Delegation vs Empowerment

As a business leader, you have a responsibility to develop others, leverage your resources, and create an environment that engages people to volunteer their commitment. These are traits of a good leader, and one of the most effective tools you can use to fulfill your responsibilities and allow others to contribute is delegation and empowerment.

Delegation and empowerment are two ends of a continuum that leverage resources, develop others, and allow people to feel as if they are contributing.

The key difference between delegation and empowerment comes down to one important factor: who is in control, or how much autonomy does the individual have in the job.

“To delegate” is to deliberately assign a defined task, mission, or function to a specific person or entity, normally a direct report or subordinate.

“To empower” is a broader term that conveys giving or allowing others the freedom to act with little (or any) prompting, direction, or supervision. It also includes providing additional tools to enhance a person's capabilities.

There are three factors you must consider when deciding if you want to delegate or empower: knowledge, skills, and abilities. The more competent and experienced the team member, the more you can empower them to take ownership of the task and exercise more control. On the other hand, for less experienced team members, more direction and control may be required to ensure successful completion of the task.

The amount of control and autonomy required to complete a task is an important factor to consider when deciding whether to delegate or empower. Tasks that are very prescribed may not provide many opportunities for empowerment, but there may still be some aspects that can be delegated to team members to develop their skills and provide additional support.

Another important factor is the amount of control and autonomy that a leader is willing to give when deciding whether to delegate or empower. Unfortunately, some leaders have a tendency to micromanage everything and everyone, feeling that they must be involved in every decision and activity.

Leaders who micromanage may feel that their team members don’t have the necessary knowledge, skills, or abilities to complete tasks successfully without their guidance. However, this mindset can be counterproductive, as it can stifle creativity and innovation, demotivate team members, and limit their potential for growth and development.

Moreover, micromanagement can be a drain on a leader’s time and energy, leaving them little time to focus on strategic initiatives and higher-level tasks. It can also create a sense of distrust between the leader and their team members, eroding the team’s morale and productivity.

Your job, as a leader, is to develop others, leverage your resources, accomplish the work, and create an environment that engages people to volunteer their commitment. You can do this by giving people appropriate levels of control and autonomy with delegation and empowerment.

Delegation and empowerment creates a sense of ownership and responsibility within your team. It allows your team members to take the lead in their assigned tasks and work towards achieving the desired results. This, in turn, leads to increased productivity, better teamwork, and improved morale.

Delegation and empowerment also help in developing your team members’ skills and abilities. As you delegate tasks and empower them to make decisions, they gain valuable experience and knowledge that will benefit them in their career growth.

Moreover, by delegating and empowering your team members, you as a leader can be free to focus on strategic initiatives and higher-level tasks. As you delegate more tasks, you free up your time and energy to focus on more significant issues, such as planning, strategizing, and creating new business opportunities.

Delegation and empowerment are powerful tools that can help leaders leverage their resources, develop their team members, and create an environment that fosters engagement and commitment. By understanding the differences between delegation and empowerment, leaders can determine when to use each one and how to apply them effectively.

Understanding Intrinsic and Extrinsic Motivation in Your Employees

What motivates your employees?

A key component of leadership is motivation and how different techniques can be used to motivate and engage employees. Intrinsic and extrinsic motivation refer to the forces that drive behavior. Internal motivation arises from within, while external motivation comes from outside forces.

Intrinsic motivation is when you engage in a behavior because you find it rewarding. You are performing an activity for its own sake rather than from the desire for some external reward. The behavior itself is its own reward.

Extrinsic motivation is when we are motivated to perform a behavior or engage in an activity because we want to earn a reward or avoid punishment.2 You will engage in behavior not because you enjoy it or because you find it satisfying, but because you expect to get something in return or avoid something unpleasant.

Of the two types of motivation, intrinsic motivation tends to be the strongest motivator over the long-term. Both intrinsic and extrinsic motivations can be helpful if you understand how to leverage them for employee professional development. Many people think intrinsic motivation is the most desirable of the two, but both have their strengths if you know how to take advantage of them.

