EPILOGUE

ABOUT A YEAR later, Michael ran into Sandy at a business conference and began to tell her more about his experiences with creating a culture of empowerment and helping others do the same. They wound up talking for quite awhile, as Michael shared what he had learned about the process of moving to the Land of Empowerment.

Michael said, “You know, Sandy, you told me how challenging the journey would be and it certainly was, but I now know a way to help others better appreciate what happens.”

“Oh, tell me about it,” replied Sandy.

“Well, it really comes from what you told me about the stages of team development. You told me that teams go through three stages before they reach the production stage of being high performing, empowered teams: orientation, dissatisfaction, and resolution. I think it helps to think of the change to empowerment as occurring in three rather similar stages. First is Starting and Orienting the Journey. As you use the first key to empowerment—Share Accurate Information—people tend to get excited about the possibilities. They want to know more and more about the need for the change to empowerment. And the more information you share, the more they get excited and the more they want to take responsibility for impacting results.”

Sandy interrupted, “I know what you mean. It’s amazing to watch the energy grow in people just from sharing accurate and timely information they have not seen and used before.”

“Absolutely,” said Michael.

“But, Michael, what always disappoints me is how this energy is so hard to keep going. My experience has always been that as people learn more through information sharing, their fears also rise. They get concerned about how the change to empowerment will affect them personally. They wonder if they will be able to handle the increased responsibility that goes with empowerment.”

“Exactly,” replied Michael. “And that leads directly to the second and most difficult stage in the process, the stage where so many people want to give up and where some do give up. I call it the stage of Change and Discouragement. It’s a lot like the team stage of dissatisfaction, just more broad-based.”

“I know exactly what you mean, Michael, but tell me more of your thinking. Let’s compare experiences.”

“During this stage people often are trying to change but they get discouraged. Their personal concerns become stronger, and they ask for more specifics about how to implement the change in culture. They want the security of specific steps to take to be successful in the change and to not get hurt in the process. The fear of failure and the associated consequences in the old hierarchical culture are very real for people, and this fear inhibits their taking empowered action.”

“Michael, that’s a brilliant way to put it, but you know what? My experience tells me it is very hard to spell out specific steps in the change process. Every situation is different.”

“Right, Sandy, but just by acknowledging the discouragement and deciding on little steps of progress, while sharing more information and getting the teams more involved, people are able to move through this valley of doubt—as an informed team. Remember how you told me about the leadership vacuum that occurs during the journey?”

“Of course,” said Sandy.

“Well, I have learned that’s what this stage is all about. It is incredibly uncomfortable for everyone, especially the people on the frontline who are afraid of what will happen if they fail. In fact that is why it is critical in this stage to begin using information sharing in reverse. Managers need to focus much more on listening as information flows from employees toward the managers—employees tell us what their concerns are if we will just listen.”

“Good point, Michael. I think this second stage of the change is full of strange paradoxes that only make sense in hindsight.”

“Yeah, yeah, Sandy. I think it’s the most amazing paradox that happens when you deal effectively with the issues in this stage. I mean, it’s just amazing. To deal with this fear people have during Change and Discouragement, managers must widen the boundaries to create more autonomy and responsibility. People at this stage have more ability than they realize, and they can only come to appreciate their ability if you give them a chance to use more of it by widening the boundaries.”

“Michael, you are so right! You are so right. It definitely makes it easier for people to change if they understand that the journey involves these stages and if they know how to use the three keys to empowerment differently in each stage to address the unique issues that arise. But tell me more about what you have learned about the third stage of change.”

“Right! The third stage is like the light at the end of the tunnel. I call it Adopting and Refining Empowerment. People can now see the value of empowerment, at least some can see it. And those who do want to use their knowledge and experience to make it better. They want everyone to get on board because they have gained a sense of how rewarding it is to be empowered.”

Sandy interrupted, “Sort of makes empowerment personal, doesn’t it? Empowerment is not just for the company; it’s a way for each person in the organization to feel engaged and magnificent.”

“Couldn’t agree with you more, Sandy. But I think the challenge at this point in the process is to keep it going just a little longer. The third stage is not the destination yet, though it is getting really close.”

“Now I could not agree with you more. I have seen some companies drop the ball by not keeping the pressure on all the way to the finish line. I think that at this third stage the three keys to empowerment take on new meaning and application. Information sharing really comes from all directions—from everyone to everyone. The boundaries for autonomy are quite wide and are driven by people throughout the organization. And the teams really start to run the show.”

Michael added, “You better believe it. The three keys are really working in synergy to keep the empowerment process going and going and going!”

“And as I just said, people are feeling the sense of engagement that only comes from being empowered.

Sandy and Michael continued to talk and agreed to try to write down their ideas for others to read and use. They wanted to generate excitement and knowledge in as many people as possible about this thing called empowerment. They wanted everyone to know that

The Process of Changing to Empowerment Is Not Impossible! But it helps to know how to use The three keys to empowerment differently In each of the three stages in the journey.

For more detailed information about using the three keys to empowerment to address the issues in each of the three stages in the change to empowerment, see the book The Three Keys to Empowerment: Release the Power in People for Astonishing Results by Ken Blanchard, John P. Carlos, and Alan Randolph (Berrett-Koehler Publishers, 1999).

In addition, see the discussion series for teams to guide themselves on their own journey to empowerment, titled Power Up for Team Results, also by Ken Blanchard, John P. Carlos, and Alan Randolph with Peter B. Grazier (Berrett-Koehler Publishers, 2000).