Why Every Successful Leader Needs Leadership Coaching

 

Leadership coaching needs to happen at all stages of professional development, not just within the C-suite. Why? Well, one reason is that leaders don’t spontaneously grade their skills after receiving a promotion. Meaning, they may not know where they need to improve, or what strengths they can double down on to create organizational impact and to advance their professional goals.

At Sounding Board, we believe that leaders should be committed to developing better skills and reaching their highest potential, which requires intentionality, structure, and guidance. When they commit to this level of leadership development — with their organization’s full support — leadership coaching can be transformative.

Leadership coaching works, and it’s necessary

Often incorrectly looped in with mentoring, leadership coaching is an individualized development strategy that helps business leaders at all levels to develop capabilities they lack, and strengthen skills they already possess.

Today’s business leaders are under immense pressure. Many grapple with the shift to remote work, losing key talent to The Great Resignation, and personally and professionally navigating the pandemic. Are your leaders sufficiently supported during this period of high pressure and disruptive change? Do their direct reports trust their abilities to handle it? Some 2020 research from ADP shows that employees who trust their leaders’ abilities are 14 times more likely to be fully engaged at work.

“The coach’s primary job is to help the leader find a way to be the most productive, highest-potential version of themselves,” said Lori Mazan, co-founder and chief coaching officer for Sounding Board.

Here are a few ways leadership coaching develops great leaders:

They learn to generate and include new perspectives in their work.


Even successful leaders have blind spots – everyone does. The biggest problems often develop when we can’t recognize them. Leadership coaching invites leaders to view work, their organization, even themselves, from new perspectives. When leaders acknowledge and leverage this diversity of thought, they can better promote successful business outcomes long term.

Developing leadership capabilities such as self awareness, communication, and interpersonal skills, are an underrated solution to help leaders understand myriad obstacles, then create a toolkit to overcome them. For example, when it comes to difficult manager-employee relationships, soft skills like self-awareness can help improve the relationship greatly. Leadership coaching creates space for executives to build self-awareness of their own skill gaps – and then help to fill gaps within the organization. Employees who receive tech-enabled leadership coaching have a space to talk through ways to own their organizational impact, and learn how to better engage with their managers.

Leadership coaching produces tangible ROI

Talent leaders no longer have to rely on anecdotal “evidence” to prove the ROI for leadership coaching. Tech-enabled coaching management platforms remove the guesswork by showing the benefits of leadership coaching through data.

For instance, after a six-month leadership coaching engagement, leaders in software company UserTesting saw 32 percent improvement in their executive presence, and 21 percent growth in their ability to lead high-performing teams. Leaders from software development consulting firm Pivotol Labs saw 173 percent improvement in interpersonal skills, and 91 percent strongly agreed that coaching improved their ability to reach business goals.

It enables targeted, more substantive development.

In too many organizations there is a disconnect between how talent leaders have historically run leadership development programs and how it needs to function to create tomorrow’s successful, innovative, highly capable leaders. For example, according to 2020 research by IBM’s Institute for Business Value, 61 percent of surveyed HR leaders now identify “deeply personalized experience-centric design” as a top priority in their learning and development strategies. Rather than developing leaders in traditional classroom settings, or static online courses, leadership coaching is almost a sure thing when it comes to providing individualized skill development.

According to the IBM research, continuously and transparently measuring employee performance must be a top priority because “clear and continuous coaching and performance conversations are essential to proactively address workforce and performance issues.” They suggest the following action steps to develop continuous and transparent measurement:Establish a rhythm of perpetual feedback throughout the year

Promote transparency with leaders through shared goal setting
Apply analytics to link results to workforce growth and development

Similarly, IBM shows that since leadership roles require evolving skills and behaviors, investing in measurable leadership development creates the ability to predict strong leaders. Key action items for supporting leadership roles include:Leverage AI and predictive analytics to identify new leaders
Foster transparency with the workforce through ongoing dialogue


Further, these ideas work. According to their research, 83 percent of outperforming organizations report having a deep pipeline of future leaders.

It can enable and promote diversity, equity, and inclusion.

Organizations can use leadership coaching to build a more diverse talent pipeline. When open to leaders at all levels – rather than only for senior roles – this investment in organizational growth democratizes development opportunities. Providing personalized leadership coaching for underrepresented populations helps to diversify your leader bench, and it can shift current leaders’ perspectives, and help them understand how to create a more inclusive workplace.

For example, purposefully developing leadership capabilities like empathy, self-awareness, and learning how to demonstrate inclusive leadership are all tenants of Sounding Board’s leadership coaching methodology. Leadership coaching is an effective way to build a more inclusive leader. Leveraging coaching in your leadership development strategy is key to program success.

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Adaptability in the Workplace: Benefits, Skills, and Tips for 2024

 

Introduction:

Adaptability in the workplace has become increasingly crucial as industries evolve rapidly due to technological advancements, globalization, and shifting market demands. In 2024, the ability to adapt to change is more important than ever, as organizations face new challenges and opportunities. This article explores the benefits of adaptability, the essential skills needed, and practical tips for improving adaptability in the modern workplace.

1. Benefits of Adaptability in the Workplace:

Increased Resilience: Adaptable employees are more resilient, able to handle unexpected changes and recover quickly from setbacks.

Enhanced Problem-Solving: With adaptability, employees can think creatively and find solutions to new or unforeseen challenges.

Career Advancement: Adaptable individuals are often viewed as valuable assets, leading to better career opportunities and growth within an organization.

Improved Team Dynamics: Teams benefit from members who can adjust to different working styles and collaborate effectively under changing circumstances.

Organizational Success: Companies with adaptable employees can respond more efficiently to market changes, ensuring long-term success and competitiveness.

2. Essential Skills for Adaptability:

Flexibility: The ability to adjust your approach or mindset in response to different situations and challenges.

Critical Thinking: Analyzing situations from multiple perspectives and making informed decisions under pressure.

Emotional Intelligence: 

Managing your emotions and understanding others' feelings to navigate change and maintain positive relationships.

Learning Agility: The ability to learn new skills quickly and apply them in various contexts.
Communication: Effectively conveying ideas and feedback while being receptive to others' input during times of change.

3. Tips for Improving Adaptability:

Embrace Continuous Learning: Stay updated on industry trends and continuously seek opportunities to learn new skills.

Practice Open-Mindedness: Be open to new ideas, approaches, and feedback from colleagues and leaders.

Cultivate a Positive Attitude: Focus on the opportunities that change can bring rather than the challenges.

Develop Problem-Solving Skills: Engage in activities or projects that challenge your problem-solving abilities, helping you think on your feet.

Seek Feedback: Regularly ask for feedback to identify areas where you can improve your adaptability.

Set Adaptability Goals: Set specific, achievable goals for improving your adaptability, such as learning a new tool or taking on a different role within a project.

Conclusion:

In 2024, adaptability is not just a desirable trait but a necessary one for professional success. By understanding its benefits, honing the essential skills, and applying practical tips, employees can thrive in a rapidly changing work environment, contributing to both personal and organizational growth. Embrace adaptability as a key component of your career development strategy to stay ahead in an ever-evolving workplace.

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57% percent of people were reported to quit their jobs because of poor leadership in their organization. Leaders set the tone of an organization's culture. In order to retain a happy and productive workplace, it's integral to understand the value of leadership development.

Leaders can be found via a talent search. In other instances, leaders are born through continuous leadership development.

In this article, we'll dissect the four main benefits of leadership development and learn more about the importance of leadership development training.

1. Identify Potential Executives

The outsourced executive search can take nearly three months on average. That is a long time for a company to be sitting with a temporary direction.

Recruiters deem a "lack of experience" within an organization as the primary reason for outsourcing a senior executive. But what if you could be nurturing the company's future CEO. This is often in part due to the company's own failure to implement some sort of leadership development in their own employees.

Internal leadership hires generally perform better. They understand the organization's structure. It's much more effective than pulling someone in completely new who needs to learn the entire company while telling it how to run.

2. Increase Retention Rates

Employee retention relies heavily on management styles. In a LinkedIn survey, 94% of respondents said they would stay at a job longer if they focused on leadership development and education.

