Summary of Empowerment Takes More than a Minute

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Empowerment Takes More than a Minute book summary
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Rating

8 Overall

9 Applicability

7 Innovation

8 Style

Recommendation

The author of The One Minute Manager switches gears and tells you not to manage your employees minute-by-minute. Instead, Ken Blanchard, along with John P. Carlos, and Alan Randolph, advocates and explains the notion of empowerment - giving your employees the information and authority to act and make decisions on their own, within a structured set of organizational goals and values. Presented as the story of a turnaround manager getting tutored by an empowerment mentor, the book establishes the fundamentals of the (now ubiquitous) theory of empowerment in a conversational and enjoyable style. getabstract recommends this quick, informative read, which will expand your management horizons in only a few short minutes.

In this summary, you will learn

  • How to create empowered and motivated employees;
  • Why sharing sensitive information instills trust in your employees; and
  • Why empowered workers serve customers better.
 

About the Authors

Ken Blanchard’s One Minute Manager Library series has sold more than seven million copies. These books include The One Minute Manager, Putting the One Minute Manager to Work, and The One Minute Manager Builds High Performing Teams. He co-authored Raving Fans: A Revolutionary Approach to Customer Services. He chairs Blanchard Training and Development, a consulting and training company. John P. Carlos is a management consultant, trainer, and motivational speaker. Alan Randolph , a management educator and consultant, is a professor of management at the University of Baltimore’s Merrick School of Business.

 

Summary

Introducing Empowerment
A year ago, manager Marvin Potts, known as a turnaround manager, took over a new company. His strategy of centralizing all decision making wasn’t working. He realized that management thinking had to change. He saw that his company needed to be customer-driven, cost...

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