“Eventhetitlehasgotitright!”

—NormanR.Augustine,President(retired),LockheedMartinCorporation

“Themosttruthful,straight-talkbookonmanagingpeopletocomealongineons.Thisisanexceptionaltoolforbusiness.”

—HarveyMacKay,authorofSwimwiththeSharkswithoutBeingEatenAlive

“Oneoftheverybestorganized,thoughtout,planned,andwrittenbooksonanybusinesssubjectIhaveread.”

—StanleyBass,HumanResourcesConsultant,StanBassConsulting

“Anexcellentread;itcertainlyconfirmsmyreal-lifeexperienceofprogressovertimeatVerizon.”

—MikeSteiner,Director,EnterpriseSolutionsGroup,Verizon

“Finally,thetruthaboutempowerment!”

—JackCanfield,coauthorofChickenSoupfortheSoul

“Thisbookisnowstandardforallourmanagers.Youcan’tsucceedtodaywithoutempoweredemployees.”

—JohnShields,ChairmanandCEO,TraderJoe’s

“Theprinciplesoutlinedareessentialifyouaretoachievetrueempowerment.”

—H.EugeneBlattman,President&CEO(retired),McCormick&Company,Inc.

“Themessageisclear,tothepoint,andrightontarget.”

—JosephBode,JosephJ.Bode&Company

“Ifoundthebookwastothepointandhitthenailontheheadaboutinformationsharing.”

—RobertS.Argabright,II,PresidentandGeneralManager(formerly),ChesapeakePackagingCompany

“Succinctlycapturesthecriticalelementsofempowermentinabrilliantlysimpleformat!”

—PeterB.Grazier,President,Teambuilding,Inc.

“Theauthorsshowthatempowermentismorethananemptypromise.Amust-readforliberatingtheleaderwithinpeople.”

—BarryZ.Posner,coauthorofTheLeadershipChallenge

“Theframeworkisperfect,clear,andconcise.”

—JoAnnePitera,OrganizationalEffectivenessConsultant

“Thematerialismostreadable,andthekeypointsarepresentedwellforretentionanduse.”

—MikePerry,HumanResourcesDirector,DuPontCorporation

“Veryreadable.Straightforward.Theauthorshavehitthebull’seyeonempowerment.”

—JohnColeman,CSXCorporation

“Empowermentissuchanimportanttopic.ThegreatthingaboutthisbookisthatitsuppliesaGamePlanforgettingthere.”

—BruceDalgleish,GeneralMillsRestaurants

“Finally,thedefinitivebookonempowermentandproductivity,profoundbutsimpletoimplement.”

—ShaunConroy,VPSales&CustomerService,NewsWest

“Icouldnotagreemorewithwhatthisfantasticlittlebooksaysabouthowmistakesempowerpeople.Indeed,every‘misteak’isanopportunitytoincreasecompetenceandempowerment.”

—JohnC.Maxwell,authorofFailingForward

“Ifyouseriouslywanttounleashthepeoplepowerofyourorganization,thisbookisamust.Simpleandprofound;allyouaddiscourageanddiscipline,andyou’llfinditreallyworks.”

—TomMuccio,President,GlobalCustomerTeams,Procter&Gamble

“Thisengagingbookmakesclearthattherealpowerinanorganizationiswithinitspeople.Bylearningtoreleasethatpoweranorganizationcanbeapowerfulforceinthebusinessworld.”

—MarkRobbins,Director,ProfessionalDevelopment,Robbins-Gioia,Inc.

“It’safunreadandtheprinciplesarespoton!”

—JamesM.Kouzes,coauthorofTheLeadershipChallenge

EMPOWERMENTTAKESMORETHANAMINUTESECONDEDITION

EMPOWERMENTTAKESMORETHANAMINUTE

SECONDEDITION

KenBlanchardCoauthorofTheOneMinuteManager

JohnP.CarlosAlanRandolph

EmpowermentTakesMorethanaMinute

Copyright©1996,2001byBlanchardFamilyPartnership,JohnCarlos,andW.AlanRandolph

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to…DorothyBlanchardDonaldL.andIsabellaCarlosWallaceRandolphwhotaughtussomuchaboutbeingempowered

Preface

Fewchangesinbusinesshavebeensowellreceivedyetsoproblematicasthemovementtocreateempowered,employee-drivenworkenvironments.Empowermentoffersthepotentialfortappingintoawellspringofunderutilizedhumancapacitythatmustbeharnessediforganizationsaretosurviveintoday’sincreasinglycomplexanddynamicworld.Empoweredemployeesbenefittheorganizationandthemselves.Theyhaveagreatersense

ofpurposeintheirjobsandlives,andtheirinvolvementtranslatesdirectlyintocontinuousimprovementintheworkplacesystemsandprocesses.Inanempoweredorganization,employeesbringtheirbestideasandinitiativestotheworkplacewithasenseofexcitement,ownership,andpride.Inaddition,theyactwithresponsibilityandputthebestinterestsoftheorganizationfirst.Thetraditionalmanagementmodelofthemanagerincontrolandemployeesundercontrolis

nolongereffective.Tocreateanempoweredworkplace,management’sroleinorganizationsmustmovefromacommand-and-controlmind-settoaresponsibility-orientedandsupportiveenvironmentinwhichallemployeeshavetheopportunitytodotheirbest.Shiftingtoanempowermentphilosophycallsforchangesinmostaspectsofanorganization.

Bothmanagersandemployeesmustlearn,first,nottobebureaucraticand,second,tobeempowered.Unfortunately,manymanagersdonotunderstandthatempowermentinvolvesreleasingthepowerpeoplealreadyhave,nordotheyunderstandhowtonavigatethejourneytoempowerment.EmpowermentTakesMoreThanaMinuteisahow-tobookthatguidesreadersstep-by-step

throughonemanager’sstruggletodiscoverthethreeessentialkeystoempowerment.Byfollowingthemanager’sodysseytotheLandofEmpowerment,readersdiscoverthattheycantakethesamejourney,which,likeanyheroicjourney,isfilledwithparadox,challenge,andfitfulstopsandstarts.EmpowermentTakesMoreThanaMinuteprovidespracticalandsimpleconceptsthatCEOs,COOs,CIOs,andmanagersandemployeesatalllevelsinorganizationsbothpublicandprivatecanapplytotheirparticularsituations.Thoughmanymanagershavedismissedempowermentasanotherpassinggimmick,wefind

thatpeopleinorganizationsarenaturallyattractedtotheideaofenhancedinvolvementatalllevels.Also,wepersonallyhaveseenorganizationssucceedwithempowerment.Formorethanfifteenyears,wehaveworkedextensivelywithawidevarietyofdomesticandmultinationalcompaniesthatweretryingtocreateempoweredworkplaces.Thesecompanieshavetaughtusagreatdealaboutwhatempowermentisandhowtocreateit.Theyhaven’talwaysknowntheanswerstothequestionsraisedbyempowerment,andneitherhavewe.Quitethecontrary,ithasbeenthroughmisstepsthatwehavelearnedthethreekeystoempowermentpresentedinthisbook.

InthissecondeditiontoEmpowermentTakesMoreThanaMinute,weprovideanewintroductionthatexplainshowempowermenthasmovedbeyondthefadstageandbecomeessentialforeffectiveorganizationsintoday’sdynamicandcomplexworld.Wehavealsoupdatedthetextandcharactersfortoday’stechnologicallysophisticatedbusinessworld.Finally,weaddedanepiloguethatreinforcesthedifficultyofmovingtoempowermentandsuggestssometoolstohelpmanagersandteammemberssucceedinthejourney.Empowermentisdefinitelyachievable,butthejourneyisnotfortheweakinspirit.For

thoseofyouwhoundertakeit,weurgeyoutostaythecourse.WeknowthatyourpathcanbemadeeasierifyoustartwithandsticktothethreekeysofempowermentexplainedinEmpowermentTakesMoreThanaMinute.Goodluckonyourjourney.

KenBlanchardJohnCarlosAlanRandolphFall2001

IntroductiontotheSecondEdition

Oneofthejoysofwritingabusinessbest-selleristhefeedbackandvalidationyoureceiveforthemessagesinthebook.Unfortunately,oneoftheproblemswithwritingaboutempowermentisthattoomanyorganizationshavedismisseditasafadthatcannotbeofmuchhelpintoday’shigh-technologybusinessworld.Wedisagreeandbelievethat,ifanything,empowermentisevenmorenecessarytodaythanit

wasinthepast.Whileinformationtechnologyandtheinternethaveopenedglobaldoorsandallowedforrapidresponsetothemarket,theyhavealsoraisedthebarforsuccessandeffectiveness.Asnumerousbusinessfailureshaveproven,slickideasandrevenuegenerationdonotguaranteecompanysuccess.Unlesstheinnovativeideasaresignificantandcostscansimultaneouslybecontrolled,acompany’sexistencewillbeshort-lived.Doingbusinesstodaymeanssucceedinginaworldthatisincreasinglycomplexandmore

dynamic.Theglobaleconomyoffersaccesstomanynewmarkets,butitalsodemandsanunderstandingofculturaldifferencesandaconstantvigilanceforcompetitionthatcancomefromanywhereintheworld.Thetechnologicalenvironmentofbusinessmakesitincreasinglyeasytochangeproducts,services,pricing,andadvertisingstrategiesbutatthesametimeaffordstheopportunityforcompoundingerrorsatadizzyingpace.Couplethesefactorswiththediversityoftheworkforceandthemarketplace,thecallforenvironmentalresponsibility,thestressonethicalbehaviors,andtherapidchangesinpoliticsandeconomicsthroughouttheworld,andyouhaveabusinessenvironmentthatdemandsbetterutilizationofthehumanmagnificencethatliesinwaitineveryorganization.Toomanybusinessleadersgivelipservicetohumantalentastheunderutilizedassetintheir

companies,whiletheycontinuetolookforanswersintechnologyandspreadsheets.Wewouldencouragebusinessleaderstoaddtotheirlistofsolutionsthewealthoftalentthatliesintheirpeople.Indeed,empowermentreliesonanexplicitrecognitionthatpeopleinorganizationshavetremendouspowerintheirexperience,knowledge,andinternalmotivation.Whenthispowerisreleasedanddirectedtowardthechallengesbusinessesface,itistrulyastonishingtheresultsthatcanbeachieved.Empoweredorganizationsarefilledwithengaged,involvedpeoplewhocangreatlyhelpinachievingflexibility,customerresponsiveness,innovation,andfinancialsuccessinachallengingandcompetitivebusinessenvironment.Webelieveempowermentisthekeytointegratingtechnology,financialacumen,andhumaninnovation.Asnumerouscompanieshavefound,empowermentisnotflawed.Yes,somesuccessful

leaderscallitentrepreneurship,somecallitownership,somecallitengagement,andsomesimplycallitinvolvement.Butthecommonthemeisthattheyrecognizetheneedtoreleasetheknowledge,experienceandmotivationpowerwithinpeopleforastonishingresults.Granted,empowermentcanbeadifficultconcepttoappreciatefully—andevenmore

difficulttoimplement.Toomanybusinessleadersthinkthatthejourneytoempowermentshouldbequickandeasy.Allmanagementhastodoisgiveitanudge,andemployeeswilljumpontheopportunity.Unfortunately,changingthehistoryandassumptionsinpeopleandorganizationsismuchmorechallenging.Whatweknewbeforewritingthefirsteditionofthisbookandwhathasbeenconfirmedbynumerousreaders,worldwide,isthatthechangetoempowermentishard!Butitiscertainlypossible.Wehavebeenencouragedtofindanumberoforganizationsthat

havemadeempowermentpartoftheirculture.Forexample,onespecialtyretailfoodcompany,TraderJoe’s,hasmadesignificantstrides

towardcreatingacultureofempowerment.Bygivingpeoplemoreinformation,greaterautonomy,andmoreresponsibility,theyhavebeenabletoutilizethecollectivepowerintheirpeopletoachieveannualsalesgrowthexceeding26percent.Salesperstoreincreasedby10percentperyearwhilethenumberofstoresincreasedbyalmost100percent,andoverallsalesincreasedinexcessof500percentoveraneight-yearperiod.Theirpresident,JohnShields,saiditwell:“Youcan’tsuccessfullyrunstoresspreadoveragrowingnumberofstateswithoutempoweredemployees.”Andasurprisingorganizationthathasmaderealprogresswithempowermentisthe

CollectionsDivisionoftheLosAngelesFieldOfficeoftheIRS—yes,theIRS.Andiftheycandoit,certainlyyourorganizationcan,too.Byrecognizingthetalentsofallstaffandstressingamessageofservice,theyhavefocusedtheeffortsoftheentirestaff.ThemanagementteamofArtHylton,SteveJensen,andRichMorganteconductedaseriesoftwelvetownhallmeetingstosharethemessagethateveryonehadtolookathisorherownbehaviorfirst.Byconductingaserviceassessmentanddiscussingtheresults,theleadersreducedtheexisting“we-they”attitudeandprovidedatargetonwhicheveryone,workinginteams,couldfocus.Theirjourneyisstillinprogress,buttheresultssofarsuggesttheymayjustmakeittotheLandofEmpowerment.Wewishthemwellintheircontinuedefforts.BySharingInformation,DeclaringtheBoundariesforAutonomy,andCreatingSelf-

ManagedTeams,theseorganizationsandmanyothershavemadesubstantialprogresstowardempowermentandtowardaddressingthechallengesofdoingbusinesstoday.Wewanttochallengeallcompaniesandtheirleaderstomakethesamecommitmenttoempowerment.Toignoreempowermentisnotsimplytoignoreafad.Itistoignoretheverytoolsthatmay

makeyourorganizationsuccessfultodayandintothefuture.Wehopethatyouwillreadthisbookwiththesethoughtsinmindandthatifyouareserious

aboutmakingthejourney,youwilluseasaguideoursecondbook,TheThreeKeystoEmpowerment:ReleasethePowerwithinPeopleforAstonishingResults(1999).Youmayalsofindusefulforteamsinyourorganizationtheten-partdiscussionguidetitledPowerUpforTeamResults(2000)(boththebookandbookletsarepublishedbyBerrett-KoehlerinSanFrancisco).Weknowthatthechallengesofchangingtoempowermentaremanyandthatthejourneyis

difficult,butwealsoknowthattheresultsattheendaremorethanworththeeffort—higherquality,betterservice,morecompetitiveness,lowercosts,greaterflexibilityinaddressingcustomerneeds,andpeoplewhofeelengagedandmagnificent.Sowewishyoutheconvictiontoworktowardempowerment,andwehopethatalongthe

wayyouwillenjoytheprocessofchange.Empowermentisabeautifulplacetobe,andtheprocessofgettingthereisfillednotonlywithchallengesbutalsowithmanyrewards.Enjoyandempower!

KenBlanchardJohnCarlosAlanRandolphFall2001

EMPOWERMENTTAKESMORETHANAMINUTESECONDEDITION

THECHALLENGE

THERAINbeatdownsteadily.Occasionallythewindthrewgreatsplashesagainsttheexecutiveofficewindows.ThesoundbroughtasmiletoMichaelHobbs’sface.ItmadehimreflectonthebeatinghewastakingaspresidentandCEOofamidsize,once-successful,homeproductscompany.Michaelhadtakenoverleadershipalittleoverayearago,andhehadinstinctivelydonehis

usualthing—seizethecheckbookandcentralizealldecisionmaking.HehaddevelopedquiteareputationsincehisMBAprogramasadynamic,high-energymanager.Hisbeliefwasthatlackofleadershipatthetopwasusuallythecauseofacompany’sproblems.Asahands-onmanager,itdidn’ttakehimlongtoaddressthatvoid.Hewasdecisiveandincharge,butforsomereasonhisapproachwasnotworkingthistime.Anothersheetofrainblastedtheofficewindows,rousingMichaelfromhistrance.He

lookedupatthesignonhisdeskgiventohimbytheconsultanthisboardhadrecommendedheshouldhire.Thesignwasreallystartingtobotherhim,buthedidn’thavethenervetotakeitdown.Itread:

Thekindofthinkingthatledtopastsuccesswillnotleadtofuturesuccess.

HerecalledtheconsultantputtingthesignthereaftergivingMichaelandhismanagementteamtheresultsofastudyconductedontheirindustry,theircompetition,andthecompanyitself.ItremindedMichaelofapainfullyobviousfactthatthestudyhadconfirmed:Management’sthinkingisthefirstthingthathastochange.TheboardhadinsistedthatMichaelusethisconsultant,becausetheyfeltthehomeproducts

industrywaschangingsorapidlythathecouldnolongerfigureeverythingoutalone.Theyfeltheneededhelp.Michaelvehementlydisagreed,yethehadtoadmitthattheconsultant’sstudydidbringupsomeinterestingpoints.Innouncertainterms,thestudywarnedthatthecompanywouldbecrushedbyits

competitionunlessallthinking,structure,processes,andactionconformedtofourcriticalorganizationalattributes.Thecompanyneededtobebetteratbeing:1. Customerandqualitydriven2. Revenue-andcost-effective3. Fastandflexibleinrespondingtomarketchanges4. Continuallyinnovating

Now,ashehadsomanytimesbefore,Michaelmentallyreviewedeachitemonthatlist.1.CUSTOMERANDQUALITYDRIVENNooneneededtoconvinceMichaelthatintoday’smarket,successbeginswithcustomers.

Butsomehow,manycompanieshadlostsightoftheneedtofocusonqualityanddependability,asperceivedbythecustomers.Thedo-it-yourselfexplosionhadmadehimandothersfeelthattheyonlyhadtogetthenewproductsoutquicklytokeeppacewithcompetition(or,betteryet,stayahead).Butnowqualitywasagainbeingthrustintotheequation.Changehadcomewithblindingspeed.Withthesophisticationoftoday’scustomersandthevarietyofproductsavailableontheglobalmarket,thestudyinsistedthatanyorganizationnotresponsivetocustomers’wantsandneedswasdoomedtobesecond-rateorsoonoutofbusiness!Andhedidnotwanthiscompanytobeoneofthoseoutofbusinesssoon.2.REVENUE-ANDCOST-EFFECTIVETheimportanceofthisattributedidn’tsurpriseMichael,either.Hehadalwaysbeenoneto

focusoncontrollingcosts.Toomanycompanieshadbeguntobelieveduringthetechnologyrevolutionthatallthatmatteredwastop-linerevenue.Howwrongtheyhadbeen.Costincreases,togetherwithfiercepricingbattles,hadforcedcompaniestoshavemarginstoafractionofwhattheyhadbeen.Anditwaseasytoletmarginsslipintonegativeterritory.Nowwasclearlyatimewhencompanieshadtobuildrevenuestreamsinwaysthatwerealsocost-effective.3.FASTANDFLEXIBLEINRESPONDINGTOMARKETCHANGESThethirdattributeremindedMichaelofjusthowdifficultithadbecometomanage

effectivelyinaglobaleconomy.Marketscouldshiftsoquicklywithcustomerdemandsbeingdrivenfromallcornersoftheworld.Competitorscouldappearfromanydirectionwithtechnologicalease.Andifyourcompanydidnotrespond,revenueandmarketsharecoulddropdrastically.Thestudypointedoutthatrapidlychangingcustomerneedsandwantsmadecumbersome

decisionmakingandimplementationprocessesdeadlyforacompany.Inthetimeittooktocollectinformationforhismanagementteamtomakedecisionsandthenmovethedecisionsthroughthecompanyhierarchy,thecustomerwouldbegone.Ontheotherhand,ifheletpeoplethroughouttheorganizationactfreely,chaoswouldfollowandcostswouldgothroughtheroof.Hisconcernreflectedarealdilemmaforthecompany.Customerswantedtheircontactsinthecompany—front-lineemployees—tomake

decisions,solveproblems,andtakeactionrightonthespot.Clearly,quicker,on-the-spotdecisionswerebetter,andMichaelwasreluctantlybeginningtoacceptthatpoint.ButhewonderedhowheasCEOcouldkeepcontrolofsucharapidlychangingorganization.Hewasafraidhispeoplewouldmaketoomanymistakesthatwouldcostthecompanytoomuchmoney.4.CONTINUALLYINNOVATINGEverywhereMichaelturned,heheardthatlifelonglearninghadtobecomeanorminhis

company.Everyoneinthecompanywouldhavetoembracethevisionofacorporationthatwouldbebettertodaythanitwasyesterdayandbettertomorrowthantoday.Michaelknewthatwouldbeadifficulttask—creatinganorganizationthatwouldsteadilyandconsistentlyoutdoitself.Butevenmoredifficultwouldbefocusingthepowerofpeopletoinnovatecontinually.Heknewthatwithoutinnovationacompanyisdeadtoday!Michaelwasgrowingmoreanxiousbythemoment.Herealizedtheconsultant’s

recommendationswereright.Heknewthatifthecompanyweretosurvive,hewouldhavetocreateanorganizationthatwassimultaneouslycustomerandqualitydriven,revenue-andcost-effective,fastandflexible,andcontinuallyinnovating.Buthow?Hekepthearingthatheneededtofindwaystoengagepeoplethroughoutthecompany.They

hadtobecomeownersandentrepreneursinspirit.Hehadtoreleasealltheuntappedcreativeenergyofthepeopleinthecompanyandyetnotlosecontrolofthecompany.Peoplehadtobeexpectedtotakeresponsibilityfortheiractionsanddecisions,whilemakingfulluseoftheirskillsandabilities.Theyhadtobeengagedinaddressingallfouroftheseattributesforsuccess.Empowerment,thoughtMichael.That’swhatsomepeoplesayweneed,buthefelthehad

alreadytriedtoempowerpeoplewithlittlesuccess.Sixmonthsagohehadreducedsomeofthelayersofmanagementinthecompanyandputoutastatementthateveryonewasauthorizedtomakedecisionsthatwouldhelpthembetterservecustomers,controlcosts,increaserevenues,andkeepthecompanyinnovating.Hehadtoldhismanagementteamtofollowupwiththischangeindecisionmaking.Sixmonths,Michaelmused,yetnothingseemsanydifferent.Ashelookedoutatthedriving

rain,hewondered,Whereisthespiritofresponsibilityatwork?Whereisallthatdesiretomakeacontribution?Thesadtruthwasthatthroughouttheorganizationpeoplewereactingnodifferentlythanthey

hadwhenthecompanywasamultilayeredbureaucracy.Fewpeopleseemedwillingtostepuptotheplateandtakeonthechallenge.Andwheresomepeoplehadtakenaction,theyhadoftencreatedproblemsduetotheirlackofunderstandingoftheimplicationsoftheiractions.Theyhadhadtobepulledbackalittle.Apallofreluctancehungovertheworkplace.AsMichaeltookthepulseofthecompany—meetingwithemployeegroups,askingquestions

ofthefrontline—hehadyettoseepeopleactingempowered.Infact,theywentabouttheirbusinessinthesamemanneraswhenthecompanywasdominatedbyitsdeadlybureaucraticmind-set.Withallthetalkabouttheneedforempowerment,Michaelthoughttheshiftwouldhappenspontaneouslyonceheauthorizedpeopletomakemoredecisionsontheirown.Obviously,thatwasnotthecase.EverywhereMichaellooked,employees’facesweremasksofdenial.Hesensedthatto

them,thewordempowermentwasjustthat,aword—theEword.Itwasdrivinghimcrazy!Anditwasnothelpinghiscompany,either.Hewonderedifempowermentwasjustanotherbuzzword.Orwastheresomethingaboutit

thathejustdidnotunderstand?Onthesurfaceitseemedpeoplewouldwanttousetheirtalentsandhavethefreedomtomakedecisions.Theysaidtheywantedtobemoreinvolved!Sowhatwaswrong?Hehadtofindoutbeforethecompanysankanydeeper.