Intrinsic motivation isn’t possible in every situation due to human nature. No two employees are precisely alike in what motivates them and what brings them satisfaction in the workplace. Not all intrinsically motivated individuals will apply those skills in their workplace, either.

While it’s true that employees do benefit from a bit of intrinsic motivation, extrinsic motivation comes in to offer something extra. These incentives — whether it’s a special perk, a bonus or something similar — can push your team forward. Offering the chance of rewards or praise can get them to complete tasks they weren’t initially interested in or level the playing field for all employees to participate and move your department or company towards the same goal.

Generally, managers should utilize extrinsic rewards when they need to motivate their team to take on new responsibilities or learn new tasks. Try not to rely on extrinsic motivation for everything, as that can create the unrealistic expectation that there will always be this kind of reward.

It’s possible to influence intrinsic motivation, though it’s not as straightforward as offering an extra day off for the highest performer on the team. Personal preference means that some people will never grow interested in a topic or want to pursue continuing education, no matter how much it can benefit them in the workplace.

But that’s not always the case. Some extrinsic motivation, such as recognition for a job well done or delivering positive feedback, can be utilized as tools to inspire intrinsic motivation. This also has a positive effect on employee motivation. 

Rewards used to inspire extrinsic motivation can encourage intrinsic enjoyment of the task over time. However, too many extrinsic rewards can have the opposite effect, leading employees to rely on them to stay motivated.

Both extrinsic motivation and intrinsic motivation drive human behavior. There are several key differences between motivation that comes from external rewards and the kind that is driven by an individual's genuine interest, including the influence of each type on a person's behavior and the situations in which each type will be most effective.

Understanding how each type of motivation works and when it is likely to be useful can help people perform tasks (even when they do not want to) and improve their learning.

Lean Quote: Leaders Create a Platform for Spreading Ideas

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"Leadership is the art of giving people a platform for spreading ideas that work."   —  Seth Godin   

Leaders create a platform for spreading ideas by providing spaces, opportunities, and support for individuals and teams to share their thoughts, perspectives, and innovations. This involves fostering open communication, encouraging brainstorming, and empowering people to express their ideas confidently.  

Here are some ways leaders create platforms for spreading ideas: 

1. Fostering Open Communication: 

• Leaders establish a culture where people feel comfortable sharing their thoughts and ideas without fear of judgment or ridicule. 

• They actively listen to diverse viewpoints and encourage respectful dialogue. 

• They create spaces for informal conversations and brainstorming sessions.  

2. Providing Opportunities for Idea Sharing: 

• Leaders implement systems and tools that make it easy for individuals and teams to share their ideas. 

• They may use online platforms, brainstorming sessions, or regular team meetings to facilitate idea sharing. 

• They ensure that everyone has a voice and that their ideas are heard.  

3. Empowering People to Express Their Ideas: 

• Leaders encourage individuals to take ownership of their ideas and to present them with confidence. 

• They provide support and resources to help people develop their ideas and communicate them effectively. 

• They celebrate and reward individuals who share their ideas and contribute to the team's success.  

4. Driving Innovation: 

• By creating a platform for spreading ideas, leaders can drive innovation within their organizations. 

• They can identify new opportunities, develop new products or services, and improve existing processes. 

• They can also build a more engaged and motivated team by empowering individuals to contribute their ideas.  

In essence, leaders who create a platform for spreading ideas are not just about having great ideas themselves; they are about enabling others to share their brilliance and contribute to collective success.  

Lean Tips Edition #316 (#3766 - #3780)

For my Facebook fans you already know about this great feature. But for those of you that are not connected to A Lean Journey on Facebook or Twitter I post daily a feature I call Lean Tips.  It is meant to be advice, things I learned from experience, and some knowledge tidbits about Lean to help you along your journey.  Another great reason to like A Lean Journey on Facebook.

Click this link for A Lean Journey's Facebook Page Notes Feed.

Here is the next addition of tips from the Facebook page:

Lean Tip #3766 – Stand Up for What’s Right

People respect honesty.

