Unit 5: Enabling Others to Act

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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

• Trusting others pays off.
• Be open to influence.
• Make yourself vulnerable.
• Listen, listen, listen.

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Facilitate positive interdependence

• Develop cooperative goals and roles.
• Support norms of reciprocity.
• Reward joint effort.

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Support face-to-face interactions

• 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.

• 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

• 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.

• 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. 

• Strengthening others requires up-front
  investments in initiatives that develop people's
  competencies and foster their confidence.
• Share the data.

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Practice problem solving.

• 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.  

• 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.  

• 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

• 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

• 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. 

• 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 InventoryProgress Workshop for
yourCore Assessment

• Select 3-5 key values that propel you personally.
• Select 3-5 key values of your organization.
  http//www.stevepavlina.com/articles/list-of-value
  s.htm

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Evolving Definition of LeadershipThis Weeks
Model Sec. R. McNamara
What are characteristics of his leadership? Find
the video or a segment to view. http//video.googl
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