Feeling powerful expands possibility, elevates engagement, and enables initiative. Feeling powerless creates weakness, dependence, and fear.
People who feel powerful see opportunity.
People who feel powerless feel threat.
Control freaks make others feel powerless.
The smile of a control freak is arrogant sympathy in disguise. They feel sorry for all the lesser people.
#1. Prepare people to feel powerful.
#2. Describe the playing field.
#3. Honor expressions of power.
#1. Generate options. The more options you have the safer the path forward seems.
#2. Give choice. After generating options, ask others to make choices.
Choice is an expression of power.
#3. Practice attunement.
Courageous leaders give power to others. Fearful leaders hoard control.
How might leaders make others feel powerful?
What does your organization value?
I’m not asking what your strategic plan lists as your top goals. I’m also not referring to what senior leaders say are important initiatives. True, these may all be the same things; however, there is often a gap (sometimes a big one) between what the organization ‘says’ it truly values and what the organization ‘truly’ values.
Let me share a couple of examples…
Imagine that it is 1998 and you are sitting in a conference room holding a meeting with your colleagues. The session has been in full swing for two solid hours and everyone is in need of a much-deserved break. A suggestion is made to adjourn for 15 minutes and all eagerly agree. Some scurry to the restroom and others opt to run back to their workspace to check email.
Why did they go back to their workspace?
Consider your organization:
Explain this story to a few people in your workplace and ask them to tell you what the current organizational currency is in your organization. You might be surprised!
During each interview we have had the pleasure of conducting and featuring on AHL, the topic of company values comes up a lot—especially in terms of the impact they have on hiring. When the values are inconsistent between the company and the employee other issues arise, and both the company and the employee suffer.
The segments featured today are from three separate organizations, but each leader discusses the critical need for prospective employees to share the values of the company.
In the first segment, Chris Van Gorder, president & CEO of Scripps Health, discusses his search for a new CFO after taking the position at Scripps. As he interviewed individuals who were qualified for the position, he stated, “I was waiting for them to start talking about patients but it never happened.” Van Gorder kept up the search for a new CFO until he found someone who openly expressed his passion for people and the patients the hospital would be serving.
In the second segment, Traci Bernard, president of Texas Health Harris Methodist Hospital Southlake, discusses a similar approach to hiring.
“I’ve said it before, skill can be taught. So I’m interested in passion, I’m interested in an understanding of who we are… and somebody who’s very compassionate and caring and puts the team first.”
In the final segment, Mike Williams, president & CEO of Community Hospital Corporation, discusses the rigorous interview process for CHC and the defining role company values play in the hiring decisions.