THEEMPOWERINGMANAGER

MICHAELhappenedtonoticeanarticlesittingonhisdesk.Thetitlecaughthisattention:“EmpowermentTakesMoreThanaMinute.”Inspiteofhisrecentskepticism,thistitleintriguedhimandhestartedreadingthearticle.Theauthorinsistedthatempowermentworks,butittakescourageandtimetogetthere.Thearticlestatedthatyoucan’ttellpeopletoactempoweredandexpectthemtojustdoit—exactlywhathehaddonesixmonthsago.Iftheyhavelittleornopastexperienceorinvolvementindecisionmaking,theywon’tknowwhattodo.Theymaytalkliketheywanttomakemoredecisionsabouttheirwork,buttheywillnotbecomfortablewiththedownsideriskofresponsibility.Citinganexampleofonecompany’ssuccessinempoweringitspeople,thearticlewenton

toraveabouttheturnaroundofacommunicationshardwarecompanythathadbeencaughtnappingbytheadventoftheexplodingcommunicationstechnologydemands.Themanager,someguynamedSandyFitzwilliam,wascreditedwithhavinganincrediblymotivatedstaffwhoactedasiftheyownedthecompany.Infact,thearticlereferredtoFitzwilliamas“theEmpoweringManager.”MaybeIoughttotalktohim,thoughtMichael.MostoftheconsultantsI’vemetoverthe

yearshaveneveractuallymanagedanythingthemselves.MaybeIcantalkwiththisFitzwilliamguyinpracticalterms.Itseemedlikeagoodidea,yetMichaelwasreluctantashedialedinformationfor

Fitzwilliam’snumber.Healwayshatedtoadmitheneededhelp.Itdrovehiswifecrazythathewouldneverstoptogetdirectionswhentheywerelost.Hewoulddrivearoundstubbornlytryingtofigureouthowtogettotheirdestinationonhisown.Onlyasalastresortwouldhestopandaskforhelp.Iguessthisisoneofthose“lastresort”times,Michaelthought.Myboardisnotgoingto

waitforeverwhileIfigureouthowtomakethiscompanyprofitableagain.Withthatthoughtashismotivation,MichaeldialedtheEmpoweringManager’snumber.

Aftertworings,hewasgreetedbyawoman’svoicesaying,“Hello!”“I’dliketospeakwithSandyFitzwilliam,”Michaelrequested.“Speaking,”wasthequickreply.Michaelwascaughtcompletelyoffguard.ItneverevenenteredhismindthatFitzwilliam

couldbeawoman.SandyFitzwilliambrokethesilencebyasking,“Hello,areyoustillthere?”“Yes.Yes,”stammeredMichael.“WhatcanIdoforyou?”sheaskedpolitely.Michael’smindwasracingamileaminute.Eventhoughhewasuncomfortableaskingfor

helpanddesperatelywantedtohangup,hefoundhimselfreluctantlyexplaininghissituation

andhisneedforsomeadvice.“We’vestreamlinedourcompanysopeoplecantakemoreinitiativeandrespondto

customersmorequickly.Butpeoplearestillsendingmostdecisionsbackupthehierarchicalladder.I’vetalkedalotaboutempowerment,andIcan’tunderstandwhy....”“Excuseme,Mr.,uh....”“Oh,I’msorry—mynameisMichaelHobbs.”“Canyoubemorespecificaboutwhatexactlyistheproblem?”theEmpoweringManager

continued.Michaelgulpedandthoughtforamoment.Thenhesaidsimply,“Peoplewon’trunwiththe

ball.”“Letmeaskyousomething,”shebegan.“Haveyoueverarrivedataretailstoreoneminute

afterclosingtime,onlytofindthedoorlocked?Youneededsomethingbadly,andyousawpeopleinside,soyouknockedonthedoor—andnobodyevenlookedup.”“Yes.Thathappenedtomejustlastweek!”Michaelexclaimed.“Whosefaultdidyouthinkitwas?Whodidyoublameasyoudroveaway?”“Theemployees,ofcourse!”Michaelanswered.“Ibetthemanagerwasn’teventhere,and

theworkerswerewatchingtheclock,anxioustocloseshop.Theyprobablyweren’teventhinkingaboutme.Theyjustwantedtogettheheckoutofthere.”“Wrong!”Fitzwilliamchimed.“Whatdoyoumean,wrong?”Michaelaskeddefensively.“Ofcoursetheemployeeswereanxioustoleave.Butyou’rewrongaboutwhowasto

blame.Thefaultwastheowner’s.Whoevertheowneris,heorshedidnothingtomakethepeoplewhoworktherefeelliketheyownthebusiness.Otherwise,theywouldhaveopenedthedoor.”Michaelthoughtitoverinsilence.“Letmeaskyouanotherquestion,”theEmpoweringManagerwenton.“Ifpeoplewere

giventheoption,doyouthinkthey’dchoosetobemagnificentorordinaryatwork?”“Magnificent.”“Doyoureallybelievethat?Orareyoujustsayingitbecauseyouthinkyoushouldbelieve

it?”“Whywouldyouaskthat?”Michaelinquired.“BecauseIneedtoknowaboutyourreal,honest-to-goodness,corebeliefs.Ifyoudon’thave

abasicfaithinpeople,it’stimeforustohangup.Empowermentdependsonastrongbeliefandtrustinyourpeople.”Michaelwastakenaback.Wow,hethought,thiswomandoesn’tbeataroundthebushatall.Heansweredreluctantly,“Well,ifyoumustknow,Idon’thavethatmuchfaithinpeople.It’s

partlybecauseofthehierarchicalthinkingIgrewupwithandbecausethisthinkinghasbeenreinforcedinmyMBAprogramandmyworkexperience.WhenIthinkaboutit,itmakessensethatpeoplewouldratherdotheirbestattheirjobs,giventhechoice.Butthat’swhenIstoptothinkaboutit.Mygutinstinctisthatpeoplearenotthatresponsible.Theymaylikefreedomtodowhattheywantonthejob,buttheydonotwanttobeheldaccountablewhenthingsgowrong.”“Iappreciateyourhonesty,”theEmpoweringManagerreplied.“Recognizingthattheworld

mightpassyoubyifyoudon’tchangeishalfthebattle.Thisisparticularlytruewhenyouunderstandwhatempowermentisandwhatitisnot.”“Thatwouldcertainlyhelp,”saidMichael.“I’veneveractuallyheardagooddefinition.To

meithasalwaysseemedthatempowermentisgivingpeoplethepowertomakedecisions,butsomehowthatjusthasnotworkedinourcompany.”“That’swhatalotofpeoplethink,buttrueempowermentisnotgivingpeoplepower,”she

explained.“Peoplealreadyhaveplentyofpower—inthewealthoftheirknowledge,experience,andmotivation—todotheirjobsmagnificently.Wedefineempowermentas‘lettingthispeoplepoweroutandfocusingitoncompanyissuesandoutcomes.’Butyousee,”sheaddedinamoresubduedtone,“I’velearnedthisthehardwaybymakingmanymistakesalongtheroadtoempowerment.“Realempowermenthasatitscoreasenseofownership,”shecontinued.“Anditstartswith

thebeliefsystemoftopmanagement.Toomanyleadersstillneedtogetoverthenotionthattheirpeopleheadofftoworkeverymorningaskingthemselveshowtheycangetbywithdoingaslittleaspossibletoday.”“Whenyouputitthatway,itsoundsterrible,”saidMichael.“Aretherethatmanyleaders

whohavesolittletrust?”“Icanonlygobytheirbehavior,”saidtheEmpoweringManager,“andbytheresultstheyget

fromtheiremployees.It’snotthatpeopleinorganizationsareunabletobetheirbest—they’reafraidtobetheirbest.Mostorganizationsaresetuptocatchpeopledoingthingswrongratherthantoencourageandrewardthemfordoingthingsright.”Michaelthoughtaboutthat.“Youknow,”hesaid,“Iagree.I’veseenorganizationslikethat.”

Thenhepaused,sunkdeepintothought,andfinallysaid,“That’spartoftheproblematmycompany.”Againhepaused,thenadded,“Ifwearetosurvive,ourcompanyhastobeaplacewherepeopleareproudtoshowwhattheycandoandnotafraidtobetheirbest!I’mjustnotconvincedthatempowermentcangetusthere.”“Ithinkyourdoubtsaresincere,”shesaid,“andIsensethatyourrealsatisfactionwillcome

whenyouseepeopletakingcharge.Ialsopickuponyourhungerforwinning.Youobviouslydon’twanttosettleforrunninganordinarycompany.ButIneedtoremindyouthatempowermentisatop-down,values-drivenissue.That’swhyIhadtocheckoutyourvalues.Ifyouandyourothermanagerscannotchange,itwillbehardtocreateacultureofempowermentforyourpeople.”“SoIpassed,huh?”Michaelsaidsheepishly.“Fornow.Canyoucomebymyofficeat2P.M.thiscomingTuesday?”Michaelquicklyglancedathiscalendarandsaid,“Sure.I’llseeyouonTuesday.”Justbeforeshehungup,theEmpoweringManageradded,“We’llseeifwecangetyouand

yourcompanystarteddowntheroadtotheLandofEmpowerment.”Shortlybeforetwoo’clockthefollowingTuesdayafternoon,Michaelpulledhiscarintothe

parkinglotatSandyFitzwilliam’scompanyandturnedofftheengine.FromthepassengerseathepickeduphiselectronicnotebookandlookedatthesummarystatementhehadwrittenthereafterhisphoneconversationwiththeEmpoweringManager:

Unlessempowermentstartsatthetop,it’sgoingnowhere.

THELANDOFEMPOWERMENT

“YOUCANgorightin,”smiledthewomanatthedeskoutsideSandyFitzwilliam’soffice.MichaelfoundtheEmpoweringManagerstandingbythewindowlookingout.Sheturnedandgreetedhimwithafirmhandshake.“I’mSandyFitzwilliam.Nicetomeetyou.”“Thankyoufortakingtimetoseeme,”Michaelbegan.“Don’tgettooexciteduntilyoufindoutwhetherornotIcanhelpyou.DoyourecallwhatI

saidaswehunguplastweek?”Sandyaskedseriously.Michaelthoughtforaminute.“Frankly,no.”“Itoldyouthatyouwerestartingajourney.”“Oh,yes,”saidMichael.“SomethingaboutajourneytotheLandofEmpowerment.Sounds

morelikearideatDisneyWorldthananythingelse.Ihonestlydon’tknowwhatyoumeanbyit.”“It’snotafantasyland,”sheclarified.“It’sreal.Whatdoyouthinkitmightmean?”“Well,”saidMichael,lettinghismindroam,“thewordjourneysuggeststhatitmighttake

sometimetogetthere.”Sandynodded.Encouraged,Michaelwenton.“Italsoconjuresuptalesofadventure,whereonefollows

roadsthatleadoversteepmountainsandthroughdarkforests.Unexpectedthingshappen.Therearelotsoftestsalongtheway.Somethinglikethat.”“Verygood,”shenodded.“And,whataboutthephraseLandofEmpowerment?”“SoundslikealanddifferentfromtheonewhereI’mlivingnow,that’sforsure—onewhere

thecustomsoftheinhabitantsarenottheonesIwasraisedwithandhavebecomeaccustomedtoseeing.It’sforeign.”“You’vedonewell,”Sandysaid,smilingwithobvioussatisfaction.“Eventhoughyou

resistedtheconceptatfirst,itfeelslikeyou’vegraspedthemainideas,thetimeittakes,andthedegreeofdifficulty.IparticularlylikethefactthatyouthinkoftheLandofEmpowermentasbeingforeign.Mostofuswhotrytoempowerothersgetinourownwaybecauseofourtraditionalthinking.Wearemodernandsophisticatedinsomanytechnologicalwaysandyettraditionalandnaiveinourbeliefsaboutpeopleandorganizations.”“Butcomeon,now—isitreallythathard?”askedMichael.Sandyjuststaredathimwithnoreply,soheadded,“Well,there’smyanswer.Iwouldn’t

havecomehereifI’dhadaneasytimeofit.Iwashopingyoucouldjusthandmeaready-madeformula.”Sandysmiled.“I’dbedoingyouadisserviceifIgaveyouapeptalkaboutempowering

people,handedyouasetofrules,andsaid,‘Godoit.’Asyou’vealreadylearned,youmaywantyourpeopletotaketheinitiative,butatfirsttheymaynotbeabletoactempowered.Thisshouldn’tbesurprising.Touseyouranalogyofaforeignland,theydon’tyetknowthelanguageorthecustomsoftheLandofEmpowerment.”Michaelnoddedashebeganmakingsomenotes.“Andneitherdoyou.”Michaellookedupfromhisnotes,andSandycontinued,“Youandyourmanagersmaynot

yetbereadytodealwithanempoweredworkforce.Itmeanslearningawholenewwaytomanage—managingprojectteams,cross-functionalteams,andevenself-managedteamsratherthanworkgroups.“RememberwhatItoldyouonthephone:Empowermentisnotgivingpeoplepower—they

alreadyhaveit!”AsMichaelnodded,Sandypointedtoalargeplaqueonherwall:

Peoplealreadyhavepowerintheirknowledgeandmotivation!

Empowermentisreleasingandfocusingthispower!

Michael’ssolemnlooktoldherthathewasmullingthisover.“Whateverhappens,it’sgoingtotaketimeforyoutogettotheLandofEmpowerment,and

thisjourneyisgoingtotestyouandothersinyourorganizationtimeandtimeagain.You’llbeimpatientbecauseofthelackofquickresults,andyou’llsuffersetbacks.“Youoryourassociateswillquestionwhyyoueverstartedorwhetherthedestinationis

worthit.Theonlythingthatwillkeepyougoingisahugeamountoffaithandtrustinthejourneyandagenuinedesiretocreateabettercompanyforyourselfandothers.”Shecontinued,“Haveyouevertriedtoputintoactionsomethingyoubelieveddeeplyin,

onlytofindoutlaterthatyou’dbeengoingaboutitallwrong?”“Quiteafewtimes,”Michaeladmitted.“You’llhavethatsameexperiencewithempowerment.Infact,you’vecomeherebecause

whatyou’vetriedtodosofartoempowerpeopleinyourorganizationhasn’tworked.Youreducedlayersofmanagementandauthorizedpeopletomakemoredecisions,butnowyouseethatisnotrealempowerment.Sothequestionnowis‘Areyouwillingtoletgoofwhatyoustillthinkistrueaboutempowermentandabouthoworganizationswork?’”Michaelponderedthequestion.“Yes,”hesaid,“ifIunderstandwhatyoumean.”“Myownexperience,”Sandysaid,“andthatofothers,suggeststhatthisjourneywillbea

seriesofdiscoveries.Oneofthosediscoveriesmaybethatthepathyouhavechosenwon’tgetyouthere.Theenergyandintentionyou’vealreadydevotedtoempoweringpeoplewillhavetoberechanneled.”“That’swhatyoumeanwhenyousaythatIhavetohavetrustinthejourneyitself?”

questionedMichael.“Exactly.”“OK,I’mbeginningtogetit,”saidMichael.“Iseethatempowermentisnotgoingtohappen

suddenly;I’mgoingtohavetohanginthere.Buthowwillweknowifwe’remakinganyprogressalongtheway?Myboardwillwanttoknowthatforsure.”“That’stricky,too.Intheearlystages,gainswillbesmall.Yetit’simportanttokeepaneye

outforthemandtocelebrateeveryone.Yousee,thenatureofsuccessitselfhaschanged.Thereusedtobeclearsignposts,butinthesetimesofconstantchangeandthreatstosurvival,managerscannolongercountonthetraditionalbenchmarksforsuccess.”“SoundslikeI’mgoingtohavetoconvincemyboardthatalthoughitmaybedifficultto

knowwe’regettingthere,it’snotimpossibletomeasureprogress.We’lljusthavetofindanewwaytolookforthesigns,”Michaelventured.“That’sexactlyright,”Sandysaid.“Andthereareother,lessobviouspayoffsthatare

significantandlonglasting.Anexampleisthefeelingofownershipthatcomesoverpeopleinanempoweredculture.Ifyou’reopenandreceptive,eventhetimeswhenyouseemsidetrackedwillyieldimportantfindings.Also,rightinthemidstofallthatfrustration,you’lllearnthatyouarebeingchangedintoanempoweringperson.It’sasifthejourneyandthedestinationareoneandthesame.”“Thatsoundsgreatonthesurface,butIstillhavesomeseriousreservationsaboutthewhole

ideaofempowerment,”saidMichael.“Beingempoweredasamanagerisn’tveryexcitingifyou’rewonderingaboutwhatyouwillbedoingoncetheworkforcebecomesempowered.Tobehonestwithyou,mymanagersandIworrythatempoweringtheworkforcewillleadnotonlytoourlossofpowerandcontrolbutalsotolossofourjobs.”Sandynodded,acknowledgingherappreciationforMichael’sconcern.“Iunderstandthat’sa

fear,”shereplied,“andit’sacommonone.WhenIfirstgotintoempowerment,Iwasalsofearfuloflosingmyjob,atleastthemanagerialjobIthoughtIshoulddo.IwasafraidthatifmypeoplemadeallthesedecisionsthatIusedtomakeasamanager,therewouldbetoolittlemanagingleftformetodo.ThenIrealizedthatyoudon’tloseyourjobfromempoweringpeople;youjustgetadifferentone.Ratherthandirecting,controlling,andsupervisingyourpeopleasinthepast,youserveasalinkingpinbetweenyourpeopleandtherestoftheorganization.Yourroleactuallybecomesevenmorevitalandengaging.”“Whatdoyoumeanbylinkingpin?”puzzledMichael.Sandyexplained,“Yournewroleasanempoweringmanageriscoordinatingefforts,

acquiringresources,strategicplanning,workingwithcustomers,coachingpeople,andthelike.Everythingyoudoistohelpyourpeoplebemoreeffectiveindevelopingandusingtheirtalentsandenergytoachievecompanygoals.Nowyouworkforthemratherthanthemworkingforyou.”Thetwoleaderssatquietlydeepinthought.Thiswasobviouslyanimportantissue.Finally,Sandybrokethesilence.“Trustme.Thisnewrolewillbecomecleartoyouasyou

learnmoreaboutempowerment.”“OK—fornow,”smiledMichael.“Areyouready,then,tobeginthejourneytotheLandofEmpowerment?”“AsreadyasI’lleverbe,”repliedMichael.“WheredoIstart?”Sandypointedinthedirectionofherofficedoorandsaid,“Youhavetostartoutthere,with

mycolleaguesinthisorganization.”“Yourcolleagues?”Michaelrepeated.

Sandynodded.“ThepeopleIworkwithinthisorganization,nomatterwhatpositiontheymayoccupy,aremycolleagues,myassociates,mypartners.IfIcreateanenvironmentthatallowsthemtomakethisagreatorganization,theyhavethepotentialeveryday,throughtheireveryaction,tomakethathappen.Sotheyaretherealsourceoftheunderstandingyouseek—notme.”Withthat,shestoodupandusheredMichaeloutthedoor.Michaelfoundhimselfstandingoutsidetheoffice,bewildered.Hewalkedovertothe

womanwhohadshownhimin.“I’mMichaelHobbs,”hesaid.“Iknow,”smiledthewoman.“AreyouMs.Fitzwilliam’ssecretary?”“Actually,I’mhercolleague,”camethereply.Michaelfoundhimselfthinking,howdidIknowshewasgoingtosaythat?Thenthewomanadded,“MynameisAmeliaEngel.HowmayIhelpyou?”“Iwanttofindoutabouthowempowermentworksaroundhere.SoIguessI’dliketotalkto

someofyour,um,colleagues.”“We’reallinvolvedinmakingthisanempoweredorganization,”repliedAmelia,“so

anyoneherecouldhelpyou.”“PerhapsIshouldstartatthebottom.That’swhereempowermentreallyhastogo,isn’tit?”“Notreally,”smiledAmelia.“Anyonewhointeractswithourcustomersisconsideredtobe

atthetop.”“OK,OK,”laughedMichael.“ThenmaybeIshouldstartatthetop.”“LetmesuggestthatyoutalktoRobertBordersinourBillingServicesArea,”saidAmelia,

pickingupthephone.“They’vemadetremendousprogressinthelastyearbyreducingbillingerrorsby37percentandresponsetimetocustomerbillinginquiriesby50percent.I’llseewhetherRobertisavailable.”