Retention is a sign of a healthy company. It means job expectations and descriptions align, and it usually is an indicator that employees and employers are satisfied.

Retention also saves money. Employers spend so many resources in the hiring process. When employees part ways prematurely, it can cost sometimes half the salary they were earning to find a replacement.

3. Boost Productivity

Training employees to be leaders boosts productivity. Whether they are in a senior role or entry-level internship, leadership is an important skill for quality work.

Leaders provide direction. They're independent self-starters. Empowering employees with leadership can lead to faster decision-making and reduce bottlenecks in productivity.

4. Return on Investment

When employees realize their career isn't a dead end, but a branching tree, they feel motivated. Leadership training is one way to reinforce the notion that they do have growth opportunities. This realization motivates every employee to work harder which often leads to improved metrics.

The reduced turnover as a result of leadership training boosts ROI. There are fewer hiring costs. With increased employee retention the bottom-line benefits.

Employees have the tools and tenure to familiarize themselves with company processes. They feel invested in. This translates to higher outputs and boosted margins.
Unlock Your Company’s Potential With Leadership Development

An effective leadership development strategy boost employee rapport. Taking care of your employees by nurturing their leadership potential has a ripple effect on key markers of success. It boosts the bottom line, increases employee retention, and creates healthy company culture.

Website: International Research Awards on leadership and Management


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THE DEFINITION OF LEADERSHIP: INFLUENCE

 

Most people define leadership as the ability to achieve a position, not to get followers. Therefore, they go after position, rank, or title and upon their arrival think they have become a leader. This type of thinking creates two common problems: Those who possess the “Status: of leader often experience the frustration of few followers, and those who lack the proper titles may not see themselves as leaders and therefore don’t develop their leadership skills.

We never know who or how much we influence
The best investment in the future is a proper influence today
Influence is a skill that can be developed

THE LEVELS OF LEADERSHIP

Level 1: Position

People will not follow a positional leader beyond his stated authority: They will only do what they have to do when they are required to do it. Low morale is always present. When the leader lacks confidence, the followers lack commitment. Most of us have been taught that leadership is a position. Frustration rises within us when we get out into the real world and find that few people follow us because of our titles. Out joy and success in leading others depend on our abilities to keep climbing the levels of leadership.


Note: POSITION (Rights: People follow because they have to). Your influence will not extend beyond the lines of your job description. The longer you stay here, the higher the turnover and the lower the morale.

Level 2: Permission

“Leadership is getting people to work for you when they are not obligated.” That will only happen when you climb to the second level of influence. People don’t care how much you know until they know how much you care. Leadership begins with the heart, not the head. It flourishes with a meaningful relationship, not more regulations. “Developing Your Most Appreciable Asset: People.” Needless to say you can love people without leading them, but you cannot lead people without loving them.

Caution! Don’t try to skip a level. The most often skipped level is 2, Permission. For example, a husband goes from level 1, position, a wedding day title, to level 3, Production. He becomes a great provider for the family, but in the process he neglects the essential relationships that hold a family together. The family disintegrates and so does the husband’s business. Relationships involve a process that provides the glue and much of the staying power for long-term, consistent production.

Note: PERMISSION (Relationships: People follow because they want to). People will follow you beyond your stated authority. This level allows work to be fun. Caution: Staying too long on this level without rising will cause highly motivated people to become restless.

Level 3: Production

On this level things begin to happen, good things. Profit increases. Morale is high. Turnover is low. Needs are being met. Goals are being realized. Accompanying this growth is the “big mo” – momentum. Leading and influencing others is fun. Problems are solved with minimum effort. Fresh statistics are shared on a regular basis with the people who undergird the growth of the organization. Everyone is results-oriented. In fact, results are the main reason for the activity,


Note: PRODUCTION (Results People follow because of what you have done for the organization). This is where success is sensed by most people. They like you and what you are doing. Problems are fixed with very little effort because of momentum.

