Tag Archives: Empowerment

Empowerment, Leadership, Organizational Culture

Are You the Bottleneck?

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file0001035625891“A manager is not a person who can do the work better than his men; he is a person who can get his men to do the work better than he can.” —Frederick W. Smith

By Elizabeth Stincelli, DM

 

Leadership is about engaging, empowering, and inspiring others. But, what happens when the leader thinks he or she knows everything, treats employees like children, thinks he or she holds all the power, or is a control freak? I’ll tell you what happens, operations start to experience a bottleneck; it slows everything down and prevents real progress. A byproduct of this bottle neck is low productivity, a poor work environment, and low employee morale. So, are you the bottleneck?

Do you think you know everything?

If you think you know everything, chances are you are the bottleneck. You can’t do everything yourself and, just because you do it, doesn’t mean it’s done better than if someone else had done it. Being a leader does not mean that you know more than anyone else or that you are always right. In order to eliminate the bottleneck you need to understand your strengths and the strengths of those you work with. Then, get off your high horse and let others do what they are good at.

Do you treat employees like children?

If you are treating others like children, you increase the chances of them behaving like children. Your employees are adults; they don’t need a babysitter. When you treat employees like children, you create a bottleneck. It’s arrogant to think that employees are incapable of understanding the big picture; to only share the information that you deem necessary for them to know is showing a lack of respect for the value they can big to the organization. To not trust them to perform their work without a babysitter shows a lack of trust. To eliminate the bottleneck, hire capable employees and then make sure they have the tools, information, environment, support, and empowerment to do their jobs.

Do you think you hold all the power?

The number one reason employees quit is because they feel the work culture is toxic. This toxicity can most often be traced to a deficiency in leadership or the abuse of power by leaders. Abuse of power can cause a leader to become a bottleneck. You must empower employees to make the decisions and take the actions necessary to do their jobs effectively without you holding your power over every move they make. Your power will never motivate your employees; they are motivated by respect, control over their own work, recognition of value, and appreciation. To eliminate the bottleneck, even with the best of intentions, remember the quote by Lord Acton, “Power tends to corrupt and absolute power corrupts absolutely.”

Are you a control freak?

Overbearing, micromanaging leaders prevent employees from plugging into their own power. If you are a control freak, your rules, bureaucratic hierarchy, and the fear you instill in your employees will cause a bottleneck. When employees can’t make a decision or take an action without getting formal approval, obtaining a signature, or meeting with a committee, you’ve definitely created a bottleneck. This prevents perfectly capable employees from doing the job they were hired to do. In order to eliminate the bottleneck, overcome your own insecurity, loosen the reins, give employees the tools they need, and delegate tasks to them. And then, TRUST them to take care of things on their own.

Break Free from the Bottleneck

When you think you know everything, treat employees like children, think you hold all the power, or are a control freak; it says more about you than it does about anyone else. No organization can function effectively with a bottleneck. So, don’t blame your employees when the holdup is you! Learn to recognize YOUR behaviors that create the problem. And then, instead of being set on proving that you know more, can do more, and do it better than anyone else, act as the facilitator; provide the training and resources necessary for employees to do their job. And then, take pride in them doing it better than you.

 

 

© 2015 Elizabeth Stincelli

 

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

 

 

Empowerment, Leadership, Opportunity, Relationships

Developing Talent in Your Organization: Getting More from Your Employees by Giving M.O.R.E.

aditya ram21“We cannot create observers by saying ‘observe’, but by giving them the power and the means for this observation.” —Maria Montessori

By Elizabeth Stincelli, DM

 

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While Maria Montessori was speaking about the education of children, her idea applies just as well to employees and how we develop the talent in our organizations. We want to hire the best and the brightest, we get really excited when we find them, and then they leave. Why? The only way to keep employees with great potential is to give them M.O.R.E.

Have you ever had the experience of pulling into your driveway after leaving the office and realizing that you drove the whole way home on auto pilot? Sometimes I have even found myself driving, going into auto pilot mode, and heading to the office when where I intended to go was Costco. This phenomenon makes me laugh at myself, but it also gets me thinking about engaging our minds in what we are doing when tasks become routine. What might we miss along the way? Will we end up at our intended destination?

So, what happens when our employees’ tasks become routine? If they are not challenged or engaged and their mind goes on auto pilot, what might they miss? What opportunities for improvement are we sacrificing? How long will employees with great potential stay with our organization if they aren’t challenged and offered opportunity?

As a leader, you must learn to recognize the talent in your employees and give them the stage to shine. When you dedicate time and resources to developing the talent in your organization, you turn ordinary employees into extraordinary employees. If you want to get more from your employees, you are going to have to give M.O.R.E.

Motivate

Lee Iacocca emphasized that we should, “Start with good people, lay out the rules, communicate with your employees, motivate them and reward them. If you do these things effectively, you can’t miss.” Your employees possess knowledge, skills, and experience that they want to share with your organization. When you encourage them to make the most of their talents and you invest in them, your employees will become motivated. You must recognize that each employee is unique; they possess different talents and are motivated in different ways. Show that you value their capabilities, help them further develop their talents, and motivate them based on their individual personalities.