THEFIRSTKEY:SHAREACCURATEINFORMATIONWITHEVERYONE

ASHORTTIMElater,Michaelfoundhiswaytothebillingresponsecenterthatservedthecompany’slargercustomers.Roberthadsuggestedtheymeettheretogetafirsthandlookattheoperation.Michaelwassurprisedthatitappearedtobeafairlystandard-lookingoperation,withthe

samekindofcomputershisowncompanyused.Thepeopleevenlookedthesame,exceptperhapsalittlemoreengagedbutalsorelaxed—almostliketheywerehavingfun.Butatthispointhedidn’tknowwhattoexpect,sohedecidedtojusttrytotakeitallinandlearn.Thatwaswhyhewasthere,afterall.Ayoungmanapproachedhim.“Hi,I’mRobertBorders.YoumustbetheexecutiveAmelia

calledmeabout.WhatcanIdoforyou?”“IjustfinishedtalkingwithSandyFitzwilliam,andnowIneedtotalkwithsomepeoplein

yourcompanyaboutempowerment.Buteventhoughempoweringpeopleismygoal,I’mskeptical.I’vetriedtoinstituteempowermentwithmycompany,and,frankly,Ihaven’tseenmuchchange.ButI’mbeginningtothinkwemayhavegoneaboutitincorrectly—maybeIdon’tevenknowwhatrealempowermentis,muchlesshowtocreateacultureofempowerment.”“Howlonghaveyoubeenatit?”Robertasked.“Sixmonths,”saidMichael.Robertnodded.“Allpeoplehavedoubtsatthebeginning.Butthatshouldn’tbesurprising.

They’rebeingaskedtobuyintosomethingonfaith.Notonlyhavetheyhadlittleoranyexperiencewithbeingempowered;inmanycasesthey’vebeenunempowered.Alsointhebeginningtheydon’tknowhowtheprocessisgoingtowork.TheyhavenosenseofWIIFM.”“What’sWIIFM?”“What’s-In-It-For-Me.Youcan’tblamepeopleforbeingskeptical.Enoughflavor-of-the-

monthprogramshavecomeandgoneforpeopletobelievethatthisisjustanotheroneofthem.Thatwascertainlytheattitudehere.Andmanyoftheyoungermembersofthecompanyhaveseenabigshiftintheimplicitcontractbetweencompaniesandtheirpeople—theyhavegrownupwithlayoffsandhaveabuilt-indoubtofwhatcompanyleaderssay.“Infact,whenSandystartedtellingusthathergoalwastobuildanorganizationof

colleagueswhereeverybody’spotentialwouldbeused,wethoughtitwasjustanotherlinetogetmoreworkoutofus,andforwhatreason,wethought.”“Hmm,”Michaelmused.“Thatcouldexplainwhypeoplearen’tactingempoweredinmy

company.Beliefschangeslowly,especiallywhenthere’sacloudofdoubt,huh?”

“Ittakestime.Atfirst,wedidn’tbelieveSandyknewwhatshewastalkingabout.Evenifshewassincere,wedoubteditcouldwork.Butnow,weknowshewasright,”Robertadded.“Andit’snotjustthatpeoplefeelbetter.We’remuchmoreeffectiveandefficientthanwewerebefore.Wefeelbetteraboutourselves,ourleaders,andourcompany.Wefeelarealsenseofownershipandempowerment.”“Well,talkischeap,”Michaelsaid,impatiently.Hewasirritatedbytheobvioussatisfaction

Robertfeltwithhisdepartment.Thenheasked,“Howdidyougetwhereyouaretoday?Somethingmusthavehappenedtoreleaseallthatenergy.Itdidn’tjust....”“Information,”interruptedRobert,“accurateandtimelyinformation.”“Information?”Michaelechoed.“Butwhatkind?Don’tpeoplealreadyhavelotsof

informationavailablethroughtechnologysystems?”“Ofcoursetheydo,”saidRobert,“butwhattheyneedmostisinformationabouthowthe

businessisdoing—profits,costs,budgets,marketshare,productivity,defects,andsoon.Youwanttoshareaccurateinformationthatcanbeusedformakinggoodbusinessdecisionsinatimelymanner,thesameinformationyouasamanagerusetomakedecisions.”RoberttookalittlecardoutofhisshirtpocketandhandedittoMichael:

THEFIRSTKEYShareaccurateinformationwitheveryone.

“Idon’tgetit,”saidMichael.“Sharedetailedinformationaboutcompanyperformancethroughouttheorganization?Thatsoundsrisky.Whatiftheinformationpaintsabadpictureforthecompany?Wouldn’tthatleadtochaosoranarchy?Ican’timaginedoingthatinmycompany.Andfurther,Ithinkthatmanyotherswouldbeveryuncomfortabledoingit.Someinformationjustcannotbesharedwitheveryone.”“Thenyoucan’tcreateanempoweredorganization,”repliedRobert.Hepausedfor

emphasisandthensaid,“I’mgoingtotellyousomething.Iknowyou’reaCEO,apresidentandall,andperhapsifIdidn’thaveSandyasanexampleI’dhesitatetosaythisbecauseofrespectforyourposition.Butthat’sthetroublerightthere—theperceiveddifferenceinpeople’spositionsthathangsoverfromtheoldhierarchicalmind-setandassumptions.Thatperceiveddivisionbetween‘superior’and‘subordinate’isnolongerveryusefulinbusinessorganizations.Infact,itworksdirectlycountertosuccess.Successtodaydependsonteameffort.Andwehaveallthetechnologyweneedtoengagepeopleinthebusiness.Butourassumptionslimititsuse—itsuredidhereinthebeginning.”Robertpaused.MichaelcrossedhisarmsandstaredatRobert.Thisconversationisjustnotveryhelpful,he

thought.Butafterafewmoremomentsofsilence,henoddedforRoberttocontinue.“Youcanwalkoutofhere,”saidRobertslowly,nevertakinghiseyesoffMichael.“Youcan

denywhatI’msayinguntilyou’reblueintheface.Butthefactremainsthatthoseleaderswhoareunwillingtoshareaccurateanddetailedperformanceinformationwiththeirpeoplewillneverhavetheirpeopleaspartnersinrunningthecompanysuccessfullyandwillneverhaveanempoweredorganization.Thisactofsharinginformationaboutthebusinessanditsmarketsisabsolutelycrucialtoempoweringpeopletoactlikeentrepreneursinanorganization.That’s

whyit’sthefirstkey.”“You’reaskingforamajorshiftinthinking—almostalobotomy,”saidMichaelwithan

uncomfortablelaugh.“Iknowit,”saidRobert.“Everyleaderhastofightthebattleagainsthabitandtraditionin

thedepthsofhisorherownheart.Eachleaderhastomakealeapoffaith.Themostcrucialplacetheshifthastooccurisinsideyou.”“Itcertainlywouldbeabigfirststepforme,”saidMichaelemphatically.“Andwhywouldn’titbe?”askedRobert.“Youhappentobeoneofthosemanagerswho’s

caughtinwhatwecallthe‘bigleftturn.’”“What’sthebigleftturn?”askedMichael.“It’sthehuge,all-encompassingcollapseoftraditionalboundariesthat’stakingplacedueto

thesuddenexplosionofinformation.Informationisbringingdownwallsallovertheworld.It’shappeninginallofourinstitutionsatonce,anditcanbeveryscary.“CommunicationbarriersliketheIronCurtain,theBerlinWall,andapartheidbeganto

crumblelongbeforeanyonemadethecollapseofficial.Why?Theflowofinformationcouldnotbecontrolledanylonger,nomatterhowhardanyonetried.”“AndtheexplosivegrowthofInternetuseduringthe1990shasmadetheflowofinformation

evenmoreuncontrollable,”Michaelmused.“Peoplehaveaccesstoallsortsofinformationabouttheircompanies,aswellasthemarketsandeventsthatwillshapethefutureinwhichthecompaniesmustoperate.”“Right,”Robertagreed.“Peoplecanobtainallkindsofinformation,soitisallthemore

importantthatwemakeavailableaccurateandtimelyinformationaboutourcompanies.Anditishardformanagerstotaketherisktosharesomuchinformation.TheyareafraidofviolatingHRorlegalorstockexchangerules,andIbelievetheyareafraidoflosingcontrol.Sharingallinformation,evensensitiveinformation,takescourage.Butdon’twaitaroundforittofeelgoodtoyou.Justtakealeapoffaithanddoit.It’llfeelgoodlateron.”“Justdoit,”Michaelrepeated.“Butwhataboutprivilegedinformation?”“Whatdoyoumeanby‘privilegedinformation’?”askedRobert.“Youknow—guardedinformation;knowntoafew;onlycertainpeoplecanhaveit;it’s

sensitive,”explainedMichael.“Letmeaskyou,”saidRobert,“howwouldyoufeelifyouwereoneofthepeopleonthe

‘outside’whowasdeniedaccesstotheprivilegedinformation,particularlywhenyouknewtheinformationwasonlyacomputerkeystrokeaway?”ThatcaughtMichaeloffguard.Hehesitatedforamomentandthensmiled.“I’dfeelpretty

tickedoffandleftout,amongotherthings.ItwouldsupportanydoubtsIhadaboutmanagers.”“Ibetyouwouldfeeltickedoff,”laughedRobert.“Withholdinginformationcarriesallkinds

ofmessages.Itmakespeoplethink,‘I’mnotintheknow.Theydon’ttrustme.TheythinkI’ddobadthingswiththeinformationifIknewit.TheythinkI’mtoodumbtounderstandit,’andsoforth.”“Peopledon’tfeeltrusted,”Michaelreiterated.Hewasstartingtounderstandthe

importanceofsharingaccurateandtimelyinformation.Robertnodded.“Ontheotherhand,there’snobetterwaytoshowpeoplethatyoutrustthem

thantosharesensitiveinformation.Informationaboutthiscompanyusedtobeprivateand

unavailabletomostofus.WhenSandybegansharingperformanceinformation,likemargins,profitability,costsoflosingcustomers,andsoforth,shesentaverystrongsignaltoeveryonethatshetrustedus;thatshewantedustouseourknowledgeandtalentstohelpthebusinesssucceed.”“Soyou’resayingthattrustiscrucialforanempoweredorganization.”Robertnoddedenthusiastically.“Andifpeoplethroughouttheorganizationdon’tfeel

trusted,effectivedecisionmakinggrindstoahalt.Peopledon’tfeelempowered,andthereforetheydon’tactempowered.Yousee,

Peoplewithoutaccurateinformationcannotactresponsibly.

Peoplewithaccurateinformationfeelcompelledtoactresponsibly.“That’sbeginningtomakesensetome,”mutteredMichael.“It’stheheartofthematter!”saidRobert.“Peoplewithoutaccurateinformationcannotmonitorthemselvesormakesounddecisions.

Peoplewithaccurateinformationcanandwanttoact.”Michaelbeganthinkingabouthisownorganization.Herealizedthatpeopleathiscompany

didnothavetheinformationtoreallyunderstandthebusinessanditsperformanceresults.Nordidtheyoperatewithabasicsenseoftrust.Hewasbeginningtograsptheideathatsharingprivilegedinformation,likeSandydidwithhercolleagues,couldhelppeoplebemoreresponsibleandalsostartthemontheroadtobuildingastrongsenseoftrust.Ashewasthinking,Michaelsuddenlygotablindingflashoftheobvious.Hescribbled

somethingonhisorganizerscreenandthenlookedRobertsquarelyintheeye.“Ofcourse!Whatyou’resayingisthataccuratebusinessinformationisthecurrencyforresponsibilityandtrustintheLandofEmpowerment.”Robertsmiledandnodded.“Everyleaderwantsresponsibleandtrustworthypeopleinthe

organization.Butstopandthink:Howdoyougoaboutdevelopingresponsible,trustworthypeople?There’sonlyoneway.”“Youtrustthemwithcompleteandaccurateinformation,”Michaelsaid.“Andthatmeansaction,notwordsorsmiles,”saidRobert.“You’vegottoshowyoutrust

thembysharingallkindsofinformation—evensensitiveinformation.Haveyoutalkedalotaboutempoweringpeopleinyourcompany?”“Wesurehave—andwithnoresultstoshowforit!”“Thesamethinghappenedtous,”saidRobert.“Whenwebegantalkingaboutempowermentseveralyearsago,that’sallitwas—justtalk.

Nobodyreallybelievedanythingwouldhappen.Weallfeltitwasjustthelatestfad,orworsejustanothermanagementtrick.Oneofmyassociateswhohasbeenaroundthecompanyformanyyearssaid,‘Justwait—thistooshallpass.’“Sandykeptgoingaroundsayingthingslike,‘Yougottabelievethatthemagichappens

wheretheworkforceis.’Butwedidn’tknowifsheandtheothermanagersreallymeantit.Itwasn’tuntilshebegantoshareinformationwitheveryonethatwereallystartedtobelieve.Thesharingofwhathadoncebeenconfidentialinformationaboutperformance,profits,truemarketshare,andsuch,madeusrealizethatthiswasasafeplaceforustothinkanduseourrealtalentsandknowledge.”

MichaellookedagainatthecardRoberthadgivenhim.“I’mbeginningtoseetherealreasonbehindthisfirstkey.Informationsharingtomewasalwayspurelyfunctional—youknow,linkedtopeople’sfunctionsintheorganization.Sowhenyougavemethiscard,oneofthereasonsIresistedwasnotunderstandingwhypeopleneededmoreinformationtodotheirjobs.Itseemswithourcomputersystemsthattheyalreadyhavelotsofinformation—maybesometimessomuchthatitoverwhelmsthem.ButnowIrealizethatwhattheyneedisaccurate,complete,andtimelyinformationaboutourcompanyanditsbusinessperformancemeasures.Iftheyaretobecomeresponsibleandtofeeltrusted,theyneedthesameinformationIhaveanduse!”“That’sit!”exclaimedRobert.“Butwhataboutgoals?”sighedMichael.“ThroughoutmycareerI’vealwaysunderstoodthatgoalsettingshouldbefirst.If

informationcomesfirst,wheredogoalsfitin?”Robertsmiledandsaid,“Iwaswaitingforyoutoaskthat,becauseeveryonedoes.Goals

arestillveryimportant.”“Inmostorganizationsgoalsareestablishedatthetopandthenhandeddown.Peoplefeelno

commitmenttothembecausetheyhaven’tbeeninvolvedinestablishingthem.Ithinkyoucansensehowthatwouldn’tworkinanempoweredorganization.Tobreakdownthetraditionalhierarchicalbeliefthatallthe‘brains’areatthetopoftheorganization,youhavetostartbuildingtrustfirst.Onceinformationsharingtakesplace,andpeoplehavebegunthejourneytogethertowardtheLandofEmpowerment,thengoalsettingtakesonrealmeaning.”“Sobasically,you’retellingmetowaitandsee,”Michaelsaid.“That’sright,”Robertagreed.“Remember,informationsharingisonlythefirststeponthe

journey.I’dliketotellyoumore,butI’vegottogetbacktoanurgentprojectrightnow.Whydon’tyoutalktosomeofmyothercolleaguesabouttheadditionalkeystoempoweringpeople?JanetWooverinInventoryProcessingissomeoneI’veworkedwithalot.IhappentoknowthatJanethasameetingthisafternoon,butletmecallherandseeifshe’llmeetwithyoutomorrowmorning.”Robertsetupameetingfor8A.M.thenextday.Michaelleftthebuilding,hismindracing

withthoughtsaboutthesharingofaccurate,complete,andtimelyinformation.Whenhereachedtheparkinglothesatinhiscarforawhile,summarizinginhiselectronicorganizerwhathehadlearned:

SharingAccurateInformationwithEveryoneIsthefirstkeyinempoweringpeopleandorganizationsLetspeopleunderstandthecurrentsituationincleartermsBeginstobuildtrustthroughouttheorganizationBreaksdowntraditionalhierarchicalthinkingHelpspeoplebemoreresponsibleEncouragespeopletoactlikeownersoftheorganization

Ashedrovehome,Michaelthoughtabouthowthenewthingshehadlearnedclashedwithhisformerbeliefsandattitudes.Iwonderwhattheotherkeysare,hethought.Andwilltheybeasbigasurpriseasthefirstonewas?

THESECONDKEY:CREATEAUTONOMYTHROUGHBOUNDARIES

THENEXTmorningMichaelwasbackbrightandearly.AsheenteredtheInventoryProcessingArea,awomanapproachedhimandintroducedherselfasJanetWo.“Iunderstandyou’vebeenhangingoutwithsomeofmycolleagues—SandyFitzwilliamand

RobertBorders,”saidJanet.“Thisstuffaboutempoweringpeoplecanbeprettyconfusingatfirst.Rememberinghowitwasforme,Iimagineyourheadisspinning.”“Well,you’reright,”saidMichael.“Iwassurprisedtolearnhowsharinginformationworks

toestablishtrustandhelppeopleimprovetheirworkprocesses.ButIcan’timaginethatinformationalonecanbeenough.Whatcomesnext?”“Toanswerthatquestion,letmeaskyoutoconsiderthingsfromtheviewpointof

management.Inorderforpeopletobeempowered,doyouthinktheyneedmorestructureorless?”“Why,lessstructure,ofcourse.Toempowerpeople,youwanttofreethemup,notrestrict

themwithrules.”“OK,”Janetrepliedinanoncommittalway.“Now,thinkaboutwherepeoplearewhenyou

embarkonthejourneytotheLandofEmpowerment.They’veheardaboutempowerment.Mostofthemprobablywanttobeempowered.Butwhat’stheirtotalexperienceofwhatitmeanstobeempowered?Dotheyreallyunderstandwhatitmeanstobeallowedtousetheirexperienceandknowledgebutatthesametimetobeheldfullyaccountablefortheresults,whethergoodorbad?”“Probablynotmuch.Theyprobablylikethefreedompart,buttheaccountabilitypart

concernsthem.”“That’sright.”“Isee,”Michaelmused.“They’dbelost,oratleastalittleconfused.Maybetheywould

needstructureafterall.”“Theywould,butit’sadifferentkindofstructure.Usuallywethinkofstructureasakindof

boundarythatlimitswhatwecando.Herewearetalkingaboutboundariesthatclarifytherangewithinwhichpeoplehaveautonomy,”saidJanet.Withthat,shehandedMichaelasmallcardthatread:

THESECONDKEY

Createautonomythroughboundaries.“Peoplehavetolearnnewwaysofthinkingandworkingtogether,”Janetwenton.“Touse

ananalogy,intheoldhorse-and-buggydayspeopleusedtothrowthereinsoverthehorse’sneck,andthehorsewouldtakethemhome.Thatworkedbecausethehorseknewtheway,butpeopledidn’tdothatwhentheywerestartingoutonanewjourney.”“Whatyou’resayingisthatwithalackofguidelines,peoplerevertbacktotheirold

unempoweredhabits—theyheadbackhometothefamiliar,”Michaelventured.Janetnodded.“Yes.Boundarieshavethecapacitytochannelenergyinacertaindirection.

It’slikeariver—ifyouweretotakeawaythebanks,theriverwouldn’tbeariveranymore.Itsmomentumanddirectionwouldbegone.”“Iguessariverwithoutbankswouldbeaverybigpuddle,”saidMichael,laughing.“Isee

whatyoumean.Youwantpeople’senergytohavedirectionandimpact.”“Also,considerthesecuritythereisinhavingboundaries,”addedJanet.“Howwouldyou

liketoplaytenniswithjustthenet—therewouldbenolinestodefineacourt.Youwouldn’tknowhowtokeepscore,whatgoodperformancewas,orhowtoimproveyourgame.”Michaelthoughtforafewsecondsandthensaid,“IaskedRobertwheregoalsettingfitsin

andheessentiallytoldmetobepatient.Aren’tgoalsanimportantpartofthisboundaryprocess?”“Absolutely,”saidJanet.“Butthereareotherkindsofboundariesbesidesgoalsetting.”

Janetwalkedovertohercomputerandprintedoutasinglesheetofpaper.“Here’salistofthecriticalareaswherewestartedtocreatenewboundaries,”shesaid.BoundaryAreasThatCreateAutonomy1. Purpose—Whatbusinessareyouin?2. Values—Whatareyouroperationalguidelines?3. Image—Whatisyourpictureofthefuture?4. Goals—What,when,where,andhowdoyoudowhatyoudo?5. Roles—Whodoeswhat?6. OrganizationalStructureandSystems—Howdoyousupportwhatyouwanttodo?

“Thatlookslikealotofstructureandboundariestocreate,”saidMichael.“Itis,”answeredJanet,“butitneednotallbedoneatthesametime.Infact,itcan’t.Itmust

becreatedasyouneedit.Inourcompanyitbeganwithtopmanagementdraftingacompellingvisionofourcompanyasanempoweredorganization.”“Acompellingvision,”echoedMichael.“Yes,”saidJanet.“Acompellingvisioninvolvesthefirstthreeboundaryareasonourlist.It

emotionallyandintellectuallycaptivatesthemembersofyourorganizationandcrystallizestheirneeds,desires,values,andbeliefs.Thewaytocreateacompellingvisionistoarticulateapictureofthefuture,animage,thatclarifiesthepurposeofyourorganization—whatbusinessyouarein—andilluminatestheguidingvalues.Andwhileempowermentisaprocessthatengageseveryoneinthecompany,thedirectionofthecompanyneedstobedefinedclearlybythemanagementteam,andrefinedandunderstoodbyeveryoneinthecompany.”“Canyougivemeanexample?”saidMichael.

