A520.5.3.RB - Shuck, Allison

Empowerment: Rejuvenating a potent idea

In the article “Empowerment: Rejuvenating a potent idea”, Russ Forrester explanations six reasons why so many organizations today fail to effetely empower their employees; Those reasons are: (1) Precipitous empowerment mandates, (2) Over reliance on a narrow psychological concept, (3) One-size-fits-all, (4) Negligence of the needs of power sharers, (5) A piece-meal approach and, (6) distortions of accountability.

Of the six reasons, I personally think that precipitous empowerment mandate and one-size-fits all, are typical among most organizations. The old switcheroo act happens all the time, where employees who are promised higher positions of power but never receive them; only to find out that the position had been given to someone else within their department. For some reason, many organizations today choose to only promote those who they deem worthy rather than those who are actually qualified. This kind of fast-track empowerment gives employees a false since of hope and explains why so many employees lack motivation.

The concept one-size-fits-all is somewhat relative in that it implies that employees are all the same and that the approach used to empower an employee is also the same. According to Forrester (2000), such deployment of empowerment is destructive and guarantees failure. Making assumptions is one thing, but assuming that most decisions have the same requirements and/ or that the person of power who makes such executive decisions can easily be replaced is outlandish. Although, this non-selective approach to decision making is professional and curious, it is not common within most organizations and one should not assume that just anyone will do.  That is not to say that we should be biased against anyone, but it takes years or experience to be a leader. Thus, most organizations “resist delegating authority to employees who are not ready to handle it, or who don’t, for their own reasons, want to” (Forrester, 2000, Pg. 70).

A520.6.5.RB - Shuck, Allison

Team Roles

According to Whetten & Cameron (2011), there are two types of roles that exist to enhance team performance”, those roles are: task-facilitating and relationship-building.

Task-facilitating roles, are roles used to help a team or group accomplish its desired objectives. For example: one could, seek information, elaborate on an idea, analysis a process, and/or provide direction to the team. All of these roles, are an important aspect of team performance. Task-facilitating roles are meant to help a team or group work more efficiently and effectively. “Without having a least one team member displaying task-facilitating behaviors, teams tend to take longer to achieve their objectives and have difficulty staying focused” (Whetten & Cameron, 2011, Pg. 514).

Relationship-building roles, on the other hand, are roles designed to build and / or enhance interpersonal relations between and among team members. Essentially, relationship-building roles are meant to dissolve disagreement, reduce tension and assist in the development of interpersonal relationships. For example: one could, be supportive, create harmony, be energizing, relieve tension, build consensus, and/or empathize with the team. Each of these roles are meant to help team members feel good about one another. When members of a team actively engage with one another, the chemistry of the team improves and so does the team’s performance.

In a team, I believe that is it important to establish and maintain a balance between both task-facilitating and relationship-building roles; for without balance, teams cannot perform efficiently or effectively.  Certain team members (leaders) must ensure that roles are assigned and performed appropriately, while other team members ensure that the team is bonding together interpersonally.

As a member of the financial aid team, I strive to ensure collaboration and cohesion between and among team members. One of my goals is to dissolve inner office conflicts and encourage team participation. I pride myself on making each member of the financial aid team feel important. I want each of them to know that they are valued and that I am here for them if they ever need anything. 

A520.4.3.RB - Shuck, Allison

Although money is one way to motivate people to work, it is not the main source of motivation.  According to Andy Mulholland people are motivated by the following three things:

• Work Interest – A leader, must maintain employee motivation through work interest. If an employee doesn't find interesting in his or her work he or she will be unmotivated and as a result, be unproductive.
• Knowledge and skill set expansion - Most employees seek to obtain a job where he or she can expand his or her knowledge or skills; therefore, a leader must be ensure to incorporate knowledge and skill set expansion in order to meet that need. 
• Recognition – “Value me for what I can do, and how I can work” (Andy Mulholland) 

In order to maintain a balance between and among each of the above listed sources of motivation, a leader must try to meet the needs of the employee. By expanding an employee’s knowledge and skills, he/she will feel challenged and a as result become more interested in his or her work. Which in turn will create work interest. Once interest is obtained, then, all the leader will need to do is show the employee recognition for his or her efforts.

Essentially, by satisfying the employee’s need for increased knowledge and skills, the leader creates work interesting; which in turn satisfies the need for recognition, because the leader will have the opportunity to recognize the employee for his/her efforts. Theoretically the employee motivation is in the hands of the leaders; and, if the leader succeeds, the process should come naturally.  

Money aside, the three things that motivate me are:

• Recognition and Praise – I truly like being recognized for a job well done.
• Growth and Development – I want to be able to increase me knowledge and skills and as a result be challenged. My hope is to learn all that I can and climb the latter.
• Healthy Work Environment – I want to be surrounded by people who are happy and motivated; those who find their job enjoyable. 

