Empowerment can be built.
But it can also be destroyed.
Module 3 of the Empowerment 4.0 series addresses a critical and often uncomfortable question: What are managers doing, often unintentionally, that kills performance?
Most organizations treat performance problems as competency issues. When results fall short, the default response is training, coaching, or motivation. But many performance failures are not competency problems. They are structural problems. And structural problems cannot be coached away.
This module identifies three recurring managerial mistakes that consistently undermine empowerment and organizational performance.
The first mistake is promoting performance instead of capability. High-performing individuals are often elevated into managerial roles without assessing whether their problem-solving capability matches the complexity of the new role. As complexity increases, the capability required to perform effectively also increases. Skills and knowledge can often be trained. Application can sometimes be coached. But raw capability for a level of complexity cannot be trained. When requirements and capability are mismatched, performance declines regardless of effort.
The second mistake is delegating without cross-functional clarity. Managers frequently assign work without fully addressing the cross-functional resources required for success. Time, budget, systems support, and collaboration across departments must be explicitly discussed and aligned. Without this clarity, conflict escalates, priorities clash, and subordinates are set up to fail. Effective delegation requires understanding the Effective Point of Accountability® and ensuring resources match expectations.
The third mistake is assuming everyone is focused on value-added work. Research shows managers themselves spend only about 55 percent of their time on true value-added work. The same drift occurs within teams. There is also a critical distinction between successful managers, who often rise through networking and visibility, and effective managers, who drive real performance through communication, human resource management, and operational leadership.
This module provides a disciplined lens for diagnosing performance issues correctly and separating structural misalignment from competency gaps.
This package includes:
• A complete, fully editable PowerPoint presentation
• A structured participant handbook
• A companion video walkthrough with deeper explanation and implementation guidance
• Practical application of capability matching and complexity of work principles
• Clear frameworks for cross-functional delegation and accountability alignment
• Research insights on managerial effectiveness and performance outcomes
This material is designed for consultants, executive teams, HR leaders, and senior managers who want to address root causes of underperformance rather than symptoms.
Empowerment 4.0 – Module 3 provides a structural approach to improving managerial effectiveness, strengthening accountability, and restoring focus on the work that truly drives results.
When managers stop making these three mistakes, empowerment strengthens, engagement improves, and performance follows.
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Source: Best Practices in Leadership, Performance Management PowerPoint Slides: Empowerment 4.0 – Module 3: 3 Performance Killers PowerPoint (PPTX) Presentation Slide Deck, Dwight Mihalicz Certified Consultant
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