© 1999 Franklin Covey Co

4 Roles-Empowerment Page : 1 / 57
© 1999 Franklin Covey Co.



Why Empowerment effort fail ?

• Get blamed when actually alignment is the real
problem
• Don’t understand what empowerment means
• Don’t really care about empowerment
• Don’t have access to the resources, skill and
knowledge necessary to succeed
• Empowerment is more complicated to practice
than explain
• People have different definitions of empowerment

Empowering Objectives
An empowering leader answers these
four questions:
1. How do we cultivate an environment where
people can do their best and are committed?
2. What is the nature of the work being done?
3. How much responsibility and authority
should people have?
4. Who does what? How? With what resources
and accountability? For what reasons?

Guiding Principles
• Think win-win
• Different needs,
different approaches


World class Apples

Garden Vs Machine
Paradigm
• Is Empowering more like gardening or like
being a mechanic ? Why ?
• If you try to fix people as you would fix a
machine, what happens ?
• Like a seed, can you put life into people ?
• If you can’t put life into people, can you kill
life in people ?

The paradigm of empowerment
To plant a seed, watch it grow, to tend to it
and then harvest it, offered a simple but
enduring satisfaction. These sense of being
custodian of this small patch of earth
offered a small taste of freedom. In some
ways , I saw the garden as metaphor for
certain aspect of my life. A leaders must
also tend his garden; he, too, plants seeds,
and then watches, cultivates, and harvest
the result.
- Nelson Mandella
Empowering is……
“ Empowering is about creating

conditions that release people so they
can contribute their full talents and
energy to the vision, the processes,
and the relationship at work “

Leadership
Survey
Page 55-58 (HB)


Max & Max
Mr.Harold style….
Control

Your style
Page 59 (HB)

Mr.Harold memo 1

Mr.Harold memo 2

Mr.Harold style….
Control Abandonment

Mr.Harold memo 3

Mr.Harold style….
Why he bounced back ?
Control Abandonment

?
Empowerment
Different needs, different approaches
Control Abandonment

Different needs,
Different approaches
“ A gardener needs to treat different kinds
of plants differently – adding more water to
some, more fertilizer to others. Similarly,
leaders need to work with individuals in a
way that considers individual differences
and needs “

Rekening Bank Emosi
Membangun Rasa Saling Percaya

dalam Hubungan Antar Manusia.
7H-I-FP-08-C (26
?
Empowerment
Different needs, different approaches
Control Abandonment

Definitions of
“Power” “Em”
 The ability to act  In
 Capacity  Within
 Potential
 The ability to magnify
Empower
 The power within
 To enable potential capacity
 To magnify capacity within
PCL-E-4-07
Understanding
Your Leadership Style
p. 55 - 58
Control Supervise
Release Abandon
p. 59
Your Leadership Style

& Empowerment
Empowerment is not a static
state of being.
How you empower depends on
the situation and the people.
DIFFERENT NEEDS
DIFFERENT APPROACHES

Level of Empowerment
Levels of Empowerment

• A person’s level of empowerment depends on

the leader’s perceived risk of the situation and
his or her confidence in the person.
• The importance of the levels of empowerment

is that they provide ways for people to
increase their abilities to handle high-risk
situations

risk of the situation
pisau
bola
confidence
low medium high

Process for Evaluating

1. Determine your confidence in the person (c & C)

2. Determine your perception of the situation risk
3. Determine the appropriate level of empowerment &
what leadership style is appropriate
4. Plan to communicate your expectation using
leadership style

Level of
Empowerment
Page 23 – 24 (TK)

& Leadership Style
Confidence in person? Risk of the situation?
SUPERVISE RELEASE
LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5 LEVEL 6
Do it and Do it and
Wait Ask for
Recommend report report Do it
until told instructions
immediately routinely
High Med Low Low Med High

Leadership Style
Levels of
empowerment
Case study

Empowerment
( Different needs, different approaches )
Win-Win Agreement
Control Abandonment


Win-Win Agreement
Why do trusted people fail?
1- “What exactly are we trying to accomplish?”

-Unclear expectations
2- “How much authority do I have?”
-Unclear guidelines
3- “How can I get this done on this budget?”
-Lack of resources
4- “How will I be measured?”
-Lack of accountability
5- “What’s in it for me?”
-Uncertain rewards
© 1999 Franklin Covey Co. 4 Roles—33

Win-win Agreement
are an effective way to

- clarify our expectations,
- change our thinking to mutual benefit and
- build commitment around desire results

Desired Results
Guidelines
Resources
Accountability
Consequences

Win-win Agreement
Desired Results
Clarify the objectives and the outcome and specify
“win” for both party
-Must be clear
-Must be measurable

• Market Leader
• Revenue Growth
• EBITDA Growth
• Improve
Telkomsel Value

BRAINSTORMING
PROCESS
HOW #1 HOW #9
L1
HOW #11
DECISION
PARETO
PRINCIPAL
SASARAN ANTARA
SAME PERCEPTION
AMONG TEAM MEMBERS
L2a L2b L2c


Win-win Agreement
Guideline
Establish the parameters or boundaries within which a
person should operate
-“dos – don’ts” - Organizational values
-Organizational Policies - Standard procedure
-Level of Empowerment
• Level of empowerment : Do it and report immediately to

appropriate team members because of the project’s visibility and
the need for constant communication
•Maintain focus on the transition
•Trust and leverage the expertise of each team member
•Include sales group/store managers in the launch of the new
Superstore marketing campaign

Win-win Agreement
Resources
Clarify what people, money, facilities, tools and systems
are available to accomplish the desire results.
Ensure to specify type and timing of resources
• Training Department & Renee to create new sales training

program
•Rebecca for US 100.000 for budget training for 100 staffs
•Eric for training the new operation system and software
•Alex for market roll-out

Win-win Agreement
Accountability
Accountability is where specific measures (time, quality
and quantity) are outlined so all involved will know how
they have done in accomplishing the desire results.
•Superstore sales training will begin by third quarter

•Market roll-out will begin by fourth quarter
•Review progress every week

Win-win Agreement
Consequence
Determine the results of achieving or not achieving “win-win”
Positive Consequence may include money, opportunity,
increase trust and respect
Negative Consequence should help a person recognize what
natural outcomes will be to both them selves and organization
•Establish a better-prepared sales group

•Create a smooth transition to the new strategy
•Increase the success of each stakeholder and salesperson


WWA- Sea Harvest
Sea Harvest - Woolworth

 Woolworths Supermarket only sells special house
brands.
 Small market share — 2 suppliers

PCL-I-5-02-A (54
 Woolworth :
“We want better fish quality and freshness”
“You need better (expensive) equipment.”
 Sea Harvest :
“Woolworths only use us as their supplier for fish’s products”
We changed the way fishing is done

in South Africa.
PCL-I-5-02-B (55
Desired Results
Guidelines
Resources
Accountability
Consequences

4 Roles-Empowerment Page : 57 / 57 Date 1 :
Win-Win Agreement
Party 1 : Your name
Your project’s name Party 2 : Your staff/collegue
Time Frame :

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4 Roles-Empowerment Page : 1 / 57

© 1999 Franklin Covey Co.

© 1999 Franklin Covey Co.

© 1999 Franklin Covey Co.

Why Empowerment effort fail ?

© 1999 Franklin Covey Co.

© 1999 Franklin Covey Co.

© 1999 Franklin Covey Co.

© 1999 Franklin Covey Co.

World class Apples

© 1999 Franklin Covey Co.

© 1999 Franklin Covey Co.

“ Empowering is about creating

© 1999 Franklin Covey Co.

© 1999 Franklin Covey Co.

© 1999 Franklin Covey Co.

© 1999 Franklin Covey Co.

© 1999 Franklin Covey Co.

© 1999 Franklin Covey Co.

© 1999 Franklin Covey Co.

© 1999 Franklin Covey Co.

© 1999 Franklin Covey Co.

© 1999 Franklin Covey Co.

© 1999 Franklin Covey Co.

© 1999 Franklin Covey Co.

Rekening Bank Emosi

Membangun Rasa Saling Percaya

© 1999 Franklin Covey Co.

Your Leadership Style

© 1999 Franklin Covey Co.

© 1999 Franklin Covey Co.

• A person’s level of empowerment depends on

• The importance of the levels of empowerment

© 1999 Franklin Covey Co.

risk of the situation

low medium high

© 1999 Franklin Covey Co.

Process for Evaluating

1. Determine your confidence in the person (c & C)

© 1999 Franklin Covey Co.

© 1999 Franklin Covey Co.

LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5 LEVEL 6

High Med Low Low Med High

© 1999 Franklin Covey Co.

© 1999 Franklin Covey Co.

© 1999 Franklin Covey Co.

Why do trusted people fail?

1- “What exactly are we trying to accomplish?”

© 1999 Franklin Covey Co. 4 Roles—33

are an effective way to

© 1999 Franklin Covey Co.

© 1999 Franklin Covey Co.

© 1999 Franklin Covey Co. 4 Roles—32

© 1999 Franklin Covey Co.

L2a L2b L2c

© 1999 Franklin Covey Co.

• Level of empowerment : Do it and report immediately to

© 1999 Franklin Covey Co. 4 Roles—32

• Training Department & Renee to create new sales training

© 1999 Franklin Covey Co. 4 Roles—32

•Superstore sales training will begin by third quarter

© 1999 Franklin Covey Co. 4 Roles—32