“Sure.WaybackwhenAppleComputerwasgettingstarted,StevenJobsenvisionedeveryonehavingandusingapersonalcomputer,whichwasquiteadreamatthattime.Thepurposeofthecompanywastobuildandmakeavailableaffordableinformationsystems—computers.Theunderlyingvaluewastocreateaccesstoaneasy-to-usecomputerforeveryone,notforjustafew.Theimageoftheendresultwasapersonalcomputeroneverydeskandineveryhousehold.Ashisvisionbecameclear,themeanstoachieveitalsobecameclear,soJobsdevelopedamethodtomass-producehigh-qualitypersonalcomputers.Acompellingvisioncreatesthebigpictureforyourcompany.”“Thanks,”respondedMichael,“butletmeaskyouaquestionaboutyourcompanyandthis

visionprocess.Dideveryonegetinvolvedinclarifyingyourvision,andifso,howdidthatwork?”“Theysuredid,”smiledJanet.“Eachpersonineverydepartmentworkedwiththeir

colleaguesandleaderstotranslatethecompanyvisionintorolesandgoalsthathadmeaningforthempersonally.Suchtranslationofvisiontakeseffort,butitisessentialforeveryteamandeverypersontounderstandhowtheywillcontributetoachievingthecompany’svision.Wecallthatdefiningthelittlepicturesothatitisconsistentwiththebig-picturevision.“Ialwaysthinkinanalogies,”Janetcontinued.“Inthiscase,Ithinkofajigsawpuzzle.The

organizationalvisionisthebigpictureyouendupwithwhenyoucompletethepuzzle.Thespecificroleeachpersonhastoplayinachievingthevisionislikeoneindividualpuzzlepiece.Eachpieceofthepuzzlehasasmallpictureonitthatcontributestothebigpicture.Intermsofourorganization,eachrolehasitsownlittlepicture.”“Whenyouputitthatway,eachperson’slittlepictureisprettyimportant,”Michaelsaid.“Absolutely.It’satranslationofthebigpictureintothespecificactionsthatanassociate

performs.Thoseactionsaredirectedtowardgoalaccomplishment.Forpeopletobeeffective,theymustseeboththebigpictureandtheirroleinachievingthatpicture.”“Mostorganizationsdogoalsetting,”saidMichael.“Howisyourprocessdifferentinthe

contextofempowerment?”“Ourgoal-settingprocessfocusesenergy.Withoutcleargoalspeoplecanwasteenergy.”“Wasteenergy?”wonderedMichael.“Yes,”saidJanet.“Haveyoueverhadyouremployeeslisttenthingstheythinkyouhold

themaccountablefor?”“WhywouldIdothat?”repliedMichael.“Wetellthemwhat’sexpectedofthem,andthey

allgetannualperformancereviews.”“Youmayhavejustdiagnosedoneofyourbiggestproblems,”saidJanet.“Tellme,when

peopleleavetheirperformancereviewsessionswithyou,dotheyfeelvalidatedorsurprised?”Michaelreflectedonthelastthreereviewshe’dcompleted.“Cometothinkofit,theyact

surprised.Twoofmylastthreereviewsinvolveddisagreements.Thepeoplesaidtheydidn’tknowtheywereresponsibleforcertainareas.”“Soundslikeyou’dfindtheTopTenPlannerhelpful.Sincethereisoftenadifference

betweenwhatpeoplethinkthey’resupposedtobedoingonaday-to-daybasisandwhattheirmanagerthinkstheyshouldbedoing,Irecommendthateachofthemmakealistandcomparethepriorityofthingsonthetwolists.LetmegiveyouanexampleofhowthisTopTenPlanner

works.“Acouplewhoarefriendsofmineownaconveniencestore.Theywereconstantlyina

quandaryastowhythingstheythoughtwereimportantweren’tgettingdonearoundthestore.Sotheyaskedtheirassistanttolistthetenthingsshethoughtshewasaccountablefor.Thisisthelisttheassistantproduced.”JanethandedMichaelaslipofpaper:1. Shrink(inventoryloss)2. Cashoverorshortontheregister3. Stockshelves4. Cleanrestrooms5. Testgastanksforwater6. Freshcoffeeatalltimes7. Cleanparkinglot8. Organizebackroom9. Rotatestock10. Ordering

“Myfriends,theowners,madealistofthetenthingstheyheldtheassistantaccountablefor.Itlookedlikethis.”Shegavehimanotherslipofpaper(seenextpage):“Whentheycomparedlists,theproblembecameobvious.Andastheytoldmeaboutitthey

said,‘Thefaultturnedouttobeoursasmanagers.Wetellpeoplewe’llholdthemaccountableforendresults—suchassales,service,andsoon.Butthethingswetalktothemaboutday-inandday-out—thethingsthatstickintheirminds—areroutinetasks.Weweresendingmixedmessages.TheTopTenPlannerreallyhelpedustoseewhatweweredoingandtoappreciatethepainwewerecausingourassistantasaresult.1. Salesvolume2. Profit3. Customerperception4. Qualityofservice5. Cashmanagement6. Overallstoreappearance7. Just-in-timeinventory8. Trainingemployees9. Protectingassets(maintenance)10. Merchandisedisplay

“‘We’dbeentellingherthingslikethese:Shrinkistoohigh.Whyisthesecondshifttwelvedollarsshort?Thereareholesintheshelfstock.Thebathroomisamess.Haveyoutestedthegastanksforwateryet?You’reoutofcoffee.Whohadapartyintheparkinglot?

Lookslikeyoucleanedthestockroomwithahandgrenade!Putthenewproductintheback.Yourorderislate.’

“YouprobablyheardfromRobertBordersthatpeoplewithoutaccurateinformationcan’tberesponsible,”Janetsaid.“Well,inaddition,peoplewillneverbeempoweredifthey’renotsurewhattheirgoalsandrolesare.Inthiscase,thefactthattheassistantdidn’tmaketheconnectionbetweenthetasksshewasdoingandgoalsforwhichshewasaccountablewastheowners’fault.“Theowners’dailyfeedbacktotheassistantfedthewronggoalsandcreatedadifferent

focusbytheassistantthanwasdesired.Theyshouldhavebeensayingthingslikethese:‘Letmehelpyoufigureoutwhysalesaredown.Whatcanwedotoincreasesaggingprofits?Let’sfindoutwhatourcustomersthinkaboutnocoffeeanddirtyrestrooms.Ourgascustomershaveanimpactontheimpulsebuyingthatisanimportantpartofthisbusiness.Let’smakesuretheynevergetwaterintheirgastanks.Ifourcashiscontinuallyoverorshort,customersareprobablybeingrippedoff.Firstimpressionsareimportant.Whatdoyouthinkoftheparkinglotthismorning?Ifthestockroomisn’torganized,wemayhavetotellacustomerwe’reoutofstocksimplybecausewecan’tfindaproduct.Whatemployeetraininghaveyouconductedthisweek?Whatisyourscheduleforrotatingthedisplayssocustomersseedifferentproducts?’”

“Thedifferenceiswhatwetalktopeopleaboutandthewaywetalktothem,”saidMichael.“It’smorelikebeingapartnerthanbeingtoldwhattodo.IthinkthatifIweretheassistantandheardthesekindsofmessagesconsistently,I’dhavemoreofabusinessperspectiveandfeelmoreownership.”“We’velearnedalotfromthatstoryinourcompany,”saidJanet.“We’vefoundthatwithout

cleargoalsthatareconsistentlychecked,peoplecan’tperformwellorbeempowered.Infact,highlyskilled,creativepeoplewillwastealotoftimeonlessimportantactivities,allthewhilebelievingtheyaredoingwhatisexpectedofthem.Intheconveniencestoreexample,thatmighthavemeantthatcustomerswerewaitingwhilesomeoneswepttheparkinglot.”“IthinkI’vegotit,”saidMichael.“Theconnectionbetweenboundariesandautonomyis

gettingclearer.I’vetriedtosummarizeitinawaythatmakessensetome.”MichaelshowedJanethisorganizerscreen:

Visioncomesalivewheneveryoneseeswherehisorhercontributionmakesadifference.Janetchuckledandsaid,“Roberttoldmetowatchoutforyou.”“Whatdoyoumean?”“Hesaidthatwhileyoumightberesistantatfirst,onceyougraspanidea,itdoesn’ttakeyou

longtorunwithit.”“Yeah,Iguessso.I’vealwaysbeenanactionperson.Itendtograspthingsquickly,andthen

I’mreadytogetmovingtowardimplementation.You’vehelpedmeunderstandvisionandgoalsettingfittogether,buttellmealittlemoreabouthowvaluesworktocreateautonomy,”said

Michael.“Valuesareakeyelementofacompellingvision,”saidJanet.“Aswebeganourjourney

towardtheLandofEmpowerment,wefoundwehadtoclarifyourfundamentalbeliefsandthentranslatethemintocommonlyagreed-uponvalues.Thebeliefssupportthevision,thevaluesmakesitarealitybyguidingouractions.Yousee,organizationsdon’treallyhavevaluesuntiltheassociateswhoworkthereverifythestatementsofbeliefasthewaytooperate.SoSandyinvolvedusinacollaborativeprocessofvalidatingourvalues.”“Howdidshedothat?”“Firstshegaveusatalkonvalues.Sheexplainedwhatvaluesareandhowtheyshould

guideourautonomousactionsinworkingtowardthevisionofthecompany.Everybodyaroundhereremembersthattalklikeitwasyesterday.Peoplerefertoitasher‘IHaveaDream’speech.”“Whatdidshesay?”“Whatshesaidwasprettyimportant,butthewayshesaiditwaswhatreallygotour

attention.Itwaslikeshewasconsultingwithus.Youcan’tlistentoherlongwithouthearinghercommitmenttocertainvalues.Shespelledtheseoutforus,butinsuchawaythatitwasobviousthattheywouldwork.”“Shemadeusfeelimportant—justlikeshedidwhenshegaveusallthatprivileged

information.Exceptthistimeitwasn’t,‘Ican’tbelieveshe’stellingusthis!’Itwas,‘Ican’tbelieveshe’saskingusaboutthis!’”“Youmeanyoufeltreallyinvolved,”Michaelsaidwithasmile.“Yes.Whensomebodytrustsyoulikethatandasksforyourinvolvementindefiningand

clarifyingourvalues,yousaytoyourself,‘WhywouldIworkanywhereelse?’Thatspeechwasonlythebeginning,though.Itwasthevalidationprocessthatfollowedthateventuallygotusallalignedwiththesamevalues.”“Youmeanyouhadanactualmethodoffindingagreementonvalues?”Michaelasked.“EveryonesupportedthevaluesthatSandyarticulated.Theagreementwasmoreaboutthe

rulessurroundingthosevalues,”answeredJanet.“Inourworkgroupsweweregivenaseriesofdirectionsforcreatingdepartmentaldialogues.Wediscussedthevaluesandthewaystheywouldbeactedoutinourwork.”“Howdidthemeetingsgo?”“Thereweresomerealsurprisesatfirst.”“Howso?”“Wedidn’tknowthatwehadbeenoperatingunderdifferingassumptionsuntilwewere

involvedintheprocess.Aswetriedtoagreeonwayswewouldoperateandtreateachother,wekeptgettingblocked.Oncewestarteddiscussingthevaluesandlisteningtoeachother,asthedirectionstoldustodo,oureyeswereopened.Definingwhatwasmeantbycertainkeyvaluewordsbecamethemostimportantpartoftheexercise.“Againandagain,”continuedJanet,“Iheardpeoplesay,‘Ineverdreamedyoulookedatit

thatway!’Oneoftheguysinmyunitsaidthatwhenwestartedout,wewerelikeabunchofironfilings,allspreadoutandpointingindifferentdirections.Thevalidatingprocesswaslikeamagnetpassingoverus,leavingusallalignedinunison.”“Butthatmusthavetakenalotofworktime,”Michaelsaid.

“Asmanagers,wethoughtso,too,”Janetreplied.“Wewereasking,‘Whyarewedoingallthisstuff,whenweneedtobefillingordersandmakingmoney?’Butyouknowwhat?Thatprocesseventuallysavedustime!Itwasamazing!”“Howdoyoumean?”“Eversincethevaluesprocess,decisionmakinghasbeenmuchfasterandeasier.Wehavea

sharedsetofvaluestoguideus.”“I’vejustmadeanotherdiscoveryaboutmyownorganization,”Michaelsaid.“We’vebeen

tryingtogetonesimplestatementacrosstoeverybody:‘Ifyouseeaproblem,fixit.’NowIknowwhyit’sbeensohardgettingpeopletolivebythatstatement.”“Oh?”“Thewaywewentaboutitwasdoublywrong.First,peopledidn’tchoosetherule—itwas

imposedonthem.Second,wehadnoprocessforlisteningtoeachotherandreachingagreement,likeyourprocessforvalidatingvalues.ForallIknow,thereareasmanyinterpretationsofwhatthatstatementmeansastherearepeopleinthecompany!”“Withoutagreementonarule,youcan’tfocusenergyonyourpurpose.Valuesserveasthe

drivingforceforpurpose.Allpartsofyourcompellingvisionhavetobeintegrated,”saidJanet.“Tellmehowstructureandsystemsfitin,”askedMichael.“Yourvisiontellsyoutherightthingstodo,whileyourstructureandsystems,togetherwith

definedrolesandgoals,ensurethatthingsaredoneright.Letmeshowyouagraphicofhowalltheseelementsworktogethertocreatetheboundariesthatdriveautonomy,andImightadd,responsibility.Janetpointedtoaframedpictureshehadhangingonthewalloutsideheroffice.

“Andallowmetogiveyouanexampleofwhathappenswhensomeoftheseelementsarenotaligned,”saidJanet.“Wewantedtocoordinateourinventoryactivitieswithoursalesprocess,sowesuggestedtothesalesteamsthatweneededtoimproveplanning.Theyweresympathetic,butwhenitcamerightdowntoittheywouldn’tmakethenecessarychangesinimplementingtheplanning.Wanttoknowwhy?”“Sure.”“Theirbonuswascalculatedonaformulathatcounted‘planningtime’as‘nonproductive.’

Planningtimereducedtheirbonus!Oncewechangedtherewardstructure,theproblemwent

away.”“So,organizationalstructuresandsystemsthatarealreadyinplacemayhindertheprocess

ofempoweringpeopletoimprove?”“Right,”saidJanet.“Butremember,thesepolicieswerecreatedtosupportacontrol-

orientedorganization,notanempoweredone.”Michaelthoughtaboutthat.Thenhesaid,“Mycompanyhassomepoliciesthatwouldinhibit

peoplefrombeingempowered.Oneistherequirementofasign-offforpurchasesovercertainamounts.Anotheristhedemandforformalproposalsonanychangesthataffectmorethanonedepartment.Thelistgoesonandon.”“Fortunately,”assuredJanet,“youcandealwitheachoneasyougoalong.Wefoundthatthe

trustcreatedbysharedinformationmadepeoplefeelfreetoexpressthemselvesaboutwhatwasgettinginthewayofbeingempowered.”“Rightthere,”saidMichael,“mightbeanotherreasonforusingthefirstkey—sharing

accurateinformation—tostarttheprocess.Itcreatesthebasisoftrustfortheothersteps.Howdidpeopleexpressthemselves,oncetheyfeltfreetodoso?”“Thequestionweheardmostoftenwas,‘Whydowedothingsthisway?’Sandyencouraged

it.Beforelong,everyoneseemedtobeexaminingeveryruleandpolicyandsystemtomakesureitcontributedtocreatinganempoweredorganization.Inmanycasestheexistingrulesdidcontributetoempoweringpeople.Butalotofotherthingswentoutthewindow.Thewholeorganizationtookonaleaner,morestreamlinedfeel.Therewereotherimportantquestions,likeWhatismynewrole?WhatdoIgettodecide?

HowwillIbeheldaccountable?Whatarethenewrules?HowdoIgetsometrainingonmynewrole?”“Allthosequestionsmustmakeforlotsofuncertainty,”saidMichael.“Actually,questionsaretheresultofuncertainty,”Janetsmiled.“Changeisalwaysfraught

withuncertainty.Butinaninformation-sharingenvironment,wherepeopleoperatewithtrust,uncertaintyissomethingyoucanhandlebycommunicating,gettingagreement,andtakingaction.Suchquestionsareawayofaskingforclarificationaboutthenewboundaries.”“Youknow,”saidMichael,“Igetafeelingyoupeoplehereareinitforthelonghaul.”“Yes,it’sajourney.Wedon’thavetodoitallatonce!Inoticeyou’vebeenwritinglotsof

notesinyourorganizer.MayIseewhatyou’vewritten?”“Sure,”repliedMichael.HeshowedJanetthescreenonhisorganizer(seenextpage):“Hey,that’sgreat.You’vegotit,”saidJanet.“Yeah,butIfeeltheremustbemoretoit.Somethingisstillmissing,”saidMichael.“Informationsharing,clarifyingboundaries—whatelse?”“TolearnaboutthethirdkeyforthejourneytotheLandofEmpowermentIsuggestthatyou

talktoBillyAbramsinCustomerService.CreatingAutonomythroughBoundaries

BuildsuponinformationsharingClarifiesthevision(bigpicture)withinputfromeveryoneHelpstranslatethevisionintorolesandgoals(littlepictures)Definesvaluesandrulesthatunderliedesiredactions;whenvaluesareclear,decision

makingiseasierDevelopsstructuresandproceduresthatempowerpeopleRemindsusthatit’sajourney

“Goodlucktoyouonyourjourney,Michael,”Janetsaid.“I’dliketoleaveyouwithsomethingSandysaidthathasalwaysappealedtome:‘Empowermentisn’tmagic—justsomesimpleideasandalotofsmartwork.’”AsMichaelheadedovertomeetBillyAbrams,hewasthinking,Simpleideasandalotof

smartwork.That’swhatIwantformycompany.

THETHIRDKEY:REPLACEHIERARCHICALTHINKINGWITHSELF-MANAGEDTEAMS

MICHAELSAWBillyAbramshurryingtowardhimasheenteredtheCustomerServiceworkarea.RightawayhesensedBillywasahigh-energypersonlikehimself—notmuchontalkandapragmatistwhenitcametoideas.AsBillyledMichaelthroughtheworkarea,Michaelsaid,“Isenseyou’reabusyman,andI

wanttothankyoufortakingthetimetomeetwithme.Asyoumayknow,I’mheretolearnthethirdkeytoempowerment.”“Noproblem,”saidBilly,asifdismissinghislaststatement.“Tellme,didyourcompany

recentlygothroughdownsizing?”“Yes,wedid,”answeredMichael.“It’stoughbeingresponsibleforeliminatingjobs.”“Iknowwhatyoumean.Thesamethinghappenedinthiscompany.”“Butinretrospect,itwasabsolutelynecessary,”Michaelquicklyadded,“tosurviveand

thriveasanorganization.Toberesponsivetocustomers,weneededacompanywithasfewmanagementlayersaspossible.ButIrealizenowthatwhiledownsizingmaycreateaneedforempowerment,itisnotanythinglikeempowermentatall.Andempowermentiscertainlyalotmorethanauthorizingpeopletomakemoredecisions,whichiswhatIusedtothink.”BillyandMichaelstrolledthroughgroupsofindustriouspeople.Acoupleofassociates

weretalkingexcitedlytogetherinfrontofacomputerscreen.Theylookedup,smiledenthusiastically,andthenwentbacktotheirtask,asBillyandMichaelwalkedby.“Letmeaskyousomething,”Billysaid.“Whenyoufinishflatteninganorganizationby

eliminatingjobs,outsourcingservices,andcuttingoutmiddlelayersofmanagement,whatkindofasituationareyouleftwith?”“Well...,”Michaelsaidslowly.Hestartedcountingonthefingersofonehand.“You’ve

gotuppermanagementclosertowheretheactionis.You’vegotsupervisorswithawiderspanofcontrol.Andyou’vegotresentfulpeoplewhohavebeentrainedtocarryoutdecisionsmadebyotherswith‘privilegedinformation’whotheynolongertrust.”“Exactly,”saidBilly.“Allyou’redescribingisasmallerbureaucracywithfewerlayersand

morenegativeattitudes.Decisionmakingisstillmovingupthehierarchy.Ifwewantanempoweredorganization,allthathastochange.Sotheburningquestionbecomes,What’sgoingtotaketheplaceoftheoldhierarchyintermsofdecisionmaking?”Michaelbegan,“Itseemslikeitwouldbeeveryone’sresponsibilitynow.Butyoucan’tjust

haveanorganizationofautonomouspeopleactinginisolationfromeachother.Maybeweneedtodependonpeopleworkingtogetherinteams.Peopleinteamscanbuildoffeachother’sspecializedskillsandknowledge.Yes,I’dvoteforteams.”Billynodded.Theyhadbeenstandinginthemidstofabustlingstreamofpeople.Billyled

thewayovertoacoupleofchairsatatableontheedgeoftheworkarea.ThenhehandedMichaelasmallcard,thethirdoneMichaelhadreceived:

THETHIRDKEYReplacehierarchicalthinkingwithself-managedteams.

“Replaceisaharshword.Idon’tknowhowyoucandothat!”exclaimedMichael.Billyresponded,“Beforethechange,we’dhadparticipativemanagementandworkteams.

