lead

Angela gomez

pppp2.pptx

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ENABLE OTHERS TO ACT

Enable Others to Act

Foster collaboration by building trust and facilitating relationships.

Strengthen others by increasing self-determination and developing competence.

Focus on the Group

(create environment that “fosters” collaboration)

Build/maintain trust

Ensure that relationships grow

Foster collaboration (encourage, reward)

Focus on each person Individually

(build their competence)

See and develop each person’s potential

Give people freedom to make decisions/fail/grow

Two focal points

Focus on the Group: Foster Collaboration

Trust others first

Structure work to promote teamwork – give teams room to collaborate

Develop cooperative goals and roles

Use “we” more than “I”

Build Trust in the Organizational Culture

Must be honest and candid

Are accessible and open

Must value people and diverse perspectives (listen without judgment)

Must do what they say/keep promises

Blameworthy v. trustworthy

Leader must trust others first

Blameworthy . . . . . . . . . . . . . . . . Praiseworthy

Percentage of Failures which are truly blameworthy: 2-5%

Percentage of Failures which are treated as blameworthy: 70 – 90%

Source: Amy Edmondson, Harvard

Focus on the Individual: Foster Individual Competence

Treat others with RESPECT

Ensure that others have some “control” to make choices in their jobs/exercise some autonomy; provide the freedom to make choices

Coach followers with goal they will become leaders

Encourage that people take initiative and are self-directed

Foster Accountability – delegate authority and give others a chance to take responsibility

Foster Self-Confidence – help others to feel powerful

Ensure that others have the opportunity to experience “flow” where they feel energized and even joyful about what they are doing

Powerful Times

Behaviors that make people feel powerful are enabling, and those that make people feel powerless are disabling.

Feeling powerful is likely to bring out the best, most positive, most committed energy and performance.

Making people feel capable and valued is at the heart of trust—the essential ingredient in people’s willingness to take risks that can drive extraordinary results.

Powerful Times

Individual Competence

High and Low Power

https://www.youtube.com/watch?v=KdQHAeAnHmw

Finding the Flow

Have you ever been so involved in doing something that you lost track of time?

Everything around you – from the ringing of phones to the people passing in the hallways – seemed to fade away.

Your attention was focused entirely on what you were doing, and you were so engaged that you might even have missed lunch.

You felt energized, even joyful, about what you were doing.

Note: Csíkszentmihályi published his book in 1990, but didn't publish this version of the model until 1997.

https://www.mindtools.com/pages/article/flow-model.htm