employee empowerment, the Tao of employee empowerment, employee empowerment

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Vadim Kotelnikov

By: Vadim Kotelnikov

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, the Tao of employee empowerment, employee empowerment, the Tao of employee empowerment

Hyperslides

Losing Organization: 9 Signs

Inspire People: 4 Strategies

Inspirational Leader: 10 Roles

Energize Employees

The Tao of Business Success

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 Case in Point  GE

Jack Welch, the former legendary CEO of GE, "viewed this as anathema. He believed in creating an open collaborative workplace where everyone's opinion was welcome."

 

He wrote in a letter to shareholders: "If you want to get the benefit of everything employees have, you've got to free them – make everybody a participant. Everybody has to know everything, so they can make the right decisions by themselves."

By making all his employees feel that they had a stake in the company’s future, Welch was injecting a spirit of common purpose among GE’s employees and businesses.

Though he was empowering his employees through Work-Out and other processes, Welch didn’t want to label these processes empowerment. He preferred the phrase high involvement:

“That doesn’t mean abdication of decision-making authority by leadership. And that gets confused sometimes. We want everyone to have a say. We want ideas from everyone. But somebody’s got to run the ship. Now, that doesn’t mean somebody runs the ship by directing it. Somebody runs the ship with a total input from everyone. Empowerment is OK as long as it’s understood. Empowerment doesn’t mean anarchy. Involvement is less misleading – high involvement, a say in the decision-making, a stake in the institution, a voice. And I’ll tell you one thing: With voice comes responsibility.”

25 Lessons from Jack Welch

 Case in Point  "Great Game of Business"

Jack Stack, the President and CEO of engine rebuilder SRC Corporation, developed an employee-empowerment program known as the "Great Game of Business." Four of its tenets are:

  1. We want to live up to our end of the employment bargain.

  2. We want employees to seek new challenges by thinking about where they want to go in their work and their lives, instead of getting trapped in the same old routines.

  3. We want get rid of the "employee" mentality. Each person thinks and acts like an owner.

  4. We want to create and distribute wealth. Productivity improves as employees work to create an organization based on continuous improvement and on helping one another.

 Case in Point  Toyota

The fundamental reason for Toyota's success in the global marketplace lies in its corporate philosophy – the set of rules and attitudes that govern the use of its resources. Toyota have successfully penetrated global markets and established a world-wide presence by virtue of its productivity. The intent implicit in the Toyota Production System is to stimulate people to think constantly – a "self-running, selfimproving" system. Everyone, not just managers, can see what's happening. Every problem prompts why questions. Empowered workers can solve problems at a very detailed level. A lean learning culture permeates the entire company. Customer value creation and customer satisfaction results from enterprise-wide performance... More

Employee Empowerment

Delegation Checkpoints

Energizing Employees

GE Work-Out

Japanese-style Suggestion System

9 Signs of a Losing Organization

How To Kill Creativity: 10 Easy Steps

Balanced Organization

Principles of Human Resources Management (HRM)

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Inspiring Culture   Free Micro-course

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Strategies for Building a Growth Culture

Super-leadership: Leading Others to Lead Themselves

Personnel Management: 10 Lessons from Konosuke Matsushita

Inspirational Leadership: 10 Roles

 

The Tao of a Winning Organization

Balanced Organization: 5 Basic Elements