People in the organization
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With a coach approach to empowerment, managers can empower employees by becoming mentors who help employees set goals, overcome challenges, and make them equal partners in their own advancement. This involves continued skills training, effective communication of goals and expectations, and delivering feedback to employees. It is a two-way relationship where both managers and employees work together towards empowerment.
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People in the organization
- 2. In the workplace, the word “empower” is often thought of in its traditional definition, of enabling someone, or equipping them with an ability. The task of empowering usually falls to an organization’s managers.
- 3. Empowerment is not just a function of managers. It is a two-way street. A coach approach extends the concept of empowerment outward from the manager to the employees, enabling the manager to make their employees equal partners in their own With a thorough knowledge of coaching advancement. skills, managers become more than just bosses – they act as mentors and allies for employees, helping them set goals and overcome challenges and obstacles.
- 4. • Continued skills development and training are critical to ensuring employees can do their job. • Communication is also key. Corporate goals, expectations, priorities – all need to be communicated effectively to employees. • The delivery of feedback is a tricky thing
- 5. Many organizations are expecting much more of their workers. Rank and file workers are often expected to perform the functions that were carried on by their supervisors and middle managers only a few years ago. Providing the necessary skills to do the job. It‟s a law of the workplace. Employees can‟t do what they don‟t have the skills to do. For workers to have the necessary skills to complete assigned projects, companies need to assess
- 6. Granting sufficient authority to do the job. A second straightforward method of empowering workers is simply to give them the power to complete their assigned jobs. Explaining how a project fits into the big picture. An affliction affecting many organizations is that „the left hand doesn‟t know what the right hand is doing.” Stating the relative importance of a project. The
- 7. Supplying adequate information to do the job. Travelling down a narrow, unfamiliar, twisting mountain road during a driving rainstorm is not apt to instil a sense of power in many individuals. Allocating ample resources to do the job. Building employees‟ self-confidence
- 8. Extending permission to take acceptable risks. An old adage claims that if “nothing is ventured” then “nothing is gained.” So it is in business. Giving feedback as to how the job is progressing.