Phillip Van Hooser - Transformational Leadership

Building the leadership bench strength of your organization requires a steady supply of leadership talent. Looking within the organization, managers and supervisors should consider opportunities to prepare those around them for ever more challenging leadership roles. That said how do you take these high potential candidates and move them forward to leadership success?

Consider the following progression for empowering employees. The assumption here is that the supervisor is continuously testing and evaluating each individual employee to determine what level of empowerment he or she is capable of assuming successfully on behalf of the organization. The supervisor or manage will ultimately decide the actual readiness of the individual for further empowerment and at what specific level.

Level 1:
You (the employee) research an assigned activity; you report what you have learned or discovered; but I (the supervisor) will decide what action is to be taken.

This is the most basic level of empowerment. It is used to determine a baseline for how an individual thinks, prepares, works and communicates. It is most commonly used in evaluating the actual skills of new employees or newly transferred employees. If specific flaws or shortcomings are identified, specific plans for further training and development should be undertaken. If it is determined that the individual meets and exceeds expectations in this area, then the next level of empowerment should be considered. Because of the supervisor’s stated intent to make the final decision, there is no relevant risk assumed by the employee at this stage.

Level 2:
You research an assigned activity; you report the alternative actions/options that are available; you suggest one for implementation; but I will decide what action is to be taken.

Here you are evaluating the mental dexterity and awareness of various decision making options and how relevant or irrelevant they might be for the organization’s specific purposes and intents. As before, there continues to be no relevant risk to the employee since the supervisor has reserved the right to make the decision. If the employee is determined to be ready, the next step in the process is assigned.

Level 3:
You research an assigned activity; you report what you intend to do; but don’t act without my approval.

Notice there is a marked increase in the expectation of performance on the part of the employee. This is the first level at which the employee assumes some specific level of risk. However, the supervisor has continued to maintain some level of “institutional control” by making sure s/he is comfortable with the communicated actions. In each of these first three levels of empowerment, continuing one-on-one, face-to-face communication and the conversations that need to take place are absolutely critical. If the employee is determined to be ready, the next step in the process is assigned.

Level 4:
You research an assigned activity; you report what you intend to do; go ahead and do it unless I say “no.”

By this point in the process, the trust level has clearly increased between both parties. The subordinate has earned the right to move to this level of empowerment based on an understanding of the goals and objectives of the organization and his or her proven performance and identified ability to meet those goals and objectives. Communication is still important at this level, but the reins of decision making responsibility are now being passed from the supervisor to the subordinate.

Level 5:
You research an assigned activity; you take the action you deem appropriate; report what you did.

Subordinates are working independently of their supervisor, with the supervisor’s full knowledge and confidence based on the subordinate’s past proven ability and successes. The unencumbered performance of the subordinate, in turn, frees the supervisor to attend to other pressing issues.

Level 6:
You research an assigned activity; you take the action you deem appropriate; no further communication is required.

This is the highest level of empowerment. It is rarely earned and rarely granted–and then only to the best, most tested and most trusted subordinates. With this level, both supervisor and subordinate share the risk of the empowered actions taken.

A few important observations to remember:

This is not an overnight process. It requires vigilant communication, observation, evaluation and training. As previously discussed, empowerment is preceded and supported by significant and on-going coaching and counseling activities. This is not a “one-size-fits-all” process. It requires customized activities for individual employees who may or may not accept empowerment in the same way or at the same rate as another employee. Appropriate empowerment levels are also dependent on individual jobs. In other words, a single employee may be at a Level 5 empowerment level for one task and the same employee at a Level 2 empowerment level for a different task.

Creating a continuous flow of leadership talent from within our organizations can happen and happen effectively when those of us in leadership positions are willing to share our power with those individuals who demonstrate they are worthy of the challenge.

Phillip Van Hooser
Leadership Expert, Author & Keynote Speaker
phil@vanhooser.com

I was recently asked my one of my readers, “What advice are you giving to the unemployed or those about to be laid off?”

This is a great, and timely question. My advice to those currently experiencing some measure of professional upheaval in their lives is simple, yet it can be revolutionary. Take this opportunity to step back and reevaluate 1) who you are, 2) where you are, and 3) where you ultimately want to be.

First, who you are. Please don’t get sucked into the emotional abyss that tempts you to define yourself by your current professional woes. The economy, be it good or bad, should not define you. Your employer and the actions that it might be forced to take should not define you. You are the only one that can or should define who you are. Granted this is an unwelcome and somewhat stressful circumstance, but reframe it as an opportunity to take inventory of the unique talents, skills and experiences you possess. Be honest with yourself. What is it that makes you special? Make a list. I’ll bet it’s longer than you expected.

Second, where you are. Sometimes, unwanted and unplanned change can serve as a needed personal and professional jump start. Like it or not, when most of us become comfortable, we tend to relax and stop pushing purposefully toward the future. In other words, we coast. Unexpected change can be a rude awakening, but it also can awaken us to opportunities we would never have seen otherwise. Over the years, I have heard many people say to me that the “shake up at work” or “getting laid off” ended up being the “best thing that ever happened to me.” How can that be? I think the answer resides in my third point.

Third, where you ultimately want to be. Do I believe there is an absolutely perfect job out there for each of us? Call me a dreamer, a hopeless romantic, but, yes I do. In fact, there may be many perfect jobs just waiting for you. Your job is to take that list you made when you reviewing exactly who you are and overlay it with the opportunities that exist around us.

Okay, so what to do today? My advise is that you take the balance of today and feel sorry for yourself. Seriously. Go ahead and get it out of the way. Get a large bag of Cheetos (my vice of choice) and knock yourself out wallowing in your misery. Do it, but do it alone. Don’t drag others into your self-imposed misery. They don’t deserve that and you’re not going to be in this state very long anyway. Then the first thing tomorrow morning begin the process of reshaping the rest of your life, starting with the suggestions I have already offered. Moving purposefully forward trumps staring wistfully backwards every time.

I hope my thoughts on this are helpful.

Phillip Van Hooser
Leadership Expert, Author & Keynote Speaker
phil@vanhooser.com

If you don’t know where you’re going, any road will take you there–but you won’t know when you get there, because you never really expected to get there in the first place! There are folks who live their lives and work their careers based on this motto. Leaders cannot afford such ambiguity. I would like to suggest that you consider the five elements that come together to create a workable leadership strategy.

1. Leadership Mission: What is your driving purpose or cause?

To develop an appropriate leadership mission, the aspiring leader must determine the “primary service” to be offered to his or her followers, including but not limited to information, education, experience, inspiration, courage, vision, or any combination of these and others.

2. Leadership Goals: Where is it that I can make the greatest impact?

Leaders have the ability to choose their “primary focus” points (i.e., response time, quality performance, sales volume, profit enhancement, morale improvement, etc.)

3. Leadership Objectives: When will I know that I have been successful?

Leaders should create “primary markers” which serve as a basic measurement tool indicating leadership success or lack of it. Leaders must know and must be able to communicate these indicators to their followers.

4. Leadership Strategy: Which routes are most appropriate for us to pursue?

Leaders recognize there is more than one way to achieve the desired and stated goals and objectives. The most important question to be answered involves which method is best for you, your followers and your organization.

5. Leadership Tactics: Which action plans will I initiate?

With the leadership mission, goals, objectives and strategies clearly identified the action plans begin to take shape. It becomes a process of “planning your work and working your plan.”

Phillip Van Hooser
Leadership Expert, Author & Keynote Speaker
phil@vanhooser.com

We all know that times are tough. Bad economic news bombards us 24/7.
I graduated college in 1979 with a business degree. I was an enthusiastic, though still wet-behind-the-ears, future manager. I pranced out of the hallowed halls of academia and plunged chest deep into the murky waters of recession: circa 1980. Not since the early 1930s had America experienced such economic woe, evidenced by lost homes and businesses, plant closings, layoffs, high unemployment and double digit interest rates.
Fast forward to the 21st Century. As Yogi Berra so famously said, “It’s déjà vu all over again,” with the exception of the high interest rates, anyway.
So what strategic counter measures did I (and those of my generation) learn from our bosses of decades and recessions past? What tricks of the trade did our managers teach us?
Unfortunately, they must have taught us the bad tricks of balancing a budget. I’m sorry to say, they were too busy foolishly doing what too many of their modern day contemporaries are tempted to do today. They focused on indiscriminately slashing all “unnecessary” costs, including leadership training programs, in an effort to “right the ship.” In budget meetings they screamed, “Look at what those training programs are costing us!” in an attempt to justify their shortsighted views. Few stopped to consider or calculate the future peril-and heavy cost-that a lack of trained leaders might ultimately yield.
Now, back to the future. We find ourselves at that critical juncture again.
In a recent Wall Street Journal article by Dana Mattioli (“Despite Cutbacks, Firms Invest in Developing Leaders: Companies Renew Focus on Employee Training, Betting That Strong Managers Will Help Through the Recovery,” we’re told:
…a December (2008) survey of 117 large U.S. companies by Watson Wyatt Worldwide Inc. found 23% of respondents had recently cut training programs, and another 18% planned to do so this year.

Almost 40% have made, or are preparing to make the same mistakes, as their predecessors? Incredible!
Hold on, not so fast. Happily, there’s more to this story. There seems to be at least a glimmer of hope that 21st Century decision makers may be a bit more prescient than we initially give them credit for being. This WSJ article goes on to report:
…Despite layoffs and recession-starved budgets, many employers are investing in leadership-development programs, hoping not to be caught short of strong managers when the economy recovers…”Identifying and grooming leaders is important in good times,” says Bret Furio, senior vice president of consumer lifestyle for Philips Electronics North America. “In times of crisis when the economy is struggling,” he adds, “it’s imperative.”

And Yaarit Silverstone, global managing director for the organizational-effectiveness practice at consulting firm Accenture Ltd., reiterated in the article what many forward-thinking decision makers already knew:
…companies historically cut leadership-development programs during downturns, but the moves backfired, prompting midlevel managers and top performers to leave when the economy recovered. Now, she says, executives believe that without capable managers, “their ability to come through [the recession] in a healthy fashion is diminished.”

So what’s a manager to do in tough times such as these? To train or not to train, is no longer the question. Hopefully, we’re well past that. We surely know better.
Tough minded decision makers today will resist doing what weak minded decision makers of times past did too readily. They will resist jeopardizing the future of their organization by depriving it of its very lifeblood-effective, well-trained leaders. They will now and forever see the preparation of leaders through focused training exactly for what it is-an investment in the future, not a simply an easy cost to be eliminated.

Phillip Van Hooser
Leadership Expert, Author & Keynote Speaker
phil@vanhooser.com