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Over the last few month I have been trying to encourage my staff to take on more responsibility, and to become more involved in branch decision-making. I have indicated at staff meetings that I wish to empower staff, and that I have an open door policy. So far nothing much has come of it. Staff seem hesitant to voice their opinions at staff meetings, and it almost seems that they don't want more involvement. I'm firmly convinced that our branch needs input from everyone, so I'm getting very frustrated and angry.
Response:
One common error that managers make in this area is to assume that all that it will take to empower staff is to invite them in, much like one would invite a houseguest into the house. It's a lot more complicated then that. Keep in mind that staff who have worked in a more traditional hierarchical structure have developed some level of comfort with the status quo. We all get used to our work environments, and tend to resist change. It is even possible that some staff will not want more responsibility--they prefer the more predictable arrangement where the boss makes most major decisions, and tells them what to do. It may not be realistic to expect all staff will be eager to see themselves empowered.
Perhaps what is more important to recognize is that staff need much more than an invitation to participate. In order for people to fully participate in decision-making they need:
1. Clear understanding of what YOU mean by empowerment, and the responsibilities, limits and expectations you have regarding participation.
2. Clear understanding of your branch's goals, values and priorities. Decision-making cannot occur in a vacuum. When staff are not clear about goals, values and priorities, they, rightfully become hesitant to jump in, for fear of looking foolish.
3. A well thought out and effective way of moving information around the organization. As with goals, values, and priorities, staff must have all of the relevant information needed to make informed in-context decisions, or even suggestions.
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