Buttheyhadalwaysbeeninthecontextofthetraditionalhierarchy—mostlyone-waycommunication,withdecisionsbeinghandeddownthelinefromthetop.Atbest,theteamsmaderecommendations;themanagersmadethedecisions.”“Butwerealizedwewerefacedwithnewcompetition.Inourleanerorganizationwehadto

staycloseandresponsivetothecustomeryetstillmaintaininternalcontrolsthatwouldprotectourfinancialinterests.Theoldhierarchy,andespeciallytheaccompanyinghierarchicalthinking,wastooslowandcumbersometoaccomplishthat.And,asyouimplied,ateamofempoweredpeopleisfarmorepowerfulthanadisconnectedsetofindividuals.Sothesolutionwastogetteamstodomuchofwhatthemanagementhierarchyhaddoneinthepast.Ourpeoplehadtolearntoworkinself-directedteamsandtomakeandimplementtheirdecisions.Evenatthelowestlevel,peoplebegantograpplewiththekindsofresponsibilitiesthathadalwaysbeforebeenlefttomanagers.”“What’saself-managedteam?”Michaelasked.“It’sauniquekindofteam.Itconsistsofagroupofemployeeswithresponsibilityforan

entireprocessorproduct.Theyplan,perform,andmanagetheworkfromstarttofinish.”“Doestheteamhaveamanager?”“Theremaybeamanageronateam,”explainedBilly.“But,ifit’sahigh-performing,self-

managed,empoweredteam,you’dneverbeabletopickthatpersonout.Everyonesharesequallyintheresponsibilities.Theymightrotateteamleadership,butthegroupwoulddecidehow.”“Thatmusthavebeenquiteachange!”exclaimedMichael.“Ithappenedrighthere,”saidBillyashelookedaround.“Thepeopleyouseeinthis

departmenthavebecomepartofhigh-performing,self-managedteams.”“Yousaythatveryproudly,”Michaelsaid.“Themissionofourdepartmentisanimportantone,”Billysaid.“We’rereallythesensing

armoftheorganizationandtheproblem-solvingarmforthecustomer.We’reconcernedwithanythingthatgoeswronginthecompany’sefforttoservecustomers,bothexternalandinternalcustomers.Whenanerroroccurs,weimmediatelygatheralltheinformationaboutit.Thenwefeedthatinformationtoourinventoryandbillingoperationssothattheyunderstandwhat’s

beendonewrongandcancorrectitforthefuture.”“Soundslikeabigresponsibility,”saidMichael.“Itis,”agreedBilly.“Ontheotherhand,it’snottoolargewhenviewedasateameffort.No

onepersonhastodoitalone.Infact,wewhoareoncustomerserviceteamscan’tevendoitbyourselves.It’sthewholeorganization’sresponsibilitytoprovidegoodcustomerservice.Ourteamsjustleadtheeffort.Thepointyouneedtorealizeisthatasteamsweareconstantlyfunctioningthewayonlymanagersdidinthepast—assessinginformationfromalloverthecompany,analyzingthatinformation,decidingwhattodoaboutit,andrelayingourdecisionstoothers.”“Hmm,”saidMichael.“Icanseethatpeoplearen’tsittingaroundwaitingtobetoldwhatto

donext.I’vebeenwatchingyourassociatesaswe’vebeentalking.Theyobviouslycountoneachother,buteverybodyactslikeamanager.Inahierarchicaloperation,peoplejustdotheirassignedjobs;theydon’tgooutoftheirwaytohelpsomeoneelse.Buthere,everyonewhocomesbylooksatmeandsmiles.Icansensetheirhighenergyandenthusiasm.Theyactcommitted—likeit’stheircompany.”“Right,butyou’vegottorealizethatithasn’talwaysbeenthatway,”saidBilly,smiling.“In

thebeginning,mycolleaguesandIwere—well,let’sjustsaywewerenotimmediatelycommittedtothisteamidea.Manyofusthoughttheideaofbeingaself-managedteamsoundedgood,butwehadnoexperienceorunderstandingofhowitwouldwork.”“That’swherethepeopleareinmycompany,”Michaelsaid.“Ihaveallthesewonderfulideasfromthepasttwodaystobringtothem

aboutempowermentandbuildingself-managedteams,buttheyprobablyhaven’taclueabouthowtobegintooperateinthisnewway.Michaelpausedandthenadded,“It’slikewantingsomethingtofunctionfreelybyitself,but

inorderforittodothatyouhavetogiveitapush.”“That’saverygoodwayoftalkingabouttheparadoxyouexperienceinthebeginning,

beforepeopleareempowered,”Billyremarked.“Youcan’tjuststandaroundhopingthey’lltakeover.Youhavetostartbygivingthemwhattheyneedattheplacewheretheyare.Inourcase,themanagershadtobeginwitharatherdirectivestyleofleadership.Theyhadtotellandshowpeoplehowtobeginactingmoreempowered.”“I’vebeengettingthatmessage,”saidMichael.“Itseemsthatmovingtoautonomybegins

withtheneedforboundariesanddirection.”“Right,”saidBilly.“Guidelinesandstructureareessentialinthebeginningofthe

empowermentjourney.Peoplethinkdirectivebehavioristellingpeoplehowtodotheirjobs,butourmanagersputtheemphasisontellingushowtomanageourjobs.“Itwasexcitingtosuddenlybechargedwithusingallthejobknowledgewe’daccumulated

asagroup.Almosteveryonehadideasabouthowwecouldimproveourserviceandresponsivenesstoourcustomers.Butwedidn’tknowhowtomakedecisionsasateam.Welackedteamskills—skillsforsolvingproblems,managingmeetings,managingtheteam,andhandlingconflict.”“Soyourmanagersfocusedtheirdirectiveleadershipnotontellingyouwhattodobuton

developingtheskillsthatweregoingtoenableyoutofunctiononyourownasateam.”“Right.”

Michaelhadbeensummarizinginhisorganizeragain.HeshowedBillywhathehadwritten:Empowermentcomesfromteachingothersthingstheycandotobecomelessdependenton

you.“Thatbeautifullycapturestheideaforthestartingpointintrainingteams,”respondedBilly.

“Itwasalessonmanagersthroughoutourcompanyhadtolearnthehardway.“Inthebeginning,theythoughttheideawastoleaveself-managedteamsalone.Sothey

abdicatedtheirrolesascoachesandthenwonderedwhyteamsfloundered.Everyoneonourteamwasexcitedatfirst.Butthatlastedonlyforaboutaweek.Thencamedenial—nobodywantedtoadmitweweretotallyconfused.Wedidnotwanttorecognizethewidespreaddissatisfaction.”“Sowhathappened?”askedMichael.“Obviouslythingsgotstraightenedout.”“WhathappenedwasthatSandyrecognizedthestateofchaoswewerein.Shecalledusall

togethertohelpdiagnosethetrouble.Shetooktheblamefortheconfusionandneverpointedafingeratanyoneelse.Thatshowedusthatmanagementwasonourside.“Inthemeetingwerealizedthatwewantedtobeempoweredbutthatwelackedmanyofthe

necessaryskills.Togetherweconcludedthatweneededtraininginhowtobecomeaself-managedteam.Weneededtrainingtoteachushowtomakedecisionsasateam,howtoresolveconflictsasateam,howtomonitorgroupparticipationandinvolvement,andhowtoshareteamleadership,amongotherthings.Wealsorealizedthatweneededsomerelativelystrongleadershiptoguideanddirectusasweworkedtobecomeself-managedteams.Andweneededcarefulmonitoringofourprogress.”“Ineffect,youwereaskingmanagerstodirectyou,”saidMichael.“Anditsoundslikeyour

managersbeganwithastrongdirectivestyle,whichisstillconfusing,giventhatthegoalwastobecomeempowered.Iassumethattobecomeempowered,soonerorlatertheyhadtostopusingthatstylewithyou.Remember,yousaidwhenyoubecomeahigh-performingteam,youcan’ttellwhotheleaderis.Howdidtheteamgetawayfromtheneedforthedirectiveleadership?”“Slowly.Gradually.Almostimperceptiblyatfirst,”respondedBilly.“Thenfaster.Webegan

tohearstoriesofpeopleandteamsactinginempoweredways.Teamsbegantodothingsthatonlymanagershaddoneinthepast,anddothembetter.Ourmanagersbegantoactlikefacilitatorsandcoaches.Someofthemstartedtobemastersatchoosingjusttherightmomenttodowhatwecall‘standingthere.’”“What’sthat?”“It’sactuallyacriticalskillofmanagingtoempower.Youhavetoknowwhentofollowthe

rule”:Don’tjustdosomething—standthere.

“Youmeanknowingwhennottostepinsothatsomebodyelsecanact?”askedMichael.“Yes.Themanagersbecameadeptatgraduallytransferringmoreandmoreresponsibilities

totheteams.Themanagers’fearsdissipatedastheyfoundtheywerenotlosingcontrolandthattherewasstillplentyforthemtodo.Theybecamemoreinvolvedinstrategicplanning,workingmorewithcustomers,lookingatnewequipmentandprocedures,researchinganddeliveringthekindoftrainingpeoplewillneedinthefuture,aswellasspecialcompanyprojectsthathadbeenonthebackburner.”

“Thereseemstobeadelicatebalancetothismatteroftransferring,”Michaelventured.“It’sadance,”saidBilly.“Likedancing,though,onceyougetthehangofit,youtrustyour

intuition.Inempoweringpeopleandteams,youlearnnewwaysofassessingpeople.Thebestpartiswatchingemployeesbecomeassociates.It’salotoffunto‘lead’themoccasionallytojustalittlebitmoreresponsibilitythantheythinktheycanhandle.Thenwhenitturnsoutyouwererightandtheydohandleit,it’sgreattoseetheprideintheirfaces!”Michaelpaused,thoughtforamoment,andsaid,“Youknow,thisteamthing—correction,

thisempowered-teamthing—canreallybepowerful.It’slikeabasketballteamoravolleyballteamthatplaysreallywelltogether.Theteammembers’skillsaretransferablebutalsounique.Theyaregivenachancetoutilizetheirabilitiesandtocontinuetogrowanddevelop.Asindividuals,theyhavethechancetobecomeallthattheycanbeand,atthesametime,they’rehelpingtheorganizationbecomeallthatitcanpossiblybe.”“Itsoundslikeyou’vegotit,”saidBilly.“Yeah,maybe,”saidMichael,“buttomakesure,whydon’tyoutakealookatthis?”He

handedhisorganizerovertoBilly:ReplaceHierarchicalThinkingwithSelf-ManagedTeams

EmpoweredteamscandomorethanempoweredindividualsPeopledon’tstartoutknowinghowtoworkinself-managedteamsDissatisfactionisanaturalstepintheprocessEveryonehastobetrainedinteamskillsCommitmentandsupporthavetocomefromthetopTeamswithinformationandskillscanreplacetheoldhierarchicalthinking

“You’rerightonthemoney,”saidBillywithasmile.“You’reagoodteacher,”insistedMichael.AfterMichaelthankedBilly,heheadedhome.Ashedrove,Michaelcouldnotstopthinking

aboutwhathehadlearned.Oneburningquestionthathewishedhecouldanswerkeptcomingtothesurface.Finally,itgottohim.HepickedupthecarphoneanddialedSandyFitzwilliam’snumber.“IwonderedwhenIwouldhearfromyouagain,”shesaid.“MayIcomebytotalkwithyourightnow?”Michaelasked.“Ofcourse.I’llbewaiting.”

THETHREEKEYSINDYNAMICINTERACTION

ASMICHAELwalkedintoSandy’soffice,hefoundherinafamiliarpose,staringoutthewindow.Assheturnedtogreethim,hejumpedrightintohisquestion,“Sofar,I’velearnedthreekeystoempowerment.Theysoundgood,butdotheywork?Dotheymakeadifferenceinperformanceorresults?”Sheresponded,“Slowdownaminute,andtellmewhatyou’velearned.”“OK.I’velearnedthattherearethreekeystoempowermentthatarepartofaprocessfor

releasingthepotentialthatiswithinpeople.”Michaelshowedherhissummarynotes(seenextpage):AfterSandyreadhisnotes,Michaelstartedtalkingexcitedlyagain,continuallyreferringto

hiscardsandnotes.Fortwentyminutes,hetalkedwithoutlettinghersayaword.Shesatbackinherchairandlistenedintently.WhenMichaelfinished,hewasabitoutofbreath.HelookedattheEmpoweringManager

andwaitedforhertosaysomething.Finallyshespoke.“It’sevidenttomethatyouunderstandthestepsforcreatinganempoweredorganization.YougetanAforyoursolidgraspofthemainideas.”

3KeystoEmpowerment:Shareaccurateinformationwitheveryone.Createautonomythroughboundaries.Replacehierarchicalthinkingwithself-managedteams.

“Butcanthesethreekeysreallyleadtoempowerment?”Michaelasked.Hehadalwaysbeenabottom-linemanager.“Isn’ttheremore?Dotheyreallyimproveperformanceandemployeesatisfaction?”“Yes,yes,andyes,”sherepliedwithasmile.“Letmepointoutafewthingsregarding

performance.Thiscompanyhasfarexceededevenmyexpectationsaswemovedtoempowerment.Nowdon’tmisunderstand;weweretheleaderinourgeographicareaevenbeforeempowerment,butwefeltwecoulddobetter.Andwereweeverright!”“Sincewebegantheempowermentprocess,”shecontinued,“ourqualityofcustomer

servicehasexceeded99.99percent,whileourrevenuehasgoneup10percentayearandourcostshavebeencut10to15percenteveryyear.“Ontopofthat,ourpeoplecometoworkexcitedeveryday;theyfindtheincreased

responsibilityveryrewarding.And,theycontinuetocomeupwithnewwaystogetworkdone

faster,atlowercost,andwithhigherquality.Theyhelpussensehowthemarketischanging,andyouwouldn’tbelievethemanycreativewaystheyhelpthecompanykeepimprovingandinnovating.Ourbusinessisbooming,andourcustomersloveus.”“I’mimpressed,”saidMichael.“Tellmemoreabouttheperformanceandsatisfactionthat

resultsfromapplyingeachofthethreekeystoempowerment.”“OnceagainIthinkyou’dbebetterofftalkingtomycolleagues,”Sandyinsisted.Shepicked

upthephoneandcalledElizabethMeadowsinFulfillmentandfoundthatMichaelcouldseeherthenextmorning.“Elizabethhassomegreatideas,”shesaid.“She’srightthereonthefrontline,andIthink

you’llfindthatshe’saresults-orientedmanagerwhocangiveyousomemoreinsights,particularlyabouttheimpactofsharinginformationandcreatingboundaries.”“Thatwouldbehelpful,”saidMichael.“DoyouhaveanyfinalthoughtsbeforeIheadoff?”“Three,”Sandyreplied.“First,asyoumayalreadyhavefound,thethreekeysto

empowermentaresimpleandeasytounderstand,buttheyaredifficulttoputintoeverydayaction.Second,theprocessofmovingpeopleandtheorganizationtoempowermentischallengingandattimesfrustrating—youwillwanttogiveupmanytimesbeforeyougetthere.And,third,thethreekeysneedtobeviewedasoperatingindynamicinteractionwitheachother.Whileinformationsharingisthecriticalfirststep,empoweringpeopletakesallthreekeys,withaconstantshiftinginemphasisasneeded.”Michaelnodded,thinking,Allthreeindynamicinteraction.Thenhereplied,“Thanks,that

helps.I’mlookingforwardtomeetingwithElizabethMeadows.”

GIVEEVERYONETHEINFORMATIONTOACT

MICHAELARRIVEDearlythenextmorning,hopingthatElizabethcouldshowhimmoreabouthowempowermentworkedandthatitreallygetsresults.AshereachedtheFulfillmentArea,Michaelwasgreetedbyatall,energeticwoman.“Hi.

I’mElizabethMeadows,andthisistheareamyassociatesandIown.”“Whatdoyoumean,youownit?”Michaelasked.“Imean,”smiledElizabeth,“wehavealltheinformationweneedtomakeanyimportant

decisionthathastobemadetoserveourcustomers,ensurequalityoftheproductswesell,andmakeaprofitforourcompany.”“MaybethatexplainswhathappenedwhenIwaswalkingdownheretomeetyouthis

morning,”Michaelsaid.“Ioverheardoneofthefulfillmentpeopletellingsomeoneonthephonethatthemissingitemswouldbereplacedatnocostandsentovernighttoarrivetomorrow.Frankly,Iwasamazed.Peopleinfulfillmentdon’tusuallyhavetheauthoritytomakethatkindofdecision.”Elizabeth,whohadbeenpeeringatMichaelasshelistened,said,“Right.Butpeoplein

fulfillmentwhohaveinformationcantakeontheresponsibilityforthatkindofdecisionandknowthatitwon’thurtthecompany.Infact,withinformationtheywouldknowjustwhatdividendssuchexcellentcustomerservicewillpayinthefuture.Theycanweighthecostagainstthebenefitofreplacingtheitematnocost.”“Howcantheyknowthat?”askedMichael.Elizabethgesturedtoindicatetheareaaroundthem.“Information!”shesaidwithasmile.

“Timelyandaccurateinformationthattheycanaccessfreely.”Forthefirsttime,Michaelreallytookinthegraphsandchartsthatwereeverywhereonthe

walls,thecomputerscreensfilledwithchartsandtablesofdata,andthepeopleworkingquicklyandwithlittleornosupervision.“It’simpressive,allright,”Michaelsaidhesitantly.“ButI’mstillskepticalaboutwhether

informationsharingreallyworks.Asamatteroffact,that’swhyIcamebacktotalktoSandyFitzwilliam.Ineedtoknowthatthethreekeystoempowermentreallywork.Iwantresults.”ElizabethstaredintoMichael’seyes.Thensheasked,“Haveyouevernoticedwhathappens

whenyouoccasionallyseesomeonewhowantstowriteachecktopayforgroceriesatthesupermarket?Thecashierverifiestheperson’sIDandwritesthenumberonthecheck,right?Thenwhathappens?”“Thecustomerhastowaitaroundwhilethecashiercallsthemanagerorassistantmanager

tocomeoverandapprovethecheck,”answeredMichael.“Themanager’stalkingtosomeonetwoaislesoverasheorsheisinitialingthecheck.NowthatIthinkaboutit,itdoesn’tseemright—especiallysincethe‘wake-upcall’youhavegivenme.”“Whyisn’titright?”askedElizabeth.“Itsendsamessagethatthestoredoesn’ttrustthecashiersandthattheonlyemployeesthere

whohavebrainsarethemanagers.Therestofthepeoplemightaswellleavetheirbrainsathomebecausemaybethey’llneedthemafterwork.Furthermore,itmakesthecustomerfeeldistrusted,aswell.”“Right,”saidElizabeth.“Inthatprocess,whatdoyousupposehappenstothecashier’sself-

esteem?”“It’seroded,andthatdropinesteemcaneasilyruboffonthecustomerservice.”“Rightagain.Now,whatdoyouthinkwouldhappenifthecashiersweregivenallthe

detailedinformationabouttheimpactthatbadcheckshaveonthebusinessandthenweregivencheckapprovalpower?”“Fewerbouncedchecks?”Michaelwonderedaloud.“Right!That’swhatalltheresearchsaysaboutplaceswhereit’sbeendone.Further,the

peoplehavehigherself-esteemandcanprovidemoreattentivecustomerservice.Whenyougivepeopleinformationandachancetoactlikeowners,they’llusuallycomethrough,”Elizabethexplained.“Thatexampleishelpful,butcanyougivemeanotherexample?”Michaelrequested.“Sure,”saidElizabeth.“Afriendofmineownsarestaurant.Iwastellingheraboutthe

powerofsharinginformationwithherpeople.Shejustwasn’tbuyingit.Shedidn’tthinkcertaininformationwasanyofherpeople’sbusiness.Tohelphermovefromher‘stuck’position,Ihadhercalltogetherallthefolkswhoworkatherrestaurantonenightatclosingtime—thehostess,waiters,dishwashers,chef,everyone.Theysatattablesinsmallgroupsandansweredthefollowingquestion:‘Ofeverysalesdollarthatcomesintothisrestaurant,howmanycentsdoyouthinkgotothebottomlineasprofitthatcanbereturnedtotheownerorreinvestedinthebusiness?’”“Whatdidtheysay?”Michaelasked.“Thelowestguesswasforty-fivecentsandthehighestwasseventy-fivecents.Whenmy

friendtoldthemthecorrectanswerwaseightcents,theywereshocked.Theythoughttherestaurantwasamoneymachine.Imaginewhatthatmisconceptiondidtotheirattitudetowardthingslikebreakageandfoodwastage.”“Theywouldn’tcare,”saidMichael.“That’sforsure,”repliedElizabeth.“WhatreallyconvincedmyfriendIwasrightaboutthe

powerofsharinginformationwastheremarktheheadchefmade:‘YoumeanifIburnasix-dollarsteakthatwechargethecustomerfifteendollarsfor,wehavetosellatleastfivesteakstorecoverthesix-dollarloss?’Hehaditfiguredout,andsodideveryoneelse.”“Interesting,”musedMichael.“Sotheystartedthinkinginbusinessterms.Diditmakeany

difference?”“Lastyearmyfrienddeclared,‘Noneofyouwillgetaraiseunlessyoucanreadourbalance

sheetandexplainwhatitmeans.’Andforthefirsttimetherestaurantshowedovera10percentprofit.Whenmyfriendshared25percentofthatnewprofitwithherstaff,theywerethrilled

andstartedtalkingaboutadditionalwaystheycouldcutcostsandincreaseprofitsinthefuture.”“Soyouhavetoshowpeoplethatyoutrustthembysharinginformation,”commented

Michael.Elizabethmadeanothersweepinggesturetowardthedepartmentandsaid,“AsIsaidbefore,

thisplacebelongstous.Weownit!Nowyoucanunderstandwhatourbannermeans,”shesaid,pointingtoabanneronthewall:

Givepeopletheinformationtoact;thenlookformagictohappen!“Fascinating,”saidMichael.“Tellmemoreabouthowhasthisworkedforyou?”“We’velearnedthatonceyoushareinformationandtruststartstodevelop,youcanbeginto

establishhighstandards,”saidElizabeth.“Youcantalkaboutclosingthegapsbetweenwhat’shappeningtodayintermsofcost,profits,andsoon,andwhat’spossibletomorrow,anditmakessensetoeveryone.Weusuallytrytoidentifyafewparticularmeasures—thingslikeorder-processingtime,customerreactionstoservice,orderfulfillmentcosts,forexample—andthenwesharetimelyandaccurateinformationabouthowwearedoing.Infact,peoplecangettheinformationwhentheyneeditsotheycansolveproblemsandrecognizeprogress.”“Soundsliketheoldideaofcontinuousimprovement,”Michaelinterjected.“Itis,”repliedElizabeth,“but,moreimportantly,it’salsocontinuousinnovation.Continuous

improvementonlymakessensewhenpeoplehaveinformationandaretrustedtousetheirskillsandabilities.Continuousinnovationgoesevenfurther.Seethat?”Elizabethpointedtoasign:

Every“misteak”isanopportunitytoincreasecompetence.

“Sandyhadthesesignspostedaroundthecompanywhenwebeganourjourney.Everyonethoughtshewascrazy.Whywouldshewanttoencouragepeoplemakingmistakes?Thewayyou’relookingatme,I’dsayyouthinkso,too.”“Itbothersme,”Michaelsaid.“I’masticklerfordetails,soIwanttocorrectthespellingon

yoursign.Moreimportantly,Idon’twantmistakesmadeinourorganization.Whatdoesmakingmistakeshavetodowithimprovingperformance?”“Letmeaskyousomething,”saidElizabeth.“Whenamistakeismadeinyourorganization,

what’sthefirstquestionasked:‘Whatcanwelearn?’or‘Whoistoblame?’”Michaelanswered,“Ihavetoadmitthatmosttimesit’s‘Whoistoblame?’”“Sure,”agreedElizabeth,“andthiscanbedevastatingtowhatwewant.Weknowwewant

continuousimprovementandalsocontinuousinnovation.Butblamingpeoplewhentheymakemistakeskillsthespiritofinnovation.Peoplecan’tinnovatewhilethey’rebusyprotectingthemselves.Ontheotherhand,permissiontotakerisks,makemistakes,andchallengethewaythingshavebeendoneinthepastopensuppeople’sabilitytolearnandusetheirtalents.That’swhySandywantedpeopleheretoseemistakesasokay—tobelightheartedaboutthem—tocelebratethem,even.”“Interesting,”Michaelsaid.“ItremindsmeofanarticleIreadaboutencouraginginnovation

andcreativity.Icouldn’tunderstandwhenitmentionedthatonecompanyshootsoffacannoneverytimethere’sagoof.NowIgetit.”“Incidentally,”Elizabethgrinned,“ifyoudidgooverandcorrectthespellingonthesign,

you’dhavesomeassociatesherefrowning.Sinceeveryone’sgottenthemessage,m-i-s-t-e-a-k

hasbecometheofficialspellingofmistakeinourcompany.”“Youmeanthey’reprotectiveoftheirrighttomakeerrors?”“Inaway,Isupposetheyare.Whatdoyouthinkhappenswhenpeopleareencouragedto

makemistakesthatcomefrominnovatingandtakingrisks?Doyouthinktheyactmoreresponsiblyorless?”Michaelthoughtaboutthat.Herealizedhe’dcomeupagainstabasicbeliefaboutpeople.“I

usedtothinktheywouldactlessresponsibly.NowIwanttothinkthey’dactmoreresponsibly.Whathaveyoufound?”“Theyactwithgreaterresponsibility.That’sasignificantoutcomeofempowerment.Shifting

thedefinitionofamistakefromsomethingbadorwrongtoanopportunitytolearnencouragespeopletothinkandtomonitortheirownperformance.Inotherwords,itempowersthem.Andwhatwe’relearning,againandagain,isthatwhenpeopleareempowered,theyperformatahigherlevel.Whatwemustdoisholdpeopleaccountablefornothingbutthebest,whilerecognizingthatpeoplemustmakemistakestocontinuetoimprove.”“I’vejustfiguredoutsomethingaboutthismatterof‘misteaks,’”Michaelsaidwithasmile.

