“We just don’t work as a team!” Janet, a group manager for a large insurance company, was complaining to Larry, her human resources consultant. “Everyone just seems to do their own thing, they don’t share information, don’t try to help each other, and don’t seem to care about anyone else’s problems. What we need is a team building offsite!” Janet and Larry decided to put together a two-day offsite for the team at a resort about two hours away from work. Janet wanted immediate focus on the problem so Larry worked double-time to put together the event to be held later in the month. Larry put together an agenda full of trust-building exercises, ice-breakers, and brainstorming sessions on how the team could work better together.
Keynote Speaker | Board Director | Autism Advocate | Author | Project Management Expert | Microsoft/Accenture Veteran
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One of the most over-used, warmed-over leadership terms uttered daily. Leaders high and low espouse their expertise in empowering teams to deliver. Some are very good at it, fostering high-performance teams who deliver great results. Others, though, only think they are good at it but frustrate teams with micromanagement, apathy, vagueness, and randomization. Most anyone who has been around the block has seen both good and bad empowerment examples. As for me, I’ve not only seen it, I’ve committed both the good and bad. It took me years to understand that empowerment isn’t just about delegating tasks to be performed. True empowerment is about entrusting individuals with problems to be solved and supporting them in the process. A high-performance empowered team owns problems or missions and is supported by a leader who provides clarity, gives guidance, and resolves only those issues the team can’t resolve on their own. To put some meat on this, I like to think of empowerment as systematic, with four critical steps needed to ensure its success. I call this intentional empowerment.
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