Thursday, October 23, 2008

Most managers want to empower their workers, but reality can get in the way

People who are empowered to take risks & fail more than once aren’t organisational pariahs, but they’re often damaged goods In the television industry, a creative team can produce several pilots between hits, and there’s hardly a peep. But in most other industries, such tolerance is rare indeed. Sure, you hear about companies where teams who have failed at some innovative effort or another get thrown a big party, the message from management being, “We don’t punish our risk-takers – we celebrate them!” But with every additional disappointment in an organisation, the empowerment glow starts to fade, and very few companies continue to empower unsuccessful risk-takers – except, that is, to empower them to look for work elsewhere as soon as possible.

Empowerment is less likely to happen in big companies than small, which is exactly backward from the way it should be MBAs constantly say they plan to opt out of the corporate world because big companies will stifle their ideas, while small ones will “empower” them to make high-impact decisions right away. They’ve got a point. Big companies tend to be risk-averse, while small ones and in particular start-ups – short on resources, formality and time – tend to unleash every brain.

How ironic! Because it would take a mighty large missed bet to bring a multi-billion enterprise to its knees, while one relatively small miscalculated risk can destroy a million-dollar operation. Indeed, that’s why we often say that the worst thing a big company can do is manage its size. It should use it, and the best way we know for a big company to use its size is empower more people to take more swings.

Our sense is that Google is still enjoying the fruits of its innovation, and kudos to the company’s leadership for that. In fact, kudos to every company that truly encourages its people to make tough decisions and take risks – and especially to those companies who are straight with their employees about how empowerment really works.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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