13 Characteristics of an Employee Empowered Culture
Empowerment is a buzz term that we hear a lot about in leadership.
Empowerment is defined as “the giving or delegation of power or authority; authorization; the giving of an ability; enablement or permission”.
Empowerment is based on the belief that employees have the ability – and want to take on more responsibility. Empowerment is a way to give employees greater authority and responsibility to take care of the needs of the customer and to provide employees with the means for making influential decisions.
Everyone within an organization should be involved in managing customer expectations and improving quality. Empowered employees understand their role in supporting the vision by taking care of the needs of the customers.
Joseph Juran (one of the early quality gurus) defined empowerment as “conferring the right to make decisions and take action.”
13 Characteristics of an Empowered Culture:
1. Top management is committed to supporting an employee empowered culture. This includes developing an organizational definition of empowerment that may include well defined boundaries and management training on how to coach empowered employees.
2. Employee empowerment is centered on the needs of the customer. When employees are empowered to make decisions that help the customer, they are contributing to the strategy and business objectives of the organization.
3. Management hands over a level of the decision making power to front line employees. This act of delegation may be something as simple as allowing an employee to make service recovery decisions.
4. Employees are trained to take on these new customer focused responsibilities. Training may include customer service, problem solving, negotiation and conflict resolution skills.
5. Empowered employees are given access to information and data that can be used in their decision making process. This information might include feedback from customer satisfaction surveys or customer comment cards that can help make informed customer-focused decisions.
6. Managers have trust and confidence in employees to make the right decision. A manager that second-guesses an employee’s decisions can impact an employee’s confidence in their decision making ability.
7. Authority and decision making responsibility comes with specific expectations and boundaries. For example, an employee may be empowered to correct a situation for a customer up to a certain dollar amount.
8. Employees are provided mentors. Mentors should be someone who has successfully done something that the employee is learning to do. For example, if an employee is learning to be empowered to perform service recovery, their mentor should be someone who has learned the critical thinking skills to assess different situations and come to reasonable conclusions.
9. As employees develop their skills, they are provided positive reinforcement and coaching as they maneuver different decision making scenarios. We all make mistakes when we first begin making decisions so it is important to provide good coaching and positive reinforcement.
10. Compensation and performance expectations are aligned around customer needs. This reinforces an employee’s motivation to make the right decisions.
11. Assess social styles to match employee competencies with job responsibilities. Using an effective assessment tool like DISC or Myers Briggs can help identify employee strengths.
12. Employees are provided the appropriate tools and equipment to do their job. Some employees are very vocal about their needs but others will work with aging equipment and never speak up. Assessing changing technology and equipment should be part of an organization’s strategy for empowered employees.
13. Have a plan to implement an empowerment environment. Implementation should be mapped out and a timeline for all aspects should be written so all understand the timing and process of implementation.
Lastly, organizations with strong empowerment models show that productivity and customer satisfaction improves within an empowered culture.
Theodore Roosevelt said “the best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it.”
Building high-performing teams is crucial to building a great company. Find out how GoCo can help your employees be more efficient and effective with our 1-0n-1 performance management.
This article is by Patricia Lotich from thethrivingsmallbusiness.com.