“Whenpeopleareblamedformistakes,theybecomeself-protective.Infact,they’llcoverupmistakesinanefforttoavoidblame.Thislimitstheinformationthatflowsfromthemistake,informationeveryonecouldlearnfrom.”“Thatemphasizesthetrust-buildingelementofsharinginformation,”saidElizabeth.“But

therearefarmorepracticaladvantagestothestrategy.Wanttohearanotherexample?”Michaelnodded.Elizabethpointedtoacoffeemugsittingonatablethathad“FOUR

HOURS”writtenonitinlargeletters.“Thereinliesamiraculoustalebasedonsharinginformationandlettingpeoplerunwith

theirideas,”saidElizabeth.“Aboutayearagowebegantolookatourperformance.Welearnedthatwhencustomersplacedorders,itwastakingusthreetofivedaysbeforeitwasshipped.Untilwegotthatinformation,weneverthoughtmuchaboutit.Nowthatwehadit,wewondered,‘Whyshouldittakesolong?’Wedidsomecheckingandlearnedthatinourindustrythetypicalshippingtimeforanorderwasabouttwodays.Wewantedtodobetterthantwicetheindustryaverage!Webegantodeterminehowwecouldimprove.“Nowkeepinmindthathadwenothadtheinformationavailabletoexamine,wewouldnot

evenhavebeenawareoftheneedforimprovement.Also,ifsomemanagerhadjustchallengedustoshipordersquicker,wewouldn’thavehadthecommitment.”“Iseehowthatworks,”saidMichael.“Thefactthatyoufounditoutyourselfgotyouon

yourowncase.Andyoudidn’tjustknowyouneededtobebetter.Youdecidedhowmuchbetteryouneededtobe.”“Right.Oncewesawtheinformation—especiallyabouthowourperformancecomparedto

othercompanies—weknewwehadtodosomething.Wemadethedecisionourselvestochangethingsrighthereinthisdepartment.”MichaelwasnoticingtheprideElizabethtookintellinghimthisstory.Itwasasifhewaslisteningtotheownerofthecompany.“Withinonemonthofbecomingawareoftheproblem,”Elizabethcontinuedexcitedly,“we

hadcuttheshippingtimedowntothetwo-dayindustryaverage,butwedidn’tstopthere.Weknewwecoulddobetter.Wewantedtoseehowfarwecouldtakeit.Wecontinuedtotrackinformationonourperformance.Webegantochangethewaywerespondedtoorders.Every

orderwasnowseenasanopportunitytopleaseacustomer.Everyonepulledtogetherasateam.Withinanothermonthwehadcutourshippingtimedowntolessthanaday.Andnow,ayearlater,ourtypicalshippingtimeisfourhours.”“Fourhours!Downfromthreetofivedaystofourhours—that’sincredible!”Michael

exclaimed.“Indeed,it’slikeamiracle.Amazingresultscancomefromsimplygivingpeoplethe

informationwithwhichtowork,plusthefreedomtooperatewiththatinformation.”Michaelbegantogetexcited.“OK,Igetitnow.People’sfulltalentscan’tbeusedbythe

organizationwhentheydon’tfeelsafeandwhentheydon’thaveinformation.Whentheydofeelsafe,freetoexperiment,andapprisedofalltheinformationmanagementhas,theydevelopthesamefeelingsasowners.Ownersaretheoneswhofeelresponsibleforeverythingworkingrightinthecompany,becausetheyhavetheinformationtoseeamorecompletepicture.Ownersdon’tholdback—theygivethesuccessofthecompanytheirfullattention.Whenpeoplebegintofeellikeowners,theybegintoactlikeowners.Nowyou’vegotyourselfasmarter,morecompetentorganization.”“Right,”saidElizabeth,“butletmeaddoneimportantpoint:Inanempoweredorganization,

positionpowermeansverylittle.Insteadwerelyonexpertiseandrelationshipsandonpeopletakingresponsibilityfortheirownactions.”“Ilikethat,”saidMichael.Hehadasuddeninsightaboutallthegreatcomputertechnology

hiscompanyhadatitsdisposal.Uptothispointonlyheandhismanagershadbeenusingittoshareandaccesssensitiveinformation.Thepeopleinthecompanyhadallsortsofcomputertechnologyavailablefortheiruse,butheknewthatagreatdealofinformationwasnotattheirdisposal.Hethought,Wecouldmakesomuchbetteruseofourtechnologyifonlyheandtheothermanagerswouldsharemoreoftheinformationtheyusedtomakedecisions.Indeed,maybebytheirsharing,otherswouldbeencouragedtosharemorewitheachother,aswellaswiththemanagementteam.Michaelthought,Wearejustnotmakingnearlyasmuchuseofthetechnologicalexpertise

withinourcompanyaswecould.HemadesomenotesinhisorganizerandthenlookedupatElizabeth.“ButIstillwonder,”saidMichaelthoughtfully.“Doeseveryonereallywanttomeetthis

challenge?Don’tsomepeoplejustwanttogetby?”“Sure,”saidElizabeth.“We’vefoundthatasmallpercentageofpeoplesimplydon’twant

theextraresponsibilityandaccountabilitythatcomeswithhavingmoreinformation.Butthevastmajoritydo.It’samatterofreactivatingtheirnaturaldesire.”“Youthinkthatpeoplewouldratherbemagnificentthanordinary,right?”“Exactly,”saidElizabeth.“It’sjustthattheirdesireformagnificenceis...well...

dormant.Foryearsinmanyorganizationsyouwerepromotedbydoingwhatyouweretold.‘Don’trocktheboat,andyou’llgetahead’becameawayoflife.”“Asaresult,”agreedMichael,“peopleneedtorelearnhowtotakeinitiative,beresponsible

andempowered.I’mcertainlylearningthat.Tellmemoreabouthowcreatingautonomythroughboundariesmakesadifference.”“Ofcourse,”agreedElizabeth.“Whydon’twewalkovertothecafeteriaandgetacupof

coffee?”

BOUNDARIESAREGUIDELINESFORACTION

ASTHEYstrolledalong,Elizabethbegantoexplainhowvariouskindsofstructuretakeonanewmeaninginanempoweredorganization.“Oncepeoplehavetheinformationtounderstandtheircurrentsituation,boundariesdon’t

seemlikeconstraintsbutratherguidelinesforaction.Withinouragreed-onboundaries,wehavecompleteautonomyandresponsibilitytogetthingsdone.Takerolesandgoals,forexample.I’msureJanetWotalkedtoyouaboutdevelopingthebigpictureintolittlepictures.”“Yes,shedid.”“That’simportanttous,becausewhenitcomestodefiningrolesandgoals,ourprocessis

likeatwo-waystreet.Managementandinformedpeoplethroughouttheorganization(thatis,allofus)worktogethertodevelopthebigpicture,aswellasourlittlepictures.Whenthevisionisclear,everyoneknowswheretheirjobandtheirworkonindividualtasksfitsintoabiggerperspective.”“Canyougivemeanexample?”askedMichael.“Haveyoueverreturnedtothestoreapairofshoesyouhaveworn,andonlythen

discoveredtheymadeyourfeethurt?Thestoreclerktellsyouthebestthestorecandoisgiveyouastorecreditforthecurrentpriceoftheshoes,whicharenowonsale?”“No,butthatwouldmakemeangry,Iamsure,”saidMichael.“Lastweek,”Elizabethcontinued,“thishappenedtome,excepttheresponsefromthe

salespersonwasexceptional.WhenIexplainedmyproblem,sheaskedmeiftherewasanotherstyleIwouldprefermore.Unfortunately,therewerenone,andIjustdidnothavetimetoconsideralotofoptions.Ijustwantedmymoneyback,soshesaidallright.Butwhenshewenttohandlethecredit,shefoundtheshoeswereonsale,andIrealizedIdidnothavemyreceipt.ButIknewIhadpaidmorethanthesaleprice.Shetoldme,‘Noproblem.’Sheoverrodethecomputerandgavemeacashrefund.IwassoimpressedthatIwentbackacoupleofdayslaterandboughttwopairofshoesfromthisperson.Thatwasawinformeandforthestore,wasn’tit?Butthinkaboutwhythatworkedsowell.Notonlywasthatwomanagreatsalesperson,butthetrainingthatshe’dreceivedprovidedboundariesthatempoweredhertohelpme.”“Youmean,withincertainguidelinestheclerkhadcontroloverwhattodo,”saidMichael.

“Theboundariesprovidedtheplayingfieldandtherules,andonthatfieldthesalespersonwasfreetoplayherownoutstandinggame.”Elizabethsmiledandnodded.

“That’scertainlyanewuseoftermslikeboundariesandstructureforme,”continuedMichael.“Inthepast,peoplehavebecomeusedtoworkingwithinstructure,butthestructure’sbeentheretoinhibitaction,limitthinkingandrisktaking,andcorrectmistakesbypunishingthoseresponsible.”“You’retalkinghereaboutanewtypeofrulesandboundaries,onethatencourages

responsibility,ownership,andempowerment.Howdoyougetpeopletomakethatshift?Won’ttherebeallkindsofproblems?”“Wecertainlyhadourshareofthem,”Elizabethanswered.“Atfirstwetriedeliminating

mostrulesandstructureandusingsloganstoguideus.Butwefoundthatdidn’twork.Peoplewereunsureofwhattodoandafraidtotakeresponsibilityforfearofmakingamistake.Theyjustcannotgofromacontrolledenvironmenttocompletefreedom,autonomy,andresponsibilityovernight.”“ThatsoundslikewhatBillyAbramswastellingmeaboutcreatingself-managedwork

teams,”saidMichael.“Managershavetostartwithstrong,clearleadershipandgraduallymovetowardmoresupportinganddelegatingstyles.”“Yes,”Elizabethaffirmed.“There’saparadoxhere.Youneedrulesandstructuresothat

peoplearecomfortableatfirstduringthechangeover.Buttheyarenottheoldrulesandstructuresthatdominatedhierarchicallife.Thesenewboundariesmustdemonstratethevaluesthatsupportyourempowermenteffort.Imadealittledeskcardthatmanyofuskeeparoundasareminderofthisparadox:”

Newboundarieshelpeveryonelearntoactwithresponsibilityandautonomy.“Again,”saidMichael,“Ifeeltheneedforanexample.”“Good.Thisexampledemonstratesourvalueof‘recovery.’Wehadshippedsome

componentstoacustomer,onlytofindthatwhentheunitwasassembledonsite,itdidn’tfitintothespacethearchitecthaddesigned.Ourpeoplehadmetwiththearchitect,visitedthebuildingsite,andfollowedthespecstotheletter,butsomehowamistakehadbeenmade.Tocorrectitwouldcostustenthousanddollars,whichamountedtoourentireprofitforthejob.”“That’sastickyone,”Michaelsaidwithagrimace.“Whathappened?”“Inthepast,”Elizabethcontinued,“wewouldhaveputallourenergyintoidentifyingwho

wastoblame—thearchitect,thecustomer,orsomeoneinourcompany.Butwehaveaguidelinenowthatsays,‘Whenamistakeismade,firstdowhateverittakestorecoverandthenlearnfromthemistake.’Inourtrainingwelearnedtoask,‘Howcanwerecoversothatthecustomerishappyandsothatwegetsomegoodlearningfromthismistake?’”“That’sagreatquestion!”Michaelexclaimed.“It’sgotintegrity.Howdidyoucomeupwith

it?”“Itcameoutofthevaluesanddialogueprocessweallwentthroughinthebeginning.We

developedagroupofruleslikethisthatarebasicallyvaluesquestionsconvertedintorulesofaction.”“Ifthatkindofmistakehappenedinmycompany,”Michaelsaid,“headswouldhaverolled

afterwesatisfiedthecustomer.Sowhathappened?”“Weassuredthecustomerthattheproblemwouldbefixed.Thenwhileweworkedwiththe

contractorandarchitecttomodifythespaceandtheunititself,wehadpeopleonthesitechartingallthechanges,theircosts,andtheotherprocessesofrecovery.Later,ataskforcemet

togoovertherecordstoseewhatwecouldlearnfromit.”“Howdiditallturnout?”Michaelasked.“I’mparticularlyinterestedinthefinancialimpact

onthecompany.”“Wedidmorethankeepakeycustomer.Thewaywehandleditresultedinamajorreferral

bythatclienttoanotherstringofcompanieswithwhomwe’vebeendoingbusinesseversince.Andwedidgetourtenthousanddollarsworthoflearningoutofit.Thestoryofthatsituationresultedinarenewalofcommitmentthroughoutthecompanyofgettingthingsrightthefirsttime.Thesituationassuredusthatwecould‘walkourtalk’byfollowingourvalues-basedguidelinesinsteadofindulgingin‘poorme’orblaming.Itdemonstratedthecapacityofourstructuretoencouragepeople’sproblem-solvinginstincts,too.“Thekeysolutioninthissituation—modifyingboththespaceandtheunit—camefroma

personwhohadrelativelylittletodowiththeproject,butherinstinctswererightontarget.Also,theassociateswhocontributedtotherecoveryprojectdevelopedmanagerialthinkingandexpertisethathassinceprovedinvaluable.”That’salotofpayoff,thoughtMichael.Thenhesaid,“Iseenowthatmistakesare

opportunitiestoimproveanduseourtalents,nottimestofindfault.”“Youknow,”saidElizabeth,“it’sgreathavingthefreedomtooperateinthisnewstructure.

It’salsogreattofindoutthateverydayyoucanrisetothestandardsthisfreedomrequiresintermsofresponsibilityandaccountability.There’sasignthathangsinwhatourteamcallsour‘powwowroom’thatremindsusofthis”:

Empowermentmeansyouhavethefreedomtoact;italsomeansyouareaccountableforresults.

“You’vecertainlyaddedtomyunderstandingaboutinformationandboundaries,Elizabeth,”saidMichael.“AndI’vealreadytakenuptoomuchofyourtimetoday.”“It’sbeenmypleasure,”saidElizabethwarmly.“IwasjustabouttosuggestyoutalktosomeoneinInformationServicestolearnmoreabout

self-managedteams.LuisGomezovertherehasastorythatwillinterestyou.It’saboutthenervousnesstheirteamhadaboutreplacingthehierarchy.I’llwalkyouover.“Onemorepoint,”saidElizabethastheywalkedtotheInformationServicesArea.“Nothing

isstaticintheempowermentprocess.Theboundarieswe’vebeentalkingaboutwillcontinuetowidenaspeoplebecomemoreempowered.Thechangeswillbenoticeableallovertheorganization.Peoplewilldefinegoalsforthemselvesandtheirpeers.They’llsuggestnewrolesandimprovements.They’llusetheirteamsfarmoreeffectivelyinsomecasesthanyoucanexpectatfirst.ButI’mgoingtostopthere.TellingyouaboutteamscanbeLuis’sjob.”

ALLOWTEAMSTOBECOMESELF-MANAGED

MICHAELWASexcitedtomeetwithLuisGomezandlearnmoreaboutself-managedteams.Luisgreetedhimwithafirmhandshake.Luisbegan,“Soit’smyjobtoshowyoumoreabouthowteamsbecomethehierarchy.

Actually,that’smyfavoritesubject.ProbablythefactthatI’mteamleaderthisquarterhassomethingtodowithit.”“Didtopmanagementgiveyousomerulesthatgovernyourteam’soperation?”asked

Michael.“Weoperatewithveryfewrulesfromthetop,”Luisanswered.“Infact,wehaveonlyfour

basicrules,andthesewereactuallydevelopedwithallemployeesinvolvedinaprocessledbySandyandhermanagementteam.Thefourrulesthatguideallouractionsare

Keepcustomersfirstandforemostinouractions.Lookafterthecompany’sfinancialinterests.Beflexibleinmakingqualitydecisions.Keepothersinthecompanyinformed.”

“But,”Michaelsaid,“I’vejustfinishedlearningfromElizabeththatnewrulesandboundariesareessentialforgettingtoempowerment.”“That’sright,butthey’reessentialmainlyatthebeginningoftheprocess,”Luissaid.“We’ve

comealongwayonourjourneytogetwherewearetoday.Westartedwithalotofexternalstructureandrules.Butnowthoserulescomefromwithinourteam.Letmetellyouhowthathappened.”“Good,”saidMichael.“Morethanayearagowhenwebeganourjourney,”Luissaid,“Sandytoldusthathergoal

wasnotonlytoflattentheorganizationalpyramidbuttoturnitupsidedownforoperatingdecisions.”“Whatdidshemeanby‘turnthepyramidupsidedownforoperatingdecisions’?”asked

Michael.“Supposeyouhavetwophonesonyourdesk,oneredandoneblue,”saidLuis.“Thered

phoneisadirectlinetothechairmanoftheboard.Thebluephoneisadirectlinetocustomers.Bothphonesstartringingatthesametime.Whichdoyouanswerfirst?”Michaelpaused,thensaid,“Well,theredphone,ofcourse!”“Right.Andthat,”saidLuis,“istheproblemwithmostorganizations.Thepyramidis

invertedonlywhenit’ssafeforyoutoanswerthebluephonefirst.”“Ihappentoknowthatyourcompanyhasgonethroughade-layeringlikewedid.Butmerely

reducingthenumberofmanagementlayersdoeslittletochangethefundamentalwaythatworkgetsdoneinacorporation.“Withouttakingsomespecificstepssuchasthoseyou’vebeenlearningabouthere,it

remainsatypical,verticalorganization.Peoplecontinuetolookuptotheirbossesinsteadofouttocustomers.Theirloyaltyisstilltothefunctionalfiefdomsinwhichtheyworkratherthantotheoverallcompanyanditsgoals.”“Exactly,”Michaelrepliedemphatically,thinkingofhisowncompany.Luiscontinued,“Whenpeopleareempoweredtheydon’tlookupthehierarchyforanswers;

theytakeresponsibilitytosolveproblemswheretheyoccur.”“Howdidyourpeoplerespondtothisnewresponsibility?”askedMichael.“Atfirst,whenpeoplebegantorealizethattheyhadmoreresponsibility,manyofthemacted

liketheydidn’twantit.Therewerefeelingsleftoverfromtheolddayswhentheattitudewas‘That’snotmyjob.’Irememberhearingpeoplesay,‘Ifwe’regonnabebosses,weshouldbegettingmorepay.’Handlingthisresistancetochangewasoneofthethingswehadtolearn.Itwascriticaltoourempowermentefforts.”“Whatwasthefirstthingyoudidtohelpchangeattitudes?”Michaelasked.“Sandykeptpreachingthebeliefthatdecisionshadtobemadeatthelowestlevelofthe

organization—thatis,atthefrontline.”“Don’tyoumean‘atthehighestleveloftheorganizationwhenthepyramidisinverted’?”“Goodcatch,”laughedLuis.“Forpeopletotakeontheresponsibilityfortheseimportant

decisions,theyweregoingtoneednewskillsanddifferentwaystooperate.Inshort,theyhadtolearntoactinresponsible,decision-makingteams.”“Howdidpeopletaketothat?”“Theywereconfused.Ontheonehanditsoundedgood,buttheydidn’tknowwhatitmeant.

Neitherdidthemanagers.Everyonebecamediscouragedandconfusedaboutwhattodonext,becausetheyhadneverdonethisbefore,either.Itwasaveryfrustratingperiodoftimeforeveryone.Itbecameclearyoucouldnotjustannounceempowermentandexpectittomagicallyoccur.”“That’swhatI’vedone,”saidMichael,reflectingontherecenthappeningsathiscompany.

“Howdidyoupulloutofthismess?BeforeIcametoseeSandyandallofyou,Iwasreadytothrowinthetowelandgiveup.”“Wealmostgaveupourselves,”saidLuis,“butthentwothingshappened.First,Sandy

didn’tgiveup.Shejustpersistedandkepttalkingtousasifwewereallmanagers.Asimpleexampleistheaskingmemoshebegantouse.”“Askingmemo?”“Youknowhowitgoesinthetypicalunempoweredorganization:Amemocomesdown

fromonhighsayingweallneedtostarttosaveelectricityorpaperorsomedarnthing,andpeoplestandaroundandlookateachother,smile,andsay,‘R-i-i-i-ght.’Thenthemanagercomesoutofhisorherofficeandstartsgivingoutordersabouthowit’stobedone.Everybodyfeelslikeanaughtykidgettingalecture.”“ThatsoundslikewhatI’veseen,anddone,allmylife,”sighedMichael.”

