Support the exercise of independent
judgment.
Encourage creative solutions to
problems.
Define jobs more broadly--as
projects, not tasks.
Provide more freedom of access,
vertically and horizontally, inside
and outside.
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Educate, educate,
educate.
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Create a
learning
climate.
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The people who make a difference in
our lives are the ones who care.
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Remember to discuss and post,
including your Knowledge Question
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Post: Any
thoughts about
Enron this
week?
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Leadership Inventory
Progress Workshop for your
Core Assessment
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Select 3-5 key values that propel
you personally.
Select 3-5 key values of your
organization.
http://www.stevepavlina.com/articl
es/list-of-values.htm
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Evolving Definition of Leadership
This Week’s Model: Sec. R. McNamara
What are
characteristics of his
leadership?
Find the video or a
segment to view.
http://video.google.com/video
play?docid=884441990184719
2004&q=Fog+of+War&total=4
24&start=0&num=10&so=0&ty
pe=search&plindex=2
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