Opportunity

Steven Spielberg believes, “The delicate balance of mentoring someone is not creating them in your own image, but giving them the opportunity to create themselves.” You must learn to see the extraordinary potential in each employee and give them the opportunity to reach it. Give them the necessary skills and resources they need and then let them tackle challenges on their own and in their own way. Provide a safe place for them to try, fail, and learn from their mistakes. Give employees the opportunity to become the best versions of themselves; let them learn from one another, design how their own work gets done, and make decisions on their own. Create opportunities for your employees and then help them see that opportunity is available all around them.

Relationships

Joyce Meyer tells us, “We can improve our relationships with others by leaps and bounds if we become encouragers instead of critics.” Build relationships with your employees based on mutual trust and respect. Invest your time and resources into bringing out the best in others; become their coach and loudest cheerleader. Build a strong sense of community where employees feel a sense of belonging and a vested interest in the success of the organization. Communicate openly and share information often so employees know where they stand as individuals, where the team stands, and where the organization stands. When employees know that you care and are looking out for their best interest, you will build strong relationships that foster trust and loyalty.

Empower

Tom Ridge explained, “You have to enable and empower people to make decisions independent of you. As I’ve learned, each person on a team is an extension of your leadership; if they feel empowered by you they will magnify your power to lead.” Engage employees in contributing to problem identification and solving conversations. Encourage them to make decisions and to share their knowledge and experience with others. Give them the tools they need and then empower them to make decisions and take control of their own work.

Give M.O.R.E.

Everyone benefits when employees develop their talents; productivity increases, quality improves, and morale strengthens. When you invest in your employees and provide them with opportunity you will be amazed how your culture, morale, and outcomes improve.

Your investment in the development of your employees is proof that you value them as individuals, that you recognize the contribution they make to the organization, and that you are excited about their potential. As your employees grow, so will the capabilities and success of the organization, and so will you as a leader.

Help employees reach their full potential; retain valuable talent, and improve the adaptability of the organization by giving your employees M.O.R.E.

 

© 2015 Elizabeth Stincelli

 

Elizabeth Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Elizabeth holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Elizabeth by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

 

Leadership, Servant Leadership

Four Reasons You Need to Become a Servant Leader

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“The first responsibility of a leader is to define reality. The last is to say thank you. In between, the leader is a servant.” —Max de Pree

By Elizabeth Stincelli, DM

 

Servant Leadership

Leadership is a privilege and may say more about your character than any other action you might take. What makes servant leadership different than any other form of leadership? Servant leaders focus on meeting the needs of others rather than gaining fame, fortune, and power for themselves. They recognize that every employee has value. They care about everyone who interacts with the organization. They listen to and respect those they work with. To be a servant leader, a heart and mind for service has to be ingrained in your core values. Here are four reasons you need to be a servant leader.

Influence

Henry Drummond believed, “The people who influence you are the people who believe in you.” Leadership is based on an ability to influence. Servant leaders influence others based on the building of trusting and respectful relationships. They show employees that they believe in them. Their leadership builds consensus and collaboration. Servant leaders understand that everyone needs to be encouraged and truly cared for on an individual level. They know that people can accomplish amazing things when they are inspired by a purpose beyond themselves. Servant leaders do right by their people, and their people do right by the organization. These leaders put themselves where they can influence by doing the most good for those they lead and by giving others something to believe in.

Empowerment

Bill Gates tells us, “As we look ahead into the next century, leaders will be those who empower others.” Servant leaders provide the support system and resources that employees need to do their jobs and then give them control over their own work. They are the opposite of command and control leaders; they lead by empowering, encouraging, and serving. Their aim is to equip and bring out the best in others. Servant leaders help others become engaged so that they can make their own positive impact. When employees feel empowered, they take ownership of their work; this ownership, improves morale, productivity, and quality.

Example

Jeffrey Gitomer explained, “Management’s job is to convey leadership’s message in a compelling and inspiring way. Not just in meetings, but also by example.” You are setting the leadership example. Servant leaders share their knowledge, help others in any way they can, and give of their time and resources to everyone. Their humble, selfless example of leadership builds teams of individuals who also want to be of service to others. This service brings people together and creates a unity that is inspiring, productive, and engaging.

Strengths and weaknesses

Zig Ziglar advised us, “Try to look at your weakness and convert it into your strength. That’s success.” You have strengths, but you also have weaknesses. Servant leaders recognize where they are best able to help others, and where others are best able to help them. They use their strengths to meet the needs of others. And, they provide the tools and learning opportunities needed for employees to grow their own strengths and abilities. Servant leaders serve and support behind the scenes, allowing employees a sense of accomplishment and control.

Become a Servant

Making it your primary role to serve others is both satisfying and productive. Becoming a servant leader shows strength of character. It builds strong relationships and develops servant leaders throughout your organization. Becoming a servant increases your influence, empowers employees, sets an inspiring example, and allows you to focus on serving where your strengths lie.

What can you do to start serving today?

 

 

© 2015 Elizabeth Stincelli

 

Elizabeth Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Elizabeth holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Elizabeth by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.