“That’satellingmemo,”noddedLuis.“Anaskingmemoisdifferent.Takethecaseoftheproblemofsavingresources.Sandy’smemowouldstartoutwiththepertinentcostinformation,brokendowntoincludethedepartment’sportionoftheproblem.Thelanguageofthememowouldbeshortandsweet—nopeptalklike,‘Let’sallgetbehindthiseffort.’Itwouldbewrittensimply,asifthereadersneededthisinformationsotheycouldmakedecisionsaboutit.WhenpeopleinourdepartmentreceivedoneofthoseearlyaskingmemosfromSandy,theylookedateachotherandthenreadthememoagain.Itwasobviousthatadepartmentaldecisionhadtobemade.“Itwasjustasobviousthatnoonewasgoingtomakeitforus,”Luiscontinued.“Prettysoon

adialoguewouldstart.Peoplewouldsuggestthingstheycoulddo.Thenthey’ddecidewhattheywoulddo.”“Earlyversionofateammeeting,”Michaelputin.“Howaboutcarryingoutthedecision?”“Asnap,”repliedLuis.“Sincethegrouphaddealtwiththeproblemonitsown,thegroup

‘owned’thesolution.Youknowthewayitiswheneveryouhaveajointagreementwithsomebody.Youbothfeelwillingtocarryitoutandalsototelltheotherpersonifheorshegoofs.”Michaelnodded.“ButI’mwonderingaboutsomething.Asyouweredevelopingtheseself-

managedteams,whatwasthefunctionofthemanagers?”“Thatleadsintothesecondthingthathelpedpullusthroughaperiodofhighdissatisfaction

anddiscouragement—training!Managersknewtheyshouldbebehavingdifferentlyandsodidtheirteammembers,butnobodyhadacluewhattodountilSandyrequiredusalltogototeamskillstraining.”“Requiredyoutogototraining?”echoedMichael.“Yes,”saidLuis.“Sandyseestrainingnotasanoptionbutasavalue.Shemadeteamskills

trainingarequirementforeverybody.Shesaidthatonceyou’rescheduledfortraining,youcannotcancelitforanyreasonotherthanforapersonalemergency.Shesaidifwewereevertemptedtopullsomeonefromtraining,weshouldcallher,andshe’dworktheperson’sshift.”Luisexcusedhimselfforamomenttorespondtoaquestionfromateammate.MichaelwonderedwhatLuismeantbyrequiredtraining.Hethoughtabouthowtraininghad

workedinhisorganizationandinotherorganizationshe’dseen.Peoplewerescheduledfortraining,thenwerepulledoutbysupervisorsbecauseofsomebureaucraticcrisis—thevicepresidentwasmakingavisit,ormorepeoplewereneededtotakeinventory.SandyFitzwilliamwasobviouslyaleadercommittedtotrainingasawaytobringaboutneededchange.WhenLuisreturned,MichaelaskedhimhowmanyrequestsSandygottoworkpeople’s

shifts.“Notone,”Luisanswered.“Whentopmanagersaresquarelybehindthetrainingofteams,it

reallysmoothestheway.Rememberthesecondsteptoempowerment?”“Clearboundariesleadtoempowerment,”saidMichael.“Isee.Butwhataboutallthe

dissatisfactionanddiscouragementyousaidpeoplewereexperiencing?Howdidtheyworkthroughit?”“Ittookawhile,”saidLuis.“Inourtrainingwelearnedthatgroups,likeindividuals,go

throughpredictablestagesofdevelopment.Theyneeddifferentkindsofleadershipateach

stage.”“Tellmemoreaboutthegroupstages,”Michaelsaid,onceagaingettingouthisorganizer.“Whenagroupfirstforms,membersaretypicallyenthusiastic,buttheydon’tknowhow

they’regoingtooperateorwho’sgoingtoplaywhatrole.That’scalledtheorientationstage,andit’satimewhenateamneedsstrong,clearleadership.Someonehastosettheagendasandorganizetheteam’sefforts.“Wedidn’tdothatinitially,andourteamsquicklymovedintothesecondstageof

development,thedissatisfactionstage.Therealityofworkingasateamalwaysseemstobemoredifficultthanteammembersexpect.Inthetrainingsessions,welearnedthatteamsindissatisfactionneedcontinuedstrong,clearleadership.Buttheyalsoneedsupport—someonetolistentotheirconcernsandcheerleadforanyprogressmade.Welearnedthat,whilethisdissatisfactionstageisuncomfortable,it’sacriticalstageforultimatelybecomingaself-managingteam.Itwasinthisdissatisfactionstagethatwebegantoexperimentwitharolewestillusetodaycalledthe‘teamcoordinator.’”Michaelsaid,“Weuseteamleadersinmycompany,butIhaveanideayoumeansomething

alittledifferent.”Luisnoddedandsaid,“Duringtheinitialstagesofourteams,theteamcoordinator,inmany

ways,actslikeamanager.Afterateammovesintoresolution—thethirdstageofteamdevelopment,whenmembersbegintolearntoworktogether—westarttorotatetheroleofteamcoordinatoramongteammembers.Theroleofthecoordinatoristosupportandfacilitatetheteam.“Also,it’simportantthatteammembersunderstandwhat’sgoingoninotherareas,”

continuedLuis.“Sothecoordinatorattendsweeklymeetingsofotherdepartmentsandreportsbacktotheteam.Thisprocesssupportsoneoftheorganization’skeyvalues—cross-trainingandcross-utilization.Mostofthedecisionsaremadeasateam,butthecoordinatordoesthedetailpart,handlingmostofthepaperwork,schedulingpeopleforvacationtime,andsoforth.“Thecoordinatoralsotrainsthenextpersoninrotation.Wefoundthattheteamcoordinator

rolebecomeslesscriticalasthefinalproductionstageofdevelopmentisreached.Aself-managedteamactstodirectandsupportindividualeffortsitself.Againandagainwelearnedthevalueofdiversityasarealassetfordealingwiththecomplexproblemswefacetoday.AndwhenItalkaboutdiversity,I’mnotjusttalkingaboutraceandsexbutalsoculturalbackground,aswellasdiversityofabilities,skills,andopinions.Wefoundthatbydrawingupontheuniqueskills,perspectivesandknowledgeofourteammembers,wedevelopedfarbettersolutionstoourproblems.”“Soaspeople’scapabilitiesandcontributionsincrease,thewholebecomesgreaterthanthe

sumofitsparts,”Michaelsummarized.“ButIknowthatdealingwithdiversitycanbedifficult.It’smucheasierifeveryonethinksalike.Haven’tthereeverbeentimeswhenyourteamsjustblewit?”“Oh,sure,”repliedLuis.“Manytimesteamshavelearnedthehardway.They’vefailedto

utilizetheirresourcesandexploredifferencesofopinionandtriedtorailroaddecisionsthrough.”“Whathappened?”“Itbackfired.Nexttimetheteamhadtodecidesomething,thosememberswhoseideaswere

ignoredwereuncooperative.”“Soteamdevelopmentreallyinvolvesusingalotofhumanrelationsskills.”“Absolutely.Anytimewe’retomakeadecisiononacomplexmatter,wehavetomakesure

eachpersonhasanopportunitytoexpresshisorheropinionsandconcerns.Wedothisnotonlytobefairbutsothateachindividual’stalentscanbebroughttobearontheproblem.”“Whenateamhasreachedtheproductionstage,whatisitabletodo?”askedMichael.“Overthelastyearorso,ourteamshaveusedadiscussionseriestitledPowerUpforTeam

Resultstoprovidefollow-uptothetrainingandtoguideusthroughthestagesofbecomingempoweredteams.Gradually,wehavetakenontheresponsibilityformoreandmoreimportantdecisions.Anumberofteamsarenowatapointwheretheyactuallydoallormanyofthefunctionstraditionallyviewedasthejobofmanagement—suchashiringanddisciplining,performanceevaluations,allocationofresources,qualityassurance.Theseteamshavereallyreplacedtheoldmanagementhierarchy.”“Amazing!”exclaimedMichael.Heshookhisheadthoughtfully.“What’swrong?”askedLuis.“SeveraltimestodayI’vebeenfacedwiththeevidencethatempowermentreallyworks,but

itchallengesmyoldbeliefs.”“Hey,jointheclub,”laughedLuis.“Mostmanagerswouldsaythatifyoutrustpeopletobe

responsibleforperformingthesefunctionsandmonitoringthemselves,you’rejustaskingfortrouble.Maybethatwouldhavebeentrueofindividualsthewaytheywereaccustomedtobeingtreatedundertheoldcommand-and-controlmanagementmodel.Butwhenyouempowerpeoplewithinformationandboundariesandthentrainthemtooperateinself-managedteams,it’sdifferent.“Sincewecommittedourselvestoempowerment,I’vecometoseethatthepeopleinour

companywereavastlyunderutilizedresource.Whentheyunderstandthatyou’retrustingthemtousetheirbrainsandtheirabilities,theirownsenseofresponsibilitykicksin.It’sasifthey’vejustbeenwaitingforachancetoviewtheorganizationastheirown,sotheycouldimproveit.Combinethisintelligenceandenergywithasharedcommitmenttoservingthecustomer,andyou’vegotsomethingreallypowerful!“What’smore,”Luiscontinued,“wekeepgettingbetterandbetter,andpeoplecontinueto

growanddevelopnewskillsandabilities.”“Infact,ifpeoplearenotcontinuingtogrowanddevelop,thenwefindthattheyjustdon’t

seemtofithereanymore,andtheywindupleaving.Aslongaspeoplewanttocontinuetogrow,continuetodevelop,andcontinuetostretchthemselves,theyhaveaplacehere—theyreallyfit.Andthatmeanswewinduphavinganorganizationthatisprofitableinmanyways.“I’vedevelopedalistofallthebenefitsofself-managedteams”:

BenefitsofSelf-ManagedTeamsIncreasedjobsatisfactionAttitudechangefrom“haveto”to“wantto”GreateremployeecommitmentBettercommunicationbetweenemployeesandmanagementMoreefficientdecision-makingprocessImprovedquality

ReducedoperatingcostsMoreprofitableorganization

“Andforallthosepayoffstooccur,”repliedMichael,“yourself-managedteamsneedtohaveagreatdealofinformation.NowIunderstandfurtherwhyinformationsharingisthefirstkeytoempowerment.”“You’reabsolutelyright.Andtheneedforinformationsharingcontinuestogrow,”explained

Luis.“Wehavehadtodevelopbettermechanismsforrecordinginformationandformakingitavailabletomorepeople.Oneofthebeautiesoftoday’scomputertechnologyisthatitallowsustoputinformationintoaformthat’sreadilyavailabletoeveryonethroughourcompanynetwork.Everybodyknowswhat’sgoingonallthetime.Yousee,forteamstoberesponsible,theydemandatremendousamountofinformation,morethanthey’veeverhad.“We’vealsofoundaswe’veoperated,”Luiscontinued,“thatourteammembersareasking

foronlytheinformationthat’sreallyusefultothem.Thatkeepsusfrombeinginundatedwithrequestsforinformationthatthey’llneveruse.“Thatmeanswedon’thavetoprepareasmanyreportsasbefore,butthereportswedo

prepareconveyimportantinformationtoourteams.Sinceteamsarethinkingabouttheimportanceofwhattheydo,they’recontinuallylookingforbetterwaystodothingsandmorewaystoutilizetheskillsandabilitiestheyhave.Afterall,thisistheirorganization,isn’tit?”“Fascinating,”saidMichael.“I’mfinallygettingahandleonhowempowermentworksand

theimpactitcanhaveonorganizationalperformance.”“Great!I’mgladIcouldhelp,”smiledLuis.MichaelthankedLuisandheadedoutthinking,I’llstopbySandy’sofficeandseeifshehas

anyfinalwordsofwisdombeforeIstartmyrealandenlightenedjourneytotheLandofEmpowerment.

PERSISTINYOURBELIEFINEMPOWERMENT

ASMICHAELwalkedbacktoSandy’sofficehewasfeelinggoodaboutallhehadlearned.Itseemedlikealongtimeagowhenhehadbeendragginghisfeet.“Well,areyoureadytogo?”Sandysmiledasshegreetedhim.“Ithinkso.Yourassociateshavebeenveryhelpful,andI’velearnedagreatdealabout

empowerment.Implementingthethreekeyssoundslikequiteachallengebutalsoagreatgifttoeveryoneinourcompany.Ihopewecanmakeitworkforus.”“Thereisnodoubtthatyouwillneedpersistenceinyourbeliefthatempowermentwill

work.”“Particularlywiththelastkey—replacinghierarchicalthinkingwithself-managedteams,”

saidMichael.“Informationsharinggotmeatfirst,buttheroleofteamsseemseventougher.”“That’sthepartthatalwaysmakesmanagersdoubtthewholeprocess,”Sandyreplied.“Whentheinevitableconfusionanddissatisfactionstageofthejourneysetsin,itmustseem

sooutofcontrol,”Michaelsaidinapainedtone.“Yes!Knowwhy?”Sandyasked.“Becauseifyouaregoingtobeheldaccountable,you

wanttobeincontrol.”“Right!”“Buttherealityisthatifyou’regoingtoempowerpeople,youhavetogiveupcontroland

stillremainaccountable.”“Veryscaryforamanager.”“Especiallywhentheorganizationgetstothisstageofconfusionandlackofleadership

regardingnextsteps.”“Theteamskillstrainingsoundslikeithelps,”saidMichael.“Justknowingthat

dissatisfactionisanatural,predictablestageofgroupdevelopmentprobablyputsthingsinperspective.”“That’swhyIrequiredthetraining,”Sandysaid.“Ihadtriedbeforetoempowerpeoplebut

didn’tknowtheinevitabilityorseverityofthedissatisfactionstage.Whenconfusionanddisillusionmentbegantooccur,Iwasasscaredasanyone.IwasafraidI’dcreatedamonsterthatnoneofuswouldbeabletocontrol.Iwantedtoheadforthehillsandabdicate.”“Butyoudidn’t,obviously.”“No,butI’veseenalotofmanagersdojustthat,andempowermentoftengoesbythe

wayside.”“Howdidyouhanginthere?”

“Naiveenthusiasm,probably,”shelaughed.“Ikeptremindingmyselfandeveryoneelsethatpeoplereallydidwanttobeempowered,anditcouldmakeaperformancedifferenceinourorganization.ButIwanttotellyou,manyanightIsatatmydeskstaringintospaceandwonderingwhatIhadgottenmyselfinto.TheLandofEmpowermentseemedfaraway.Isensedaleadershipvacuumintheorganization.HereIwasaskingpeopletomakeamajorchangeintheirwayofrelatingtoeachother,butneitherInortheothermanagersknewwhatguidancetoprovide.Itwasaveryfrustratingperiodforeveryone.”“Whathappened?”quizzedMichael.“Graduallysomethinginterestingbegantohappen.It’slikeinthemovieswhentheheroison

hislastlegandyoucan’tfigureouthowhe’sgoingtomakeit.”“Buthealwaysdoes!”“Sure.That’swhatmakesagoodmovie.Thesolutioncomesfromsomesourceyouhadn’t

expected.That’swhathappenedinourempowermentexperience.Rightinthemidstoftheleadershipvacuum,flickeringlightsofempowermentbegantoshinefromcolleaguesontheteams.Teamsbegantomakeimportantactiondecisions,individualsriskedspeakingoutwithsuggestions,andmanagersactedinwaystofacilitatedecisionsratherthanmakethem.IthinkthediscussionbookletsthattheteamswereusinghelpedmorethantheyorIrealized.“Outofthediscomfortoftheleadershipvacuum,theveryempowermentwewantedwas

born.Theinformationsharing,newboundaries,andskillstrainingforteamsbegantopayoff.”“Idon’tknowifIcouldhavehunginthere,”reflectedMichael.“That’swhyit’simportanttounderstandthattheempowermentjourneybeginswithdirection

duringtheorientationstageandrequiresyoutoaddsupporttoyoureffortsasnaturaldissatisfactionsetsin.Anywaveringfromthevisionatthattimecouldbedisastrous.”“Sostayinginthemiddleofthefraycanspeedupthemovementtoself-managedteams,even

whenyouareunsurewhattodotohelp?”“That’sit,”Sandysaid.“Whenitseemsnoonehastheanswer,peoplecomeforwardin

waysthatcanastonishyou.Andyoucannaturallystepbacktolettheirempowermentshine,whileyoueventuallybecomeateammemberwithyourcolleagues.”“Thekeyseemstobetosticktoyourbeliefs,”saidMichaelashewrotesomethoughtsinhis

organizer.“That’stheonlywayyourbeliefscanbecomereality,butsometimesitcanbeveryscary.”“Well,yousaidinthebeginningthatthejourneytotheLandofEmpowermentwouldnotbe

easy,”saidMichael.“Iunderstandthatthoroughlynow,butI’mstillreadytogo.”“Goodluck,”Sandysaidastheywalkedtothedoor.“I’llneedit,”saidMichael.“Andyou’llbehearingfromme.”“Anytime,”Sandyrepliedasshewavedgood-byetohim.“Andremember,”sheadded,“it

doeswork—ifyoustickwithit.”

THEEMPOWERMENTGAMEPLAN

MICHAELSPENTthateveningcollectinghisthoughtsandpreparingtobegintheempowermentjourneywithhisorganization.Hespentagooddealoftimearrangingandrearranginghisnotesintoacoherentpatternthat

hecouldusetoexplainwhathehadlearned.Finally,hecameupwithsomethinghecalledtheEmpowermentGamePlan.Thisgameplan

summarizedthethreekeystoempowerment.HeusedarrowstoshowthatyoustartwithShareAccurateInformationandthenbringinCreateAutonomythroughBoundariesandReplaceHierarchicalThinkingwithSelf-managedTeamstocreateathree-prongedapproachtocreatingacultureofempowerment.Hedecidedhewouldgivecopiestoeveryoneinhisorganization.Itlookedlikethis:

THEEMPOWERMENTGAMEPLAN

Startwith—ShareAccurateInformationwithEveryoneShareperformanceinformationaboutthecompany;helppeopleunderstandthebusiness.Buildtrustthroughsharing.Setupself-monitoringpossibilities.Viewmistakesaslearningopportunities.Breakdownhierarchicalthinking;helppeoplebehaveasowners.

Then And

CreateAutonomythroughBoundaries ReplaceHierarchicalThinkingwithSelf-ManagedTeams

•Clarifythebigandlittlepictures. •Providedirectionandskillstrainingforempoweredteams.

•Clarifygoalsandroles. •Providesupportandencouragementforchange.

•Definevaluesandrulesthatunderlieactions. •Usediversityasateamasset.

•Createrulesandproceduresthatsupportempowerment. •Graduallygivecontroltotheteams.

•Provideneededtraining. •Recognizetherewillbesomeroughtimes.

•Holdpeopleaccountableforresults.

Overthenextfewmonths,MichaelandhiscompanytraveledalongtheirownuniquejourneytowardtheLandofEmpowerment.Atfirst,hemadeperiodiccallstoSandyFitzwilliamforadviceandfeedback.Overtime,however,ashisconfidencegrew,heandhisassociatesbecameengagedintheirownprocessofdevelopinganempoweredorganization.Despitesetbacksandsometimeswhentheyallwantedtojustgiveup,theypersisted.ByMichael’sknowingandsharingwitheveryonethatsuchhardtimesandreactionsweretobeexpected,theywereabletosticktothetaskandcontinuetousethethreekeystomovethroughallthestagesofchangeandassociateddifficulties.Eventuallytheyachievedtheirgoalofcreatinganempoweredorganizationwhereeveryonecoulduseanddeveloptalentsthatbothengagedthemandachievedastonishingresultsfortheorganization.JustasSandyhadactedasaguideforMichael,hefoundhimselfcounselingotherexecutives

whoweremovingthroughtheirownjourneys.Againandagainheheardhimselfsay,“Empowermentisn’tmagic.Itconsistsofafewsimplestepsandalotofpersistence.”

EPILOGUE

ABOUTAYEARlater,MichaelranintoSandyatabusinessconferenceandbegantotellhermoreabouthisexperienceswithcreatingacultureofempowermentandhelpingothersdothesame.Theywounduptalkingforquiteawhile,asMichaelsharedwhathehadlearnedabouttheprocessofmovingtotheLandofEmpowerment.Michaelsaid,“Youknow,Sandy,youtoldmehowchallengingthejourneywouldbeandit

certainlywas,butInowknowawaytohelpothersbetterappreciatewhathappens.”“Oh,tellmeaboutit,”repliedSandy.“Well,itreallycomesfromwhatyoutoldmeaboutthestagesofteamdevelopment.Youtold

methatteamsgothroughthreestagesbeforetheyreachtheproductionstageofbeinghighperforming,empoweredteams:orientation,dissatisfaction,andresolution.Ithinkithelpstothinkofthechangetoempowermentasoccurringinthreerathersimilarstages.FirstisStartingandOrientingtheJourney.Asyouusethefirstkeytoempowerment—ShareAccurateInformation—peopletendtogetexcitedaboutthepossibilities.Theywanttoknowmoreandmoreabouttheneedforthechangetoempowerment.Andthemoreinformationyoushare,themoretheygetexcitedandthemoretheywanttotakeresponsibilityforimpactingresults.”Sandyinterrupted,“Iknowwhatyoumean.It’samazingtowatchtheenergygrowinpeople

justfromsharingaccurateandtimelyinformationtheyhavenotseenandusedbefore.”“Absolutely,”saidMichael.“But,Michael,whatalwaysdisappointsmeishowthisenergyissohardtokeepgoing.My

experiencehasalwaysbeenthataspeoplelearnmorethroughinformationsharing,theirfearsalsorise.Theygetconcernedabouthowthechangetoempowermentwillaffectthempersonally.Theywonderiftheywillbeabletohandletheincreasedresponsibilitythatgoeswithempowerment.”“Exactly,”repliedMichael.“Andthatleadsdirectlytothesecondandmostdifficultstagein

theprocess,thestagewheresomanypeoplewanttogiveupandwheresomedogiveup.IcallitthestageofChangeandDiscouragement.It’salotliketheteamstageofdissatisfaction,justmorebroad-based.”“Iknowexactlywhatyoumean,Michael,buttellmemoreofyourthinking.Let’scompare

experiences.”“Duringthisstagepeopleoftenaretryingtochangebuttheygetdiscouraged.Theirpersonal

concernsbecomestronger,andtheyaskformorespecificsabouthowtoimplementthechangeinculture.Theywantthesecurityofspecificstepstotaketobesuccessfulinthechangeandtonotgethurtintheprocess.Thefearoffailureandtheassociatedconsequencesintheoldhierarchicalcultureareveryrealforpeople,andthisfearinhibitstheirtakingempowered

action.”“Michael,that’sabrilliantwaytoputit,butyouknowwhat?Myexperiencetellsmeitis

veryhardtospelloutspecificstepsinthechangeprocess.Everysituationisdifferent.”“Right,Sandy,butjustbyacknowledgingthediscouragementanddecidingonlittlestepsof

progress,whilesharingmoreinformationandgettingtheteamsmoreinvolved,peopleareabletomovethroughthisvalleyofdoubt—asaninformedteam.Rememberhowyoutoldmeabouttheleadershipvacuumthatoccursduringthejourney?”“Ofcourse,”saidSandy.“Well,Ihavelearnedthat’swhatthisstageisallabout.Itisincrediblyuncomfortablefor

everyone,especiallythepeopleonthefrontlinewhoareafraidofwhatwillhappeniftheyfail.Infactthatiswhyitiscriticalinthisstagetobeginusinginformationsharinginreverse.Managersneedtofocusmuchmoreonlisteningasinformationflowsfromemployeestowardthemanagers—employeestelluswhattheirconcernsareifwewilljustlisten.”“Goodpoint,Michael.Ithinkthissecondstageofthechangeisfullofstrangeparadoxesthat

onlymakesenseinhindsight.”“Yeah,yeah,Sandy.Ithinkit’sthemostamazingparadoxthathappenswhenyoudeal

effectivelywiththeissuesinthisstage.Imean,it’sjustamazing.TodealwiththisfearpeoplehaveduringChangeandDiscouragement,managersmustwidentheboundariestocreatemoreautonomyandresponsibility.Peopleatthisstagehavemoreabilitythantheyrealize,andtheycanonlycometoappreciatetheirabilityifyougivethemachancetousemoreofitbywideningtheboundaries.”“Michael,youaresoright!Youaresoright.Itdefinitelymakesiteasierforpeopleto

changeiftheyunderstandthatthejourneyinvolvesthesestagesandiftheyknowhowtousethethreekeystoempowermentdifferentlyineachstagetoaddresstheuniqueissuesthatarise.Buttellmemoreaboutwhatyouhavelearnedaboutthethirdstageofchange.”“Right!Thethirdstageislikethelightattheendofthetunnel.IcallitAdoptingand

