In today’s organizational setting, managing people is no longer a difficult goal to achieve or a stressful task to perform. This is because there are now many means to handle the work force of a company effectively. Such feat is attributed to contemporary undertakings which are aimed both at working to the advantage of the management and the personnel. These management efforts include empowering people by providing them and the organization in general with concrete ways on how to efficiently authorize and charge up employees’ attributes such as performance, ability, conduct, and overall personality. Doing such leