1. © Tesseract Management Systems / Managing by Design / 2002 - 1 Empowering These slides provide the basis for a discussion about empowerment, which can then be built on to put in place some practical steps to increase and improve the way that empowerment is used in the organisation. In planning their use, consider also the material on Coaching and the Development Process. There are notes on some slides to help with their interpretation. Please do not attempt to use these slides as part of a presentation until you have read and fully understood the relevant sections of the website, you know how each slide builds, and you are clear on the points you wish to make with them

2. © Tesseract Management Systems / Managing by Design / 2002 - 2 Guiding Growing Empowering Optimising PROCESS SPONSORSHIP How do you ensure the quality of conclusion while encouraging freedom of approach? DictateAbdicateControlInvolveRestraintFreedom ?

3. © Tesseract Management Systems / Managing by Design / 2002 - 3 SELF ANALYSIS How do you see your style? I determine the roles my people fill I set the goals and objectives for our work I make the decisions on how we move forward I use my experience in reaching a decision My credibility is key to my success I set clear standards and guidelines I decide how major tasks will be done I ensure we know the business strategy I ensure areas of weakness are addressed I set review meetings with my people My people determine the roles they fill My people set the goals and objectives for our work My people make the decisions on how we move forward I use my people’s experience in reaching a decision My people’s credibility is key to my success My people set clear standards and guidelines My people decide how major tasks will be done My people ensure we know the business strategy My people ensure areas of weakness are addressed My people set review meetings with me

4. © Tesseract Management Systems / Managing by Design / 2002 - 4 1234 Specific Approaches for Developing to Stage…. Process Step Identify the Goals Set the Parameters Authorise & Empower Recap and Review Promote Discovery Agree the Topic Generally Applicable Tools and Approach New Area - development need is obvious. Identify low risk role. Establish that there is a basic familiarity with the task. Identify suitable growth role. Discuss current competence with the trainee, and agree areas of process and their development. Ensure intention to fully delegate responsibility for this task. Link to clear improvement targets ‘Future’ Section from Dialogue Form. Development Planning Sht. Process QFD & Q4 Charts Succession Plan, Skills Matrix Clearly define role and responsibility. Define boundaries. Provide obvious escalation route. Set Review Period Agree benefits and expectations of further develop’t Agree clear objectives and limits of authority Work together in developing the development contract. Work through all aspects completely. Encourage trainee to propose the development contract. Ensure full understanding. Terms of Reference Contract Setting Meeting S.M.A.R.T. Objectives Agreeing Leadership Style Refining Job Descriptions Review Period Provide clear plans and procedures to ensure role is clearly understood. Develop plan and agree options. Establish regular review points. Provide for flexib’y & discretion. Request trainee to provide plan of approach for you both to review & challenge before implementation. Ensure correct tools have been used in developing plan and approach. Explore trainees managemt. of risk. Project Plan (PERT, Gantt) Procedures, Process Map Review Points, Milestones Risk Analysis, Potential Problem Review, 4 Step Process (PSD) Provide clearly laid out instructions to follow. Ensure close supervision and point of reference. Ensure opportunity for Customer contact/underst’g Provide training in background etc. & some supervision. Formalise role. Ensure access to mentoring and regular opportunities to discuss progress. Provide for infrequent review. Ensure open-door. Begin to consider trainees role in mentoring others. Resources & Facilities Information & Guidance Formal Training Courses Mentoring, Coaching Contingencies/ Risk Prev’n, Supervision, Points of Ref. Ensure quality is monitored and performance measured. Provide feedback. Provide for meas of customer satisfaction and some self analysis. Ensure frequent & regular reviews. Focus on self measurement & analysis. Ensure regular review of approach and reasoning. Use quadrant charts or flag plans to ensure trainee is in control. Review infrequently. Planned Review Meetings Supervisors Report Measurement, Flag Plans Quadrant Charts Coaching Records Milestone Reports Explore understanding of their role and the limits of their terms of reference Take every opportunity to explore & stimulate reasoning. Always explain backgr’d to decisions Agree coaching targets. Encourage creativity in trainees approach and even redesign of the process. Encourage ownership of task in all respects. Be there. Planned Coach’g Sessions Self Appraisal & Counselling, Listening Drawing out the consequences Sharing experience © Tesseract Management Systems

5. © Tesseract Management Systems / Managing by Design / 2002 - 5 Program / Projects Problem People Projects People don’t just work on problems – problems work on people People don’t just work on problems If people effectively work on problems, you grow performance If problems are used to effectively work on people, you grow potential This year’s realised potential, is future year’s realised performance Too often, we only think about half the equation Empowerment & Development: A four way balance… Perform’ce Potential

6. © Tesseract Management Systems / Managing by Design / 2002 - 6 Empowerment Index What are the axes of empowerment? What is required to fulfil this (or the next) role in an excellent manner? Where does the person currently stand against this?