A520.3.5.RB - Shuck, Allison

Guidelines for Supportive Communication     

Coaching vs. Counseling

As a financial aid counselor, I believe that it is important to differentiate between coaching and counseling a student. Why, because every student is different and his/her needs are different; some students prefer coaching while others prefer counseling. Although, both communication styles have proven to be effective, I believe that coaching a student is more effective than counseling a student. Why, because most of the student who contact the financial aid office to obtain more information do not understand the financial aid process. By coaching a student, I can provide him or her with the information necessary to make responsible financial decisions.

Authentic Communication

For the most part, organizations do not welcome authentic communication. Why, because authentic communication goes beyond ethical communication in that the person tells his or her true feeling without fist evaluating the situation. However, I believe that in order to be an effective communicator one must be true to his or her thoughts and feelings; I pride myself on communicating authentically.  I am the type of person who has a tendency for speaking authentically, I will tell you exactly what I think and feel; but, I do try to refrain from hurt someone else’s feelings.

Feedback

Feedback is one of the most important aspect of leadership. A leader must provide effective feedback to his or her team in order achieve success. Feedback is a necessary part of effective problem solving.  As a leader, providing feedback to my team, I would seek to understand the situation fully: I would determine what happen, find out who was affected, and suggest the possible acceptable alternatives. 

Problem –Oriented Statements vs. Person-Orientated Statements

In order to effectively communicate with someone about a problem, one must first define the problem and then find possible referent points. Meaning one should focus on behaviors or events from the past in order to reference a problem rather than personally attacking the other person’s attributes. As a leader, it is important to understand that people often do not change and that change can only be accomplished through problem-oriented statements.

Fostering two-way Communication

Fostering two-way communication is the key to maintaining successful relationships. By acknowledging the other person’s uniqueness and promoting two-way interchanges, one can identify areas of agreement and establish mutual respect.  Two-way communication is an essential part of the maintaining progress within the financial aid department. By demonstrating flexibility and humility, the financial aid department creates open lines of communication and promotes group-think.

Specific, Not Global

When attempting to correct someone’s behavior, it is important to use specific statements rather than global statements; meaning that one must focus only on those behaviors that can be changed, rather than attempting to change those behaviors that are beyond one’s control.  I believe that this guideline can be applied both personally and professionally. For example, I can use specific communication to correct the behavior of someone within my family or someone at the office. Specific communication is about understanding the types of behaviors that can be changed. 

Conjunctive, Not Disjunctive

When conversing with others, it is important to use conjunctive statements. Conjunctive statements are statements that flow smoothly and do not contain long unnecessary pauses. Conjunctive statements allow all participants to have an equal opportunity to talk. It ensures that all participants can express his or her thoughts and feelings without interruption. Conjunctive statements attempt to avoid one individual from dominating the conversation.

Own Your Statements

By using the word I, one can refrain from blaming other for his or her problems. For example, if two people are arguing and one person frequently places blame by using the word “you” he or she will receive a negative response from the listener. However, if that same person uses the word “I” instead of “you” he or she will receive a positive response from the listener. Why, because he/she owns his or her statements and is not placing blame on anyone other than him/herself.   

Demonstrate Supportive Listening

Supportive listening is one of the basic concepts of communication. In order to be a supportive listener, one must maintain eye contact, be responsive both verbally and non-verbally  and provide feedback when necessary. Supportive listening is simply being respectful to the speaker. I find that even if I have no interest in what the other person is saying, I must be supportive and provide feedback.

Implementing Supportive Communication

In order to build and maintain strong positive relationships, foster personal development, and provide supportive listening one must implement the above behavior guidelines to supportive communication. 

A520.3.1.RB - Shuck, Allison

Decision Making

1. What are a few words that describe your decision-making style?

Honest, Realistic, Respectful and Straightforward

2. What are the opposites of the words you chose?

Dishonest, Impractical, Inconsiderate, and Deceiving

3. Could you see any benefits to making decision using an approach that is based on either the opposites or somewhere in-between and what outcomes would you expect to see?

In order to make the best decision possible, one should must be honest, realistic, respectful and straightforward. Why, because any other way would simply be unethical. When tasked with making a difficult decision, I try to put myself in someone else’s shoes. It is important to be sensible and thoughtful to the feelings of others. I believe that morality is the main factor that must be considered when making a decision. One must ask him/herself is this the moral thing to do? Personally, I believe that if someone were dishonest, impractical, inconsiderate and or deceptive toward me, karma would somehow, in some way repay the favor. It always does; well at least in my experience.

For the most part, decisions at an organizational level require a lot of work; the harder the decision the more impact it will have on an organization; it can either make or break an organization.  For example, when an organization decides to switch to a new, more effective software program in order to increase its customer service; much like Embry Riddle did when switching from DataTel to Campus Solutions. The decision, although difficult to make, could have both a positive or negative long term impact on the organization; it could be either beneficial or detrimental to organizational success.

Therefore, I feel that when making faced with a difficult decision, one must be truthful, practical, considerate and straightforward. He/she must strive to eliminate negativity and increase the chances for positive long term results.