Judith M. Bardwick, PhD. latest speaking engagement was for the American Society for Dermatologic Surgery Industry Advisory Council May 17, 2014 in San Diego, California. Below is the link to her speech.
Dermatology Talk; 20140520a
Recently Judy was listed for her expertise as a leading consultant for The Mentor’s Guild. Here is the link to her page on their site. http://www.linkedin.com/in/drjudithbardwick
Empowerment Sculpture (Photo credit: yohanlincoln)
Empowerment means sharing power, increasing autonomy, throughout the organization. It means giving everyone – instead of just people with certain positions or certain job titles – the legitimate right to make judgments, form conclusions, reach decisions, and then act.
The process of empowerment is based on the recognitions that good ideas can come from anywhere, that achievement takes many forms and all of them deserve respect. Coping with change is the major impetus for listening to anyone, at any grade, who has something to offer.
In an empowerment organization, there’s a generalized assumption that everybody is competent, if not yet, then after they’ve had a chance to learn. People in these organizations have developed the belief that what they will accomplish is at least as important as their formal status or rank in the hierarchy in the organization. Empowering organizations always give different kinds of people opportunities to lead.
What have you done in your organization to seed empowerment?
Last week I had the great pleasure of being featured on BlogTalkRadio’s “HOPE42Day” program with host Lynn Kindler.
I hope you’ll tune in and listen to the interview.
Psychological problems are never solved through evasion. The anxiety of uncertainty is much worse than the disappointment of frustrated ambition. Reducing uncertainty by having the facts and perceiving reality is critical to people’s gaining a sense of control over their lives. When they see what is real, they can take steps to do something; as long as they refuse to “see,” they wait and hope that someone or fate or luck will be kind. That creates a greater sense of powerlessness.
Until people who are in despair achieve insight about the present, they create their own continuing pain because they cannot construct a future. They can’t move forward in their life because they cannot let go of the triumphs of the past. They don’t know where to go or what to do.
People who feel very bad because they are plateaued need to redefine their ambition. In practical terms, people experience a great relief when they give up the goals and illusions about themselves that structural plateauing makes unachievable. When they stop chasing what they can never catch, they are relieved of a large measure of their frustration and sense of futility and powerlessness. Then, they can stop feeling the emotions that depleted them and left them with too little energy. whey they give up the old because it no longer serves them well, they are in a much better position to imagine new objectives that are attainable.
What can you give up today that will serve your future purpose?
The basis for having fun at work is trust and having a sense of membership. In addition, to “I, me, mine,” “us” has to be a vital part of the enterprise. People need to feel they’re part of a community and within the community, that they’re accepted and connected.
By encouraging this level of trust, managers are better leaders and their employees feel a greater sense of value and participation in the whole vision of the company.
In the face of high anxiety, people need a sense that the organization is successfully coping with something before they can tackle larger problems. Therefore any increments of problem solving must be publicized and the people who accomplished goals must be heralded. Reward contributions visibly and significantly. Publicize progress and breakthroughs frequently and enthusiastically, including rewarding risk-taking attempts that have not yet shown success. Visibly praise the kinds of behavior or achievements that are desired such as making decisions, initiating changes and thinking big.
Reinforce the message “You’re such a select and outstanding group (or individual) that we expect you to succeed.” Teach managers that employees typically perform at the levels expected of them.
It’s much easier to achieve and gain confidence when the focus of efforts is external. Therefore, make efforts to focus energy on beating the competition; as much as possible, make it a game.
The logo of the political website OpedNews (Photo credit: Wikipedia)
My latest article on Opednews.com titled “Agility and Career Power in Recessionary Times.”
I’ve included an excerpt below:
“Managers are harried, overworked and in many cases if they are higher up in the organization they are just as fearful about losing their jobs as their employee counterparts. To manage company shareholder expectations organizations over the last decade have consistently reduced the top level managers as a way of reducing costs associated with employee salaries.
So whether you’re a top level manager or an employee on the front line, the key to stay employed in this market is to make sure you focus your efforts on agility and sustainability.”