RefiningEmpowerment.Peoplecannowseethevalueofempowerment,atleastsomecanseeit.Andthosewhodowanttousetheirknowledgeandexperiencetomakeitbetter.Theywanteveryonetogetonboardbecausetheyhavegainedasenseofhowrewardingitistobeempowered.”Sandyinterrupted,“Sortofmakesempowermentpersonal,doesn’tit?Empowermentisnot

justforthecompany;it’sawayforeachpersonintheorganizationtofeelengagedandmagnificent.”“Couldn’tagreewithyoumore,Sandy.ButIthinkthechallengeatthispointintheprocessis

tokeepitgoingjustalittlelonger.Thethirdstageisnotthedestinationyet,thoughitisgettingreallyclose.”“NowIcouldnotagreewithyoumore.Ihaveseensomecompaniesdroptheballbynot

keepingthepressureonallthewaytothefinishline.Ithinkthatatthisthirdstagethethreekeystoempowermenttakeonnewmeaningandapplication.Informationsharingreallycomesfromalldirections—fromeveryonetoeveryone.Theboundariesforautonomyarequitewideandaredrivenbypeoplethroughouttheorganization.Andtheteamsreallystarttoruntheshow.”Michaeladded,“Youbetterbelieveit.Thethreekeysarereallyworkinginsynergytokeep

theempowermentprocessgoingandgoingandgoing!”“AndasIjustsaid,peoplearefeelingthesenseofengagementthatonlycomesfrombeing

empowered.SandyandMichaelcontinuedtotalkandagreedtotrytowritedowntheirideasforothersto

readanduse.Theywantedtogenerateexcitementandknowledgeinasmanypeopleaspossibleaboutthisthingcalledempowerment.TheywantedeveryonetoknowthatTheProcessofChangingtoEmpowermentIsNotImpossible!ButithelpstoknowhowtouseThethreekeystoempowermentdifferentlyIneachofthethreestagesinthe

journey.Formoredetailedinformationaboutusingthethreekeystoempowermenttoaddressthe

issuesineachofthethreestagesinthechangetoempowerment,seethebookTheThreeKeystoEmpowerment:ReleasethePowerinPeopleforAstonishingResultsbyKenBlanchard,JohnP.Carlos,andAlanRandolph(Berrett-KoehlerPublishers,1999).Inaddition,seethediscussionseriesforteamstoguidethemselvesontheirownjourneyto

empowerment,titledPowerUpforTeamResults,alsobyKenBlanchard,JohnP.Carlos,andAlanRandolphwithPeterB.Grazier(Berrett-KoehlerPublishers,2000).

Acknowledgments

Therearesomanypeopletothankandacknowledgeforthelearningsthatledtothisbook.Inevitably,wewillleaveoutsomepeople,butwewilldoourbesttobeascompleteaspossible.Tocoverasmanybasesaspossible(withoutwritinganotherbook),weofferthank-you’stoaspecialgroupofpeoplewhohavebeenmosthelpfulintheformulationofourideas.Wealsoofferacknowledgmentstoamuchwiderlistofpeopleandcompanieswehavelearnedfromastheyreactedtoearlierdraftsofourbook.Toall,wewishtoexpressoursincerestappreciation.Weknowtheywillrecognizetheircontributionsthroughoutthebook.Thankyoutothefollowingcompaniesandpeopleinthemwhohavebeencourageousin

theirpioneeringeffortstoempowerpeopleandorganizations:MaryAndrulewicz,JackKent,andallthebusinessunitleadersatSheppard-PrattHospitalGeorgeClifton(retired)andmanyothersintheEastBayRegionofPacificGasandElectric

CompanyRonFloto,DennisCarter,LewisPayne,thetopmanagementteam,andthemanydistrictand

storemanagersatKash‘N’KarryStoresJeanneGrunerandthePerformanceManagementTaskForceatHouseholdInternationalTomJackson,MikeSquilante,JeffBeck,andahostofothersfromAdvantaCorporationStephanSebastianwithCargillSallyHeinzatTheSt.PaulCompaniesMarkRobbinsandDavidHeckmanatRobbins-Gioia,Inc.LannyJulianandtheamazingfieldstaffofAmbassadorCardsDavidLiddleofCircleKStores(U.K.)JimPantelidas,RonMcIntosh,GordonOlitch,andWolfgangGreogryofPetro-CanadaIrvRuleandMatthewReimannofSeimensMedicalSystems,plusJohnDonnelly,formerly

ofSiemensMedicalSystemsRalphStayerofJohnsonvilleFoodsforshowingusandmanyothersthewaytocreatereal

empowermentSteveWachterandthemanagersandemployeesofGeneralElectricInformationServicesGeorgeWilsonandmanyothersatFloridaPowerandLight,plusJo-AnnePiteraand

BarbaraDabney,formerlyatFloridaPowerandLightAcknowledgmentstothefollowingpeoplewhoreaddraftsofthebookbeforeitwas

originallypublishedandsharedopenlyoftheirexperiencesingivingusfeedbackonthebook:BarbaraBalterwiththeRobertB.BalterCompanyJoeBodeformerlywithBlackandDeckerCorporationDonJ.CarlosandBillCarlos,brothersemeritusArnieColewiththeU.S.Army

JohnColemanwithCSXCorporationBruceDalgleishwithGeneralMillsRestaurantsMikeGillwithAmericomCellular(nowSolectron)CharlesJ.LoewwithMotorolaUniversityMikeLoudenwithLoudenAssociatesRickMillerwiththeBoysandGirlsClubofPhoenixMikePerrywiththeE.I.DuPontCompanyAlPricewiththeMaunaKeaBeachHotelJoeRaymondwiththeGeorgiaAcademyLouReymannformerlywithShimadzuScientificInstrumentsAlSchneiderwiththeFederalCommunicationsCommissionJulieSeehermanwithVentureStoresTomWalczykowskiwiththeFBIWewouldliketoexpressoursincerethankstoCarlitaAnthony-Mines,ValerieHall,

MicheleJansen,HarryPaul,andEleanorTerndrup,forproducingtheoriginalversionofthisbookinamostefficientmannerandtoBobNelsonforhishelpfulfeedbackandediting.WewouldalsoliketothankMargretMcBride,ouragent,andStevenPiersanti,editorat

Berrett-Koehler,fortheirencouragementandenergyinpublishingthisbook.Inaddition,weoweanintellectualdebttomanyofourcolleaguesatTheKenBlanchard

Companies,especiallyEuniceParisi-CarewandDonCarewforsharingtheirknowledgeaboutteamdevelopment;JesseStonerandDreaZigarmifortheirthinkingaboutcreatingacompellingvision;PatZigarmifornewinsightsonSituationalLeadershipII;andDevOgleforsharinghisknowledgeofcontinuousimprovementandstrategicthinking.Mostimportant,wewouldliketothankourwives—MarjorieBlanchard,LynneCarlos,and

RuthAnneRandolph—whosesupportandchallengingquestionshelpedusrefinethisbooktoahighlevelofvalueforourreaders.KenBlanchardwouldalsoliketoacknowledgetheimpactavisitwithC.O.Woody,Rita

Craig,andsomeofthegoodfolksfromthePowerGenerationBusinessUnitofFloridaPowerandLighthadonhisthinkingaboutself-directedteams.Inparticular,abigOneMinutePraisinggoestoRickBeil,EddieChilds,MaryPolk,andDebraShultz-Robinson,whohavebeeninvolvedinself-directedteamsattheTurkeyPointFossilandCutlerPlants.Theirexperiencehasbeenheartwarmingandsuccessful.JohnCarloswouldalsoliketopraisethefollowingpeople:MikeVance—myphantommentorforovertwentyyearsRickandEsterMiller—forstandingbymewhenmanydidn’tLinoandKellyAntunes,AndeeandToddOleno—mychildren,whohavealwaysbeenan

inspirationGordonDolan—agoodfriendandcolleagueFirstSergeantHaroldJ.Merton—whofirsttaughtmeaboutleadershipAlanRandolphwouldalsoliketopraisethesefinefolks:BarryPosnerandJackieSchmidt-PosnerfortheirconstantfriendshipandcolleagueshipDanCostelloforhissupportandencouragementJohnHatfieldforhissupportandfriendship

FatherVincentDwyerforhisearlyinspirationMychildren—Ashley,Shannon,andLiza,whoinspiremetobeempoweredandtoempower

them

AbouttheAuthors

KenBlanchardhashadtremendousimpactontheday-to-daymanagementofpeopleandcompanies.Asawriterinthefieldofmanagement,hisimpacthasbeenfar-reaching.HisOneMinuteManagerLibrary,whichincludesTheOneMinuteManager(1982),PuttingtheOneMinuteManagertoWork(1984),LeadershipandtheOneMinuteManager(1985),TheOneMinuteManagerBalancesWorkandLife(2000),TheOneMinuteManagerMeetstheMonkey(1989),andTheOneMinuteManagerBuildsHighPerformingTeams(1990,2000),hascollectivelysoldmorethantwelvemillioncopiesandhasbeentranslatedintomorethantwentylanguages.Kenhasalsocoauthoredseveralotherbest-sellingbooks:ManagementofOrganizational

Behavior(withDr.PaulHersey),aclassictextbooknowinitssixthedition;ThePowerofEthicalManagement(1988,withDr.NormanVincentPeale);RavingFans:ARevolutionaryApproachtoCustomerService(1992,withSheldonBowles);Everyone’saCoach(1995,withDonShula):GungHo!(withSheldonBowles,1998);andHighFive!(withSheldonBowles,DonCarew,andEuniceParisi-Carew,2001).WeAretheBeloved(1994)highlightsKen’sspiritualjourney.Overthelastfewyears,KenhasteamedwithJohnP.CarlosandAlanRandolphonseveral

projectsonthetopicofempowerment:EmpowermentTakesMoreThanaMinute(1sted.,1996),TheThreeKeystoEmpowerment:ReleasethePowerwithinPeopleforAstonishingResults(1999),andPowerUpforTeamResults(2000,withanadditionalcoauthor,PeterB.Grazier).Kenischiefspiritualofficer(CSO)ofTheKenBlanchardCompanies,afull-service

managementconsultingandtrainingcompanythathefoundedin1979withhiswife,MarjorieBlanchard.HemaintainsavisitinglectureshipatCornellUniversity,wherehealsoservesasTrusteeEmeritus.TheBlanchardsliveinSanDiegoandhavetwochildren,DebbieandScott;plusason-in-law,Humberto;adaughter-in-law,Chris;andtwograndchildren,KurtisandKyle.JohnP.Carlosisahighlyskilledmanagementconsultant,trainer,andmotivationalspeaker.

Withtwenty-fiveyearsofhands-onexperienceasamanagerandtrainer,hisknowledgeoforganizationalandmanagementdevelopment,successionplanning,teamempowerment,customerservice,leadershiptraining,andmanagingdiversityisconsideredtobeattheleadingedgeoftoday’stechnology.Johnspecializesinorganizationandpeopledevelopment,empoweringteamsanddevelopingcompaniestodeliverlegendarycustomerservice.Asaspeaker,heisbestknownforhishumorousandinsightfulreal-lifestoriesandhis

abilitytofocuspeopleontheirownbehavior.Hisyearsofexperienceincludeprivate,for-profit,andnonprofitorganizations,conveniencestores,hotelsandresorts,andresidential

treatmentschoolsforadjudicated,hard-to-placeteenagers.FortenyearshewasthedirectoroftrainingforCircleK,aretailfoodcompanywithmorethanfivethousandoutletsworldwide.HeheadshisownconsultinggroupandisaseniorconsultingpartnerwithTheKenBlanchardCompanies.JohnhasworkedverycloselywithKenBlanchardandAlanRandolphonthethree

empowermentprojects:EmpowermentTakesMoreThanaMinute(1sted.,1996),TheThreeKeystoEmpowerment:ReleasethePowerwithinPeopleforAstonishingResults(1999),andPowerUpforTeamResults(2000,withanadditionalcoauthor,PeterB.Grazier).Johnreceivedabachelor’sdegreeinbusinessandanM.B.A.fromColumbiaPacific

University.Henowliveswithhiswife,LynneCarlos,inPhoenix,Arizona.Histwogrowndaughters,KellyandAndee,andhissons-in-law,ToddandLino,alsoliveinArizona.AlanRandolphisaninternationallyrespectedandhighlyaccomplishedmanagement

educatorandconsultant.Hehasconsultedonmanagementandorganizationalskillsandissueswithdomesticandinternationalorganizationsinbothpublicandprivatesectors,forovertwentyyears.Hisspecialtiesincludeempowerment,projectplanningandmanagement,performancemanagement,leadership,customerservice,andteambuilding.Asaseminarpresenterandspeaker,heisrelaxed,clear,andtothepoint.AlanisprofessorofmanagementattheUniversityofBaltimore’sMerrickSchoolof

BusinessandaseniorconsultingpartnerwithTheKenBlanchardCompanies.HehaspublishedavarietyofarticlesinsuchpractitionerandacademicjournalsasTheHarvardBusinessReview,SloanManagementReview,TheAcademyofManagementJournal,andOrganizationalDynamics.Heiscoauthorofseveralbooks,includingGettingtheJobDone:ManagingProjectTeamsandTaskForcesforSuccess(1992,withBarryPosner)andTheOrganizationGame(1993,withRobertMilesandEdwardKemery).MorerecentlyhecollaboratedwithKenBlanchardandJohnP.Carlosonthreeprojectson

empowerment:EmpowermentTakesMoreThanaMinute(1sted.,1996),TheThreeKeystoEmpowerment:ReleasethePowerwithinPeopleforAstonishingResults(1999),andPowerUpforTeamResults(2000,withanadditionalcoauthor,PeterB.Grazier).Alanhasalsopublishedseveralresearchandpractitionerarticlesonempowerment,mostnotablyinOrganizationalDynamics.Alanholdsabachelor’sdegreeinindustrialengineeringfromtheGeorgiaInstituteof

Technology,amaster’sdegreeinpersonnelandindustrialrelations,andaPh.D.degreeinbusinessadministrationfromtheUniversityofMassachusetts,Amherst.Heandhiswife,RuthAnneRandolph(alsoaseniorconsultingpartnerwithTheKenBlanchardCompanies),liveinBaltimore,Maryland.Theyhavethreedaughters,Ashley,Shannon,andLiza.

ServicesAvailable

TheKenBlanchardCompaniesisafull-serviceconsultingandtrainingcompanyintheareasofempowerment,leadership,teamwork,performancemanagement,customerservice,qualitymanagement,ethics,andvisioning.EmpowermentisincludedinalonglineofkeyleadershipconceptsthatKenBlanchardand

hiscolleagueshavemadeeasytounderstandandaccessibletomanagersinboththeprivateandpublicsectors.Basedonresearchandconsultationwithawidevarietyofcompaniesanddatingbackoverfifteenyears,theempowermentconceptshavebeendevelopedtoassistmanagersinguidingtheirpeopleandorganizationstotheLandofEmpowerment.ThekeystoempowermentmakesignificantlinkstomanyothertopicsthathavebeendevelopedbytheBlanchardteam:SituationalLeadershipII;BuildingHighPerformingTeams;GungHo!,CreatingYourOrganization’sFuture;TotalQualityLeadership;SituationalSelfLeadership;andPartneringforPerformanceManagement.TheKenBlanchardCompaniesoffersconsulting,training,andspeakingservicesanda

completeproductlineofvideosandprintmaterialdesignedtoenhanceindividualandorganizationallearningandchange.Tolearnmoreabouthowwecanshowyouhowtoempoweryourself,yourpeopleand

organization,pleasecontactusatTheKenBlanchardCompanies

125StatePlaceEscondido,CA92029(800)728-6000or(619)489-5005www.kenblanchard.comYoumaycontactKenBlanchardandJohnCarlosdirectlythroughtheBlanchardCompanies

officeinEscondidoatthesenumbers.AlanRandolphcanbecontacteddirectlyathisBaltimoreofficeat(410)321-8231.Youmayalsocontacttheauthorsdirectlyviae-mailasfollows:KenBlanchard,ken.blanchard@kenblanchard.com

JohnP.Carlos,mpowering@aol.comAlanRandolph,alanran@earthlink.net

AnInvitation:

Inourquestforcontinuedlearningaboutempowermentandthejourneytogetthere,weinviteyoutosendusstoriesdescribingyourquestions,experiences,andinsightsaboutempowerment.SendyourcommentstoAlanRandolph

TheEmpowermentFile1409LocustAvenueBaltimore,MD21204

AlsobyKenBlanchard,JohnCarlos,andAlanRandolphThe3KeystoEmpowerment

ReleasethePowerWithinPeopleforAstonishingResultsThisuser-friendlyactionguideexaminesandexpandsonthethreekeystoempowerment

originallypresentedinEmpowermentTakesMoreThanaMinute.Itprovidesmanagerswiththought-provokingquestions,clearadvice,effectiveactivities,andactiontoolsthatwillhelpthemcreateacultureofempowerment.Paperback,200pages•ISBN1-57675-160-0Item#51600-379$12.95Hardcover,200pages•ISBN1-57675-060-4Item#50604-379$20.00

AlsobyKenBlanchard!ManagingByValuesKenBlanchardandMichaelO’Connor

Basedonovertwenty-fiveyearsofresearchandapplication,ManagingByValuesprovidesapracticalgameplanfordefining,clarifying,andcommunicatinganorganization’svaluesandensuringthatitspracticesareinlinewiththosevalues.Hardcover,140pages•ISBN1-57675-007-8Item#50078-379$20.00Audiotape,2cassettes/3hrs.•ISBN1-57453-146-8Item#31468-379$17.95

FromTheArbingerInstituteLeadershipandSelf-DeceptionGettingOutoftheBox

Thisbookrevealsthatthereareonlytwowaysforleaderstobe:thesourceofleadershipproblemsorthesourceofleadershipsuccess.Theauthorsexaminethissurprisingtruth,identifyself-deceptionastheunderlyingcauseofleadershipfailure,andshowhowanyleadercanovercomeself-deceptiontobecomeaconsistentcatalystofsuccess.Hardcover,175pages•1-57675-094-9Item#50949-379$22.00

Berrett-KoehlerPublishersPOBox565,Williston,VT05495-9900Calltoll-free!800-929-29297am-12midnightOrfaxyourorderto802-864-7627

Forfastestserviceorderonline:www.bkconnection.com

ManagersAsMentors

BuildingPartnershipsforLearningChipR.Bell

ChipBellpersuasivelyshowsthattoday,mentoringmeansvaluingcreativityovercontrol,fosteringgrowthbyfacilitatinglearning,andhelpingothersgetsmart,notjustgetahead.Hishands-on,down-to-earthadvicetakesthemysteryoutofeffectivementoring,teachingleaderstobetheconfidentcoachesintegraltolearningorganizations.Paperback,206pages,•ISBN1-57675-034-5CIP

Item#50345-379$16.95

ManagersAsFacilitatorsAPracticalGuidetoGettingWorkDoneinaChangingWorkplaceRichardG.WeaverandJohnD.Farrell

ManagersAsFacilitatorsdetailsapractical,effectiveprogramtohelptransformleadersandmanagersinalltypesoforganizationsintoskilledfacilitators,providingthemwiththeskillsandtoolstheyneedtocreatethechangestheywantintheirorganizations.Paperback,250pages•ISBN1-57675-054-XItem#5054X-379$19.95Hardcover•ISBN1-57675-016-7•Item#50167-379$27.95

ImaginizationNewMindsetsforSeeing,Organizing,andManagingGarethMorgan

“Imaginization”isawayofthinkingandorganizing.Itisakeymanagerialskillthatwillhelpyouunderstandanddevelopyourowncreativepotential,andfindinnovativesolutionstodifficultproblems.Itanswersthecallformorecreativeformsoforganizationandmanagementandshowshowwecanfindnewrolesinachanging,uncertainworld.Paperback,350pages•ISBN1-57675-026-4Item#50264-379$19.95

Berrett-KoehlerPublishersPOBox565,Williston,VT05495-9900Calltoll-free!800-929-29297am-12midnightOrfaxyourorderto802-864-7627

Forfastestserviceorderonline:www.bkconnection.com

Spreadtheword!

Berrett-Koehlerbooksandaudiosareavailableatquantitydiscountsforordersof10ormorecopies.EmpowermentTakesMoreThanaMinute2ndEditionKenBlanchard,JohnP.Carlos,andAlanRandolph

Paperback,145pagesISBN1-57675-153-8Item#51538-379$12.95Tofindoutaboutdiscountsonordersof10ormorecopiesforindividuals,

corporations,institutions,andorganizations,pleasecallustoll-freeat(800)929-2929.Tofindoutaboutourdiscountprogramsforresellers,pleasecontactour

SpecialSalesdepartmentat(415)288-0260;Fax:(415)362-2512.Oremailusatbkpub@bkpub.com.

Berrett-KoehlerPublishersPOBox565,Williston,VT05495-9900Calltoll-free!800-929-29297am-12midnightOrfaxyourorderto802-864-7627Forfastestserviceorderonline:

www.bkconnection.com