While some bosses may like “yes” people who agree with everything they say, the best leaders value insights and opinions. Don’t sacrifice your values and what you believe just to appease your manager or try to get ahead. This will decrease trust with others.

Lean Tip #3767 – Don’t Keep Secrets, Be Transparent

As long as you can explain what you’re doing and why you’re doing it, most people will be able to understand.

Don’t keep secrets or hoard information for yourself. The people you’re building trust with are usually people on your team that you should be working collaboratively with. Share the information with them that they need to succeed too.

Lean Tip #3768 – Trust Comes When Can Admit When You’re Wrong

People don’t like to hear excuses. If you do something wrong, it’s best to just be upfront about it. If you realize you were incorrect about something, own up to it.

Being vulnerable enough to admit fault can humanize you and make you appear more trustworthy. Admitting mistakes is also part of being honest.

Lean Tip #3769 – Consistently Model Trustworthy Behavior

Consistently doing what you say you’ll do builds trust over time. Your team needs to see that you hold to your commitments to them personally and to the team overall.

They also want to see that you’re taking the time to regularly listen and work on employee relationships as a daily practice. The leader’s trustworthiness needs to shine through – not just once a quarter during a Town Hall, but in the overall approach to the business day-to-day.

For instance, if you say teamwork is a critical value for you personally and for the company, reinforce the point by regularly collaborating across teams and functions as a leader. Further, give credit when people do great collaborative work, setting the stage for a team-first mentality and an appreciative culture.

Lean Tip #3770 – Be Ready to Earn Trust

As the old saying goes, talk is cheap. Trust must be earned. It comes from a conscious effort to walk your talk, keep your promises, and align your behavior with your purpose and values. Today, employees are putting company leaders at all levels on notice that when it comes to earning trust, they better work harder.

Employees who truly trust their leaders will move mountains for them and will be more engaged in the business. That means your efforts to build trust are among the most important things you do as a leader.

Lean Tip #3771 – Getting Buy-in: Create an Image of Change

Create an image of the benefits of change and show your audience why taking action is necessary. You can do this through a scenario planning framework. Drawing the best-case scenario, worst-case scenario and realistic scenario can allow your team to react and buy into your vision. You may also use case studies to help your audience visualize what you are working to achieve.

Lean Tip #3772 – Getting Buy-in: Show the Benefits of Your Plan

Showing how the plan is going to help the organization can allow your team to make mental calculations of whether the idea is worth buying into. Sometimes, the perceived loss of current benefits can make some people slow to accept change. If you show them the positives of the change, they may be more likely to be accepting of your plan.

Lean Tip #3773 – Getting Buy-in: Be Prepared to Compromise

Sometimes an original idea isn't quite workable for a company or organization and may need some change to move forward. Be prepared to accept a compromise if your audience doesn't agree with your entire vision or even part of it. You may need to work with others to find a workable solution that still fulfills your desired goals.

Lean Tip #3774 – Getting Buy-in: Lead Your Team by Example

It can be easier to get buy-in from a team if you lead by example. If an idea requires changes of staff, first make the changes yourself to show team members you are prepared to do what you're asking them to do. This can give them an idea of what you're asking of them as well as encourage them to trust you.

Lean Tip #3775 – Getting Buy-in: Leverage Feedback

Use the team's feedback to improve the original idea. People may be more likely to commit to action if they feel their ideas are part of the plan. Not all feedback may become part of the plan, but it is vital to acknowledge everyone who contributed by saying "our plan." The way you communicate can help show others that the vision is not from an individual but is the product of a team effort.

Lean Tip #3776 – Managers Should Delegate to Develop

Delegating to take drudge work off your plate is often shortsighted and misses an opportunity to strengthen and empower your team. Instead, delegate with the intent to grow and develop the capabilities and responsibilities of your employees.

Lean Tip #3777 – Give Employees Autonomy Over Their Work

It’s okay if an employee doesn’t get from point A to point B using the same means you’d use. When you delegate, accept that this may mean your employee may complete the task differently than you would. Relinquish control, refrain from micromanaging, and accept that your way may not be the only (or best) way to complete a project.