Level 4: People Development

A leader is great, not because of his or her power, but because of his or her ability to empower others. Success without a successor is failure. A worker’s main responsibility is doing the work himself. A leader’s main responsibility is developing other to do the work. Loyalty to the leader reaches its highest peak when the follower has personally grown through the mentorship of the leader. Note the progression: At lever, the follower loves the leader; at level 3, the follower admires the leader; at level 4, thee follower is loyal to the leader. Why? You win people’s hearts by helping them grow personally. Walk slowly through the crowd. Have some way of keeping in touch with everyone. Develop key leaders. I systematically meet with and teach those who are influencers within the organization. They in turn pass on to others what I have given them.

Note: PEOPLE DEVELOPMENT (Reproduction: People follow because of what you have done for them). This is where long range growth occurs. Your commitment to developing leaders will insure ongoing growth to the organization and to people. Do whatever you can to achieve and stay on this level.

Level 5: Personhood

Little time will be spent discussing this level since most of us have not yet arrived at it. Only a lifetime of proven leadership will allow us to sit at level 5 and reap the rewards that are eternally satisfying. I do know this – someday I want to sit atop this level. It’s achievable.

CLIMBING THE STEPS OF LEADERSHIP

• The higher you go, the longer it takes.
• The higher you go, the higher the level of commitment
• The higher you go, the easier it is to lead
• The higher you go, the greater the growth
• You never leave the base level
• If you are leading a group of people, you will not be on the same level with everyone
• For your leadership to remain effective, it is essential that you take the other influencers within the group with you to higher levels.

CONCLUSION ON INFLUENCE: We now have a blue print to help us understand influence and how to increase it. The blueprint indicates that in order to get to the top, you must do two things:

Know what level you are on at this movement
Know and apply the qualities needed to be successful at each level

Listed below are some characteristics that must be exhibited with excellence before advancement to the next level is possible

Level 1: Position/Rights

• Know your job description thoroughly
• Be aware of the history of the organization
• Relate the organization’s history to the people of the organization (in other words, be a team player)
• Accept responsibility
• Do you job with consistent excellence
• Do more than expected
• Offer creative ideas for change and improvement

Level 2: Permission/Relationships

• Process a genuine love for people
• Make those who work with you more successful
• See through other people’s eyes
• Love people more than procedures
• Do “Win-Win” or don’t do it
• Include others in your journey
• Deal wisely with difficult people

Level 3: Production/Results

• Initiate and accept responsibility for growth
• Develop and follow a statement of purpose
• Make your job description and energy an integral part of the statement of purpose
• Develop accountability for results, beginning with yourself
• Know and do the things that give a high return
• Communicate the strategy and vision of the organization
• Become a change-agent and understand timing
• Make the difficult decisions that will make a difference

Level 4: People Development/Reproduction

• Realize that people are your most valuable asset
• Place a priority on the developing people
• Be a model for other to follow
• Pour your leadership efforts into the to 20 percent of your people
• Expose key leaders to growth opportunities
• Be able to attract other winners/producers to the common goal
• Surround yourself with an inner core that complements your leadership

Level 5: Personhood/Respect

• 
  
• Your followers are loyal and sacrificial
• You have spent years mentoring and molding leaders
• You have become a statesman/consultant, and are sought out by others
• Your greatest joy comes from watching others grow and develop
• You transcend the organization

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Inclusive leadership makes powerful teams

 

Inclusive leadership isn’t just nice to have. It makes good business sense. Teams with inclusive leaders are more likely to be high performing, have less absenteeism, and higher staff retention rates.
We spoke to EPIC’s Chief Operating Officer Rick Staveley, about how to be an inclusive leader. Rick discussed how listening and reflecting are two very powerful tools when it comes to leading successful teams. Check out his strategies for inclusive leadership below.

What does inclusive leadership mean to you?

Listening with an open mind and heart. What I mean by an open heart is having empathy and putting yourself in the person’s shoes that you’re talking to. Thinking about what the situation looks like from their perspective, with all of the challenges happening in their world; considering that person’s circumstances.

What are the key qualities an inclusive leader must have?

I believe you have to be a good listener. You’ve got to be empathetic. You’ve got to have morals and principles so that you can lead by example. You’ve got to be able to motivate people. That’s key to good leadership. To motivate people in an appropriate way so that they buy into the end cause of what we want to achieve.

