Who Am I ?

• Empowerment of employees leads to an easy flow during a transformation within a company.
• Giving structural freedom to employees will lead to empowerment
• Without proper training throughout the organization, the change will not occur, the vision will not be there.
• The company as a whole has to be made accessible to the employee in order for the vision to be implemented and the employee to be empowered.
• Barriers to empowerment

• If employees have a shared sense of purpose, it will be easier to initiate actions to achieve that purpose
• Nothing disempowers people the way a bad boss can
• Make the potential gains and benefits clearly visible to all as they will resist change if all they see is a loss of something and nothing but risk in the change
  • Employees need to be provided with training, but it needs to be the right kind of training and at the right time, and this may be very expensive for the company
  • Organizations need to align their systems to the vision. If employees are expected to see the benefit in implementing the new vision, there actually needs to be a benefit for them, though performance appraisal, compensation, and promotions
  • Troublesome supervisors must be dealt with. For whatever the reason may be, these people resist the change and they must be dealt with, because they have power over others and can cause harm to the new vision.

• Running a transformation effort without serious attention to short term wins is extremely risky.
• A good short-term wins has at least these 3 characteristics:
  • It’s visible: large numbers of people can see themselves whether the result is real or just hype.
  • It’s unambiguous: there can be little argument over the call.
  • It’s clearly related to the change effort.
  • The role of short-term wins:
    • Providence that sacrifices are worth it:
      • Wins greatly help justify the short term cost involved.
  • Reward change agents with a pat on the back :
    • After a lot of hard work, positive feedback builds morale and motivation.
  • Help fine-tune vision and strategies:
    • Short-term wins give the guiding coalition concrete data on the viability of their ideas.
  • Undermine cynics and self-serving resisters:
    • Clear improvements in performance make it difficult for people to block needed change.
  • Keep bosses on board:
    • Provide those higher in hierarchy with evidence that the transformation is on track.
  • Build momentum:
    • Turns neutrals into supporters, reluctant supporters into active helpers etc.
• Short-term wins are critical because they show people that the changes are working and keep them motivated and focused on the long-term goals
• 3 characteristics of short-term wins: 1) visible 2) unambiguous 3) related to the change effort
• Since big projects take time to accomplish, short-term goals are needed to keep the urgency up and keep the pressure on everyone to keep working hard
• Managers are very important to the change, as they are the ones who need to lead the change and break through any barriers that may be present.
• Short term wins are just as important as long term goals within a company.
• Short term wins are not subtle, they must make a statement, this way it allows for interested parties to give the leader a rest.
• Short term wins allow the company to see results and therefore enable them to grasp for more.
• Middle management is ” the challenge”= tries to delay the reorganization. As a result, performance improvement not realized
• Leadership deals with the long-term future vs. management deals with the immediate future.
• Transformation involves leadership  & good management

Below we have attached a link to an episode that we felt most connect to Chapter 8. Enjoy 🙂

The Office – The Incentive

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