Empowered employees have an increased sense of ownership in their organization. Happier than employees in other companies, empowered personnel tend to be more proactive and willing to embrace change. A team full of workers feeling in control of their destinies is far more enthusiastic about their roles and passionate about achievement, which is all good for the company.
Employees dislike feeling as though they're the last to know about important changes within their organizations. To combat this, managers must be willing and able to communicate within the bounds of appropriateness with staff, keeping them honestly informed about their jobs and environment. Management must also be receptive to employee input, giving them a sense of control over important financial and strategic decisions. Once this culture of communication successfully takes root, employees will feel more comfortable sharing their ideas with management, improving not only workplace morale, but work processes as well. In turn, employees become more receptive to positive coaching from managers.
It's a fairly well understood maxim in the business world that people tend to leave their bosses, not their companies. Key reasons for this are micromanagers who focus on process over results. This trait possibly more than any other stifles empowerment. Employees should not feel handcuffed in their decisions or be afraid to make bold moves. The more employees feel their actions positively impact their organizations directly, the more connected these employees feel to their companies. This starts with management, serving as the face and voice of those organizations. The more freely a smart manager delegates important tasks and decisions to her staff, she can focus less on operations and more on strategy and business planning. In turn, employees feel they're steering the ship.
The better employees do their jobs -- and certainly if those jobs are done with increased enthusiasm and attention to detail -- clients can only benefit. This is a key area where direct financial improvements are realized from empowering employees. Clients love communicating with friendly and attentive staff, regardless of the enterprise. Empowered personnel tend to take a more personal approach with clients, focusing on creative ways to solve problems that appear less tied to company policy. In turn, clients feel an increased level of personal concern, improving customer retention and loyalty.
Every organization goes through large and small changes. The way employees respond to those changes is key to maintaining morale. By allowing employees to make important decisions that affect the company even in small ways, changes are less likely to be seen as uncaring edicts from above. Once the culture of loyalty and employee concern is established, even large changes are accepted and often embraced. Staff must feel management at all levels makes decisions with their concerns in mind.
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