What inclusive strategies do you practice in your leadership role?Collaborate with and empower staff. Take them on the journey and ask for their feedback. While this process takes longer, if you just tell staff how it’s going to be, you don’t have their buy-in. To be inclusive, you need to collaborate and inspire. Listen to your team members and motivate them to take ownership of the end goal. Don’t underestimate their ability to want to be involved with the strategizing process. If you’re a junior staff member and you’re listening to a leader talk about doing tasks XYZ to get to a certain position in a year, they may be exposed to another way of thinking and become more engaged with the bigger picture. Creating that journey of knowledge for staff members to grow, develop and understand is so important.

Give trust. People make mistakes, but it’s about shifting those mistakes into a learning experience.
Be authentic. You’ll get nothing from me but the truth, which is sometimes to my detriment, but it is what it is. I’d rather fly by the truth than anything else. I try to apply this to every situation.
Be humble enough to challenge yourself. Ask for feedback on topics you have great knowledge on. Try to not let your own bias skew a decision-making process. Let others work through their thoughts and come to their own conclusions, rather than telling.

Deliver messages with care. There’s a happy medium where you can be clear and direct and maintain staff buy-in. You can’t be too harsh, but you also need to not ‘dress it up’ too much.
Know your weaknesses and actively try to address them.
Create a safe place for staff to learn and allow them to explore. This is very important for personal development and growth, where staff know that you have their back, and it’s ok to explore. Create the time and headspace for your team to think, research and explore rather than being task-driven all of the time.

Drive accountability and ownership from team members. Get staff to talk through their processes and reflect on their achievements. This builds confidence, capability and enables them to move forward.
Recognise achievements appropriately. It doesn’t have to be bells and whistles. Just quiet recognition for a job well done.

Show care about the individual person. Remember something about each staff member and bring it up when you catch up. Staff are more engaged when they know their leader cares about them on a personal level.

How does being an inclusive leader effect the culture of a team?

The power of the team is so important. If you’re inclusive and you’re leading correctly, they will grow, develop, take ownership and be accountable. Whereas if you’re not practising the key attributes of an inclusive leader, you’re going to have a group of ‘yes’ people, and when you remove the leader from those teams, they fall apart. I’ve seen examples of this where inclusive leadership develops a strong and collaborative team, and unfortunately, where we’ve not had an inclusive leader, the team has fallen short. It’s black and white.

Why is it important to lead by example?

We’re all human, and we all watch and listen. We form opinions based on what we see and hear and rightly or wrongly, these opinions form part of our decision-making process.

As a leader, you have to be on your game 100% of the time, and that’s really hard because you won’t be. You’re human, you make mistakes. But it’s about owning those mistakes, learning from them and applying the learnings.

I reflect on everything I do, perhaps a little bit much sometimes. My behaviour, from driving my branded car, to wearing my name badge in the office, is important. People judge and form opinions. You’ve got to walk the talk. People look up to that. If you’re authentic and credible, they’ll trust you.
What are three things leaders can do to ensure they are being inclusive?Reflect on what you’re doing to be able to improve.

You can’t be arrogant. Sometimes it goes hand in hand with a strong leader, but if you don’t listen, it can be your Achilles heel. Don’t just listen to tick a box, take it on board, follow up, and then feedback to the original person.

Be confident enough to know that all roads don’t point to you. In fact, all roads point away from you. Leaders need to be confident in their own ability that they don’t need the recognition and accolades. They just need to focus on doing their best job and being the best version of themselves.

Website: International Research Awards on leadership and Management

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The Importance of Team Leadership in the Workplace

 

In today’s workplace many of us are familiar with working in groups in order to accomplish every day tasks. Groups are considered to be members of two or more people who have a single mission to achieve but can work independently from one another (PSU W.C., Lesson 9, 2014). We are even used to working with other members while getting our degrees through Penn State. While I have worked in groups for certain classes, mo

st professors require we work as a team in order to accomplish the assignment. Teams are different from groups in that the assignment cannot be completed unless each team member works directly with one another. Basically teams are much more dependent on each other than groups are.

