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By James Raymond Lucas

A learn of the character of strength in brand new "empowered" businesses. The booklet explores what's the correct stability among authority and empowerment - how a lot authority may still staff have? It introduces the techniques of "balance" and "interdependence" and the volume and caliber of energy.

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We can create an environment where people can and will, by and large, manage themselves. Self-management is the only real management. It begins with having something worth working for and being properly "matched" (that is, having the appropriate values, interests, and abilities) with what we're being asked to do. Leadership means leading people into a position to succeed as self-managers. When we try to exercise a power to manage, it too easily transforms itself into a power to obstruct, a power to irritate, a power to slow down.

We'll get 100 percent of their physical presence, 10 percent of their minds, and 0 percent of their hearts. If we share too much power or share it with the wrong peo- Page 33 ple, we'll produce independence in our followers, which cripples team performance and synergy.

Power means getting results, which are the best measurement of the degree of power involved. Nothing of valueand nothing of horrorgets done without power. Some power stems from random previous growth patterns or, probably less frequently, from intelligent organizational design (such as positions, titles, charters, mandates), while other power lies latent within the actual people, relationships, teams, and networks that make up the organization. ") We're going to look deeply into the nature of power, both as a concept and as a hands-on tool of gigantic proportions.

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