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12/2/2015

Travis Kelting

[Edition 1, Volume 1]

COMMAND POST

MOT I V AT I O N F ACT O R S T O CO NSI DE R AN D AP P LY


Delegation and Empowerment

Behavior cannot be controlled by managers of


associates. All people are different and need to be cared
for differently. Rewards and punishments work well
when the employees have emotion toward either, but if
they dont, then they become pointless and you will most
likely lose the employee due to lack of acknowledgement
of the individual. Rewards to consider other than
monetary rewards are vacations, sick days, early days off,
come into work later, better office, better chair etc. As
leaders we need to know the values, assumptions, beliefs,
and expectations of employees to really take care of their
emotional needs. Leaders must know what motivates
each employee under him or her.
It is important that rewards are bound to the
AS LEADERS WE NEED TO KNOW
THE VALUES, ASSUMPTIONS,
BELIEFS, AND EXPECTATIONS OF
EMPLOYEES TO REALLY TAKE
CARE OF THEIR EMOTIONAL
NEEDS
goals of the organization or its strategic plan because it
can take the attention of the employees away from the
business. Employees are deeply affected by perceived
fairness and justice in their reward systems. Further,
reward systems seem to be remarkably long-lived. The
more a team can build flexibility into a reward system,
allowing it to adjust rewards for changes in behavior
needed, the more likely the organization will be to direct
employee attention to the strategic challenges facing the
organization(Clawson, 2012). The purpose being it will

keep everything new and pertinent to each employee that


is on board; old and new.
These factors are important because a leader
must build trust with lower level employees. So later they
can then, delegate tasks and feel the employee will do the
right thing. Too many leaders think they can just tell
people what to do and it will get done. It is far from the
truth, instead leaders need to be a part of the team. The
leader needs to be the driver that leads the team not just
the one that directs them. Delegating frees the leader up
to tackle the truly important aspects of your
mission/business/project (McKay & McKay, 2010).
Delegation takes explaining whatever it is the individual
needs to do in a very detailed manner to avoid confusion
and enhance understanding.
When delegating is done effectively it allows the
employee to feel empowered in turn creating initiatives
for the future. When you show an employee you trust
them, and give them timely information and the authority
to find solutions, they will be able to solve problems and
provide solutions more rapidly than someone without
that empowerment (McMahon, 2013). Empowering
employees not only helps you by relinquishing control
but also aids in training the employee for higher positions
in the company for later promotions. It is important as
leaders that we allow other brains in on things to bring
different and sometimes better perspectives to benefit the
entire organization. I see it only as a positive because
long-term it is a very sustainable practice to ensure
consistency throughout the organization.

REFERENCES
Clawson, J. (2012). Level three leadership: Getting below the surface (Fifth ed.). Upper Saddle River, New
Jersey: Prentice Hall.
McKay, B., & McKay, K. (2010, February 23). How to Delegate Effectively | The Art of Manliness.
Retrieved December 3, 2015
McMahon, T. (2013, November 13). A Lean Journey: The Importance of Empowering Employees For
Improvement.Retrieved December 3, 2015

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