Lean Tip #3778 – Leaders Need to Provide the Necessary Resources

Many leaders complain that when they first start implementing employee empowerment practices in their organizations, they still get employees coming to their offices and expecting their problems to be magically resolved for them. Instead, offer tools, resources, and to be a sounding board for ideas.

Lean Tip #3779 – Communicate the Vision of the Organization

It’s becoming more and more important for employees to feel like they are contributing to building something as opposed to just another cog in the wheel. By clearly communicating the vision of the organization and how a team and its individuals contribute to that vision, you are empowering your employees with the knowledge that their contribution is making a difference.

Lean Tip #3780 – Accept Ideas and Input

When possible, include your employees in decision-making and goal-setting. If they can’t be involved in these preliminary processes, be open to hearing their ideas and input. Not only can being receptive to new ideas help empower your employees, it can also open up your organization to great new ideas.

 

Transactional vs. Transformational Leadership: What’s the Difference?

Transactional vs. transformational leadership is not a question of a good vs. bad, right vs. wrong approach to leadership. While they are in fact opposite approaches to leadership, both offer advantages and are important styles of leadership to understand and apply in certain types of situations.   

Transactional leadership is a task-oriented style of leadership based on a system of reward and punishment (i.e. extrinsic motivation). A transactional leader will clearly specify their expectations for performance and hold their employees accountable for meeting those expectations; good performance is recognized and rewarded, poor performance is reprimanded. 

While transactional leadership has been shown to be effective, the big downside to it is that it doesn't drive extra role behavior (i.e. going above and beyond the basic requirements of the role). Under this style employees will do their jobs but you're unlikely to get any extra effort. 

Transformational leadership is a relationship-oriented style of leadership. Transformational leaders motivate and inspire their employees to move in the right direction by creating a compelling vision for the future, helping them to see the purpose in their work, and helping them to learn and grow. 

Studies have shown that employees of transformational leaders are more likely to engage in extra role behavior - that is, put in effort above and beyond what is required for their role. 

Both transactional and transformational leadership are effective in achieving intended results. 

Transactional leaders focus on organizational performance and employee supervision. These leaders are not looking much toward innovating for the future, but rather maximizing productivity in the present. They focus on making the day-to-day business of an organization flow smoothly. 

Transformational leaders focus on organizational change and employee development. These leaders devote more time to developing a strategy for the future of their team or organization, then motivating and inspiring employees to buy into that vision. This leadership is most effective in organizations or teams that need a leader to guide them towards positive change. 

The transformational leadership style has clear advantages when it comes to promoting growth, innovation and creativity within individuals, teams and an organization as a whole. 

A study in Frontiers in Psychology found that transactional leadership led employees “to perceive the culture as more goal, than innovation, oriented,” whereas transformational leadership led employees to see the organizational culture as more innovative. Employees feel they are encouraged to develop as professionals, growing their base of skills and knowledge. 

A key part of the overall strategy of a transformational leader is to encourage innovation and creativity in the workplace. The focus on employee development is important to cultivating the future leaders an organization needs, as employees grow into the shoes of their leaders and emulate their style. 

In developing, adapting and applying these two styles of leadership, it’s important to consider both the advantages and disadvantages of each, along with the current work situation your team and organization may be functioning in. 

Transactional Leadership: While it’s the best approach for maximizing operational efficiency, transactional leadership can fall short in the areas of innovation, long-term strategy creation and employee development. 

Transformational Leadership: While best for creating strategy and fostering organizational change, transformational leadership sometimes lacks the attention to detail, as these leaders are less concerned about daily workflow and processes. It also relies on having the type of leader who can sustain both a great deal of motivation and passion for a long period of time. 

If there is anything that organizational leaders have learned, it is that change is happening faster than ever, and those efficient processes and goals need constant evaluation. 

You can help motivate your team and successfully lead them through transformation, confidently driving your organization toward positive change with transformational leadership.