In the workplace we find that team leadership is must more common. The performance functions for team leadership include getting the job done, making decisions, solving problems, adapting to changes, making plans, and achieving goals (PSU W.C., Lesson 9, 2014). Leaders of teams need to not only focus on motivating their employees to perform to the best of their ability, but to also ensure that the organization is successful.

Recently we had a monthly team meeting in my office. These meetings bring all members of the branch together to discuss each departments success or short comings in the previous month and discuss how we plan to make improvements if need be going forward. Our manager is the leader of these meetings and was appointed by our Vice President to influence the behavior of all other members through reward or punishment. I personally believe that my manager was born to be a great leader. He contains all the traits needed to motivate us to do better while making us think how we could better our departments. He is just one of those individuals that can draw your attention no matter what he is talking about. He effectively motivates us does through positive criticism and giving us constant recognition of our accomplishments.

Since we have started these monthly meetings, my department has continued to increase our sells while billing out a higher percentage on our cost to sell ratio. While we all work very hard individually to make our organization successful, we must work dependently to one another in order to make sure the goals of the company are met. Positive team leadership skills foster task work while reinforcing excellence. These are the main reasons why our organization continues to be successful month after month.

Leaders today need to invest in their employees to make them successful. Through motivation, recognition, playing into others strengths, maintaining a systematic process and gaining the trust of your teammates team leaders can be the most effective for their organization (John Hall, 2013). With strong leaders such as my manager, companies will run more harmoniously and continue to gain multiple successes in a falling economy.

Website: International Research Awards on leadership and Management

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The Four Types of Resilience

 

Resilience is frequently used interchangeably with adaptability and coping. However, there are four main types of resilience that we must cultivate in order to support ourselves during difficult times. These include physical resilience, mental resilience, emotional resilience, and social resilience.

1. Psychological Resilience:

Psychological resilience is the mental capacity to deal with or adapt to uncertainty, difficulties, and adversity. Sometimes, it is referred to as "mental fortitude." Psychologically resilient people develop coping strategies and skills such as ( problem solving and being agile) that enable them to stay calm and focused during a crisis and move on without long-term negative consequences such as distress and anxiety.

2. Emotional Resilience:

Emotional resilience refers to the various ways in which we manage our emotional responses to challenges and deal with our feelings and negative emotions such as anger, fear, vulnerability, or sadness. It is pivotal that we accept the reality of our situation while also having the emotional capacity to get through it. Understanding how we react to challenges and minimizing the impact on ourselves, and others requires emotional awareness or emotional intelligence. Emotionally resilient people comprehend their emotions and their causes. Even in the midst of a crisis, they maintain a realistic sense of optimism and make proactive use of both internal and external resources. They are able to effectively manage both external stressors and their own emotions.

3. Physical Resilience:

Physical resilience refers to the body's ability to adapt effectively to physical challenges, maintain the stamina and strength necessary to heal in a prompt and effective manner. Physical resilience is influenced by healthy lifestyle choices, connections with friends and neighbors, deep breathing, adequate rest and recovery time, and participation in enjoyable activities.

4. Social Resilience:

Social resilience refers to the capacity of a group of people to adapt to and bounce back from adversity, whether that be a natural disaster, an act of violence, or economic hardship. It is about the bonds we form with one another and our ability to lean on one another in times of need. When dealing with difficult times, it helps to have people you can lean on for moral and emotional support from your community, family, and friends. Real-life examples of community resilience include New York City after the 9/11 terrorist attacks; New Orleans following Hurricane Katrina; and the communities of Gilroy, California, El Paso, Texas, Dayton, Ohio, and Uvalde, Texas, in the aftermath of mass shootings.

While all types of resilience are important, emotional resilience is absolutely vital to our ability to remain afloat during difficult times because it directly relates to our mental health and our capacity to persevere, sustain ourselves, and manage negative reactions from those around us who are also likely to be struggling with a variety of issues.

Website: International Research Awards on leadership and Management

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How can organ­i­sa­tions build a cul­ture of employ­ee empow­er­ment? Fol­low these 10 prin­ci­ples to boost motivation.

 

Employ­ee empow­er­ment is a top­ic that is increas­ing­ly impor­tant to CEOs, man­agers and busi­ness­es across every indus­try. This is due, in no small part, to the fact that empow­ered employ­ees are huge­ly ben­e­fi­cial to a com­pa­ny in a num­ber of ways.

So why is employ­ee empow­er­ment impor­tant in the first place? The ben­e­fits of empow­er­ing employ­ees include:Increased pro­duc­tiv­i­ty.

• More dis­cre­tionary effort.
• Reduced vol­un­tary turnover.
• More com­mit­ment to the organisation.
• Improved com­mu­ni­ca­tion.

Employ­ee empow­er­ment involves giv­ing employ­ees​increased auton­o­my and deci­sion-mak­ing respon­si­bil­i­ty. If you’re look­ing to moti­vate employ­ees and boost per­for­mance, this is some­thing you should look to encour­age in all areas of your organisation.

Over the years, Clear Review has worked with hun­dreds of com­pa­nies to improve employ­ee per­for­mance, and we have seen first-hand what works and what doesn’t in rela­tion to employ­ee empow­er­ment. Below are ten prin­ci­ples that are vital and nec­es­sary to estab­lish employ­ee empow­er­ment in a company.

1. A Shared Vision for Your Company’s Future

Employ­ee empow­er­ment can only be suc­cess­ful when your staff feels part of some­thing big­ger than itself — when it can see the big­ger pic­ture. Let your employ­ees in on the company’s goals and over­all vision of the future. Once your employ­ees are famil­iar with your strate­gic plans, they will be able to make deci­sions to sup­port these plans in their day-to-day roles.

2. Uni­fied and Aligned Goals and Objectives

If your employ­ees are clear on the direc­tion of your com­pa­ny, goal set­ting will be much more effec­tive. At Clear Review, we rec­om­mend using the 5As approach to goal set­ting. This means goals should be:Aligned: Employ­ee objec­tives should align with, and dri­ve, wider team organ­i­sa­tion­al goals
Agile: Goals should be near-term and reviewed at a cadence to keep it rel­e­vant and meaningful
Assess­able: Goals must be clear­ly mea­sured and you know when you have achieved it
Account­able: To tru­ly empow­er employ­ees, we need to give employ­ees the auton­o­my to cre­ate these objec­tives them­selves, with the sup­port and guid­ance of their man­ag­er. This shared own­er­ship will result in increased account­abil­i­ty of objec­tives with­in their control.
Aspi­ra­tional: Goals should be stretch­ing but achiev­able and deliv­ery would dri­ve high performance.

3. Encour­age­ment of Self-Improvement

When your employ­ees are active­ly encour­aged to learn new skills and devel­op exist­ing ones, it’s bet­ter for the com­pa­ny as a whole. It will also give employ­ees the added con­fi­dence to explore new avenues and make bold­er deci­sions, as they are bet­ter equipped to do so and feel sup­port­ed by man­age­ment. To show your employ­ees that this is some­thing you gen­uine­ly care about — rather than sim­ply pay lip-ser­vice to — sit down with them dur­ing per­for­mance dis­cus­sions and peri­od­i­cal­ly agree on spe­cif­ic per­son­al devel­op­ment objec­tives for them to achieve.

4. A Sense of Trust, Con­fi­dence and Security

For employ­ee engage­ment to be suc­cess­ful, your team mem­bers need to be giv­en auton­o­my, and man­age­ment must show that they trust their employ­ees to make deci­sions. No two employ­ees will work in the same way, so man­agers should learn to take a step back and allow their employ­ees to per­form the func­tions of their roles in a way that is most effi­cient for them. Equal­ly, employ­ees need to feel secure in their roles — they can’t be con­cerned that if they make a mis­take, they will be blamed for it. For com­pa­nies to inno­vate and grow, employ­ees need to be able to make errors and learn from them.
5. Trans­paren­cy in All Areas

Com­pa­ny trans­paren­cy shouldn’t begin and end with goals, objec­tives and com­pa­ny direc­tion. Trans­paren­cy is crit­i­cal to the run­ning of a mod­ern organ­i­sa­tion, as well as the devel­op­ment of empow­ered employ­ees. If your employ­ees are in the dark with regards to any aspect of your com­pa­ny, they won’t be able to act in a way that tru­ly ben­e­fits your busi­ness. If you haven’t done so already, insti­gate an open-door pol­i­cy, make your com­pa­ny strat­e­gy and val­ues clear and pro­vide employ­ees with the mech­a­nisms to have their com­­pa­ny-relat­ed ques­tions answered. This will ensure that they have all of the infor­ma­tion they need to make thought­ful decisions.
6. A Will­ing­ness to Del­e­gate Work and Responsibility

Employ­ees can only grow and become more empow­ered when man­age­ment trusts them to take on more work and respon­si­bil­i­ty. Chal­lenge employ­ees, and show them you have faith in their abil­i­ties by del­e­gat­ing tasks (with­in clear guide­lines). It might feel uncom­fort­able to relin­quish con­trol, but by clear­ly explain­ing what is expect­ed, what the suc­cess­ful out­comes should be and who to get help from if need­ed, the risk is min­imised. And the reward in terms of com­mit­ment from the employ­ee will be more than worth it.

In his book The Hap­py Man­i­festo, Hen­ry Stew­art takes this fur­ther and intro­duces the con­cept of​“pre-approval” — giv­ing peo­ple the author­i­ty to imple­ment some­thing with­out fur­ther man­age­ment approval or sign-off. Stew­art points out that, with this approach, employ­ees take more own­er­ship of the result, which leads to high­er qual­i­ty out­put. We’ve recent­ly start­ed doing this our­selves at Clear Review, and it real­ly is a game-changer.

7. Fre­quent Feed­back Discussions

To cre­ate a strong and empow­er­ing feed­back cul­ture, man­agers and employ­ees should have reg­u­lar feed­back dis­cus­sions. This is crit­i­cal to the devel­op­ment of an agile organ­i­sa­tion. When per­for­mance dis­cus­sions are more reg­u­lar in nature, employ­ees become more con­fi­dent and feel bet­ter equipped to make deci­sions that ben­e­fit the com­pa­ny. These dis­cus­sions are even more effec­tive when they are com­ple­ment­ed by real-time feed­back — giv­en in-the-moment as events occur — using per­for­mance man­age­ment tech­nol­o­gy as an enabler

.
8. The Abil­i­ty to Learn from Problems

When a prob­lem occurs or an employ­ee isn’t per­form­ing to stan­dard, it is impor­tant to look at what can be learned or improved. Rather than sim­ply chastis­ing the employ­ee, work with them to under­stand how things could have been done dif­fer­ent­ly and what would make it bet­ter next time. It might be that a work process needs to be altered or fur­ther train­ing needs to be offered.

When man­agers take a coach­ing approach and ask the ques­tions rather than pro­vid­ing the answers, more often than not, employ­ees are able to work out the answers for themselves.

9. An Hon­est Exchange of Ideas

In a healthy organ­i­sa­tion, feed­back needs to go both ways. Employ­ees need to know how they are per­form­ing and how to improve, but this is also the case for man­agers and com­pa­nies as a whole. Feed­back should be solicit­ed from employ­ees on how com­pa­ny process­es can be improved, how pro­duc­tiv­i­ty could be increased and how their man­ag­er can bet­ter sup­port them. This shows your employ­ees that their opin­ions are valued.

10. A Com­pa­ny That Recog­nis­es and Rewards Its Employees

You can’t expect to have a team of empow­ered employ­ees when they feel under-com­pen­sat­ed, under-appre­­ci­at­ed or under-praised. Employ­ee recog­ni­tion is an impor­tant con­sid­er­a­tion and one that should be a core ele­ment of your per­for­mance man­age­ment sys­tem. It doesn’t have to take a lot of time or mon­ey, but a lit­tle bit of praise can go a long way.

Clear Review can help you build an agile, empow­ered and pro­duc­tive organ­i­sa­tion. Book a vir­tu­al per­for­mance man­age­ment soft­ware demo today and get a no-oblig­a­tion walk­through of our platform.


Website: International Research Awards on leadership and Management

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