Empowerment is not about giving power to people but releasing the power people already have. So say the authors of Empowerment Takes More Than a Minute. Now more than ever, organizations are maximizing their effectiveness by tapping their most vital resource -- the talents of their employees.
This book presents a game plan for empowering employees by defining three essential keys: sharing information, creating autonomy through boundaries, and replacing hierarchy with teams. Revised throughout, this edition uses more contemporary examples and language to address concerns specific to younger employees.
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"Succinctly captures the critical elements of empowerment in a brilliantly simple format."
--This text refers to an out of print or unavailable edition of this title.
Few people have influenced the day-to-day management of people and companies more than Ken Blanchard. A prominent, sought-after author, speaker, and business consultant, Dr. Blanchard is universally characterized by his friends, colleagues, and clients as one of the most insightful, powerful, and compassionate individuals in business today. Ken is one of the most influential leadership experts in the world and is respected for his years of groundbreaking work in the fields of leadership and management.
Dr. Ken Blanchard is the cofounder and Chief Spiritual Officer of The Ken Blanchard Companies, an international management training and consulting firm that he and his wife, Margie Blanchard, began in 1979 in San Diego, California. In addition to being a renowned speaker and consultant, Ken also spends time as a visiting lecturer at his alma mater, Cornell University, where he is a trustee emeritus of the Board of Trustees.
Ken has received many awards and honors for his contributions in the fields of management, leadership, and speaking. The National Speakers Association awarded him its highest honor, the "Council of Peers Award of Excellence." He was inducted into the HRD Hall of Fame by Training magazine and Lakewood Conferences, and he received the Golden Gavel Award from Toastmasters International. Ken also received The Thought Leadership Award for continued support of work-related learning and performance by ISA--The Association of Learning Providers. Ken has been inducted into Amazon's Hall of Fame as one of the top 25 best-selling authors of all time. The business school at Grand Canyon University bears his name. In addition, Ken teaches students in the Master of Science in Executive Leadership Program at the University of San Diego.
Born in New Jersey and raised in New York, Ken received a master's degree from Colgate University, and a bachelor's and PhD from Cornell University. An avid golfer, Ken belongs to the Loch Lomond Golf Club in Scotland.
If you are a new manager or a manager with outdated skills, this novel little book will have an absolutely positive impact if you follow the simple three keys to success. The book is based on a story of a real or contrived (who knows) manager and his adventure in discovering the importance of empowerment and why his technics have failed with his employees. Within the first week of reading this book, I used one of the exercises that was recommended. This simple exercise showed me that my employees are infact on track to becoming empowered. If your employees are struggling to complete everyday work because of a motivational problem instead of an ability problem, this book will show you how to get your team to respond. After you read this book, you may discover that the problem is supervisory and not employee related. However, this read gave me ideas of how to correct both!
The author of The One Minute Manager switches gears and tells you not to manage your employees minute-by-minute. Instead, Ken Blanchard, along with John P. Carlos, and Alan Randolph, advocates and explains the notion of empowerment - giving your employees the information and authority to act and make decisions on their own, within a structured set of organizational goals and values. Presented as the story of a turnaround manager getting tutored by an empowerment mentor, the book establishes the fundamentals of the (now ubiquitous) theory of empowerment in a conversational and enjoyable style. We [...] recommend this quick, informative read, which will expand your management horizons in only a few short minutes.
If the authors are right about how they defined `empowerment' and the three essential keys for achieving true empowerment, then leaders, managers, and employees of all organizations should read, discuss, and decide to apply this easy-to-read book's lessons. I am convinced this book has the potential to lead organizations to unheard of levels of effectiveness and productivity.
In typical Ken Blanchard fashion, the authors taught their important lessons through a logical and believable fictional story based on their years of research and experience. The story "guides readers step-by-step through one manager's struggle to discover the three essential keys to empowerment. By following the manager's odyssey to the Land of Empowerment, readers discover that they can take the same journey, which, like any heroic journey, is filled with paradox, challenge, and fitful stops and starts."
The authors defined empowerment as not giving power to people, but releasing the knowledge, experience, and motivation they already have. They then identified and explained the three essential keys for achieving true empowerment: 1. Share information with everyone 2. Create autonomy through boundaries 3. Replace hierarchical thinking with self-managed teams These simple definitions are deceptively powerful when teamed with patience and persistence. I found the title of this book was most appropriate.
From my experience, the term `empowerment' is frequently spoken, largely misunderstood, and rarely applied to its maximum extent. This book took the mystery out of the concept of empowerment and left me with a great appreciation for what true empowerment is and how it can be achieved. I am excited about what it could release in me and others who read it.
The authors use a story format to explain the nature and process of achieving empowerment. The focus is on sharing information with everyone, creating autonomy through boundaries, and replacing the old hierarchy with self-directed teams. Clear and concise.
Blanchard has done it again! For all those managers who bought into the "empower your employees at all costs" paradigm only to find out that it was the surest way to the chaos theroy of management, Blanchard brings sanity back to the process. He defines the empowerment process in terms that are easy to understand and utilize. Blanchard describes a process, not unlike fly fishing, were you offer your direct reports power to do the things they need to do to be effective and productive (letting the fishing line out), while at the same time setting boundaries for their new found empowered behavior by reeling them in a bit at a time, checking to see how they are doing, and then letting them fly again. Recently empowered employees need to learn how to use their new found independence and Blanchard stresses that this needs to be done in increments and with great care. This book couple with Blanchard's LEADERSHIP TAKES MORE THAN A MINUTE and THE ONE MINUTE MANAGER MEETS THE MONKEY makes a truly wonderful trilogy of books for any manager. They should be on every manager's must read list.
In the modern business world of global competition and rapid change, the traditional management model of delaying decisions while the facts filter up the hierarchy to a manager simply does not work. Even with modern communication modes such as e-mail, the delays in transfer and response are too great to allow for decisions to be made quickly enough. The solution to this is to empower the employees of first contact to make the daily decisions that keep the action going. Blanchard and the co-authors once again demonstrate their managerial expertise in this book, where they describe the tactics that one applies in empowering people to make the decisions. All of it can be summed up in one word, "courage." It takes courage on the part of managers to allow the employees to make the decisions and courage on the part of the employees to be willing to make the decisions. Honest errors will be made and they must be treated as learning opportunities rather than as grounds for ridicule or termination. It is an astonishing fact that despite all the evidence to the contrary, many organizations still follow the rigid hierarchy with a command and control mechanism that reduces the actions of employees to that of worker drones and reduces organizational potential. Fortunately, it is possible to recover from this affliction and in this book Blanchard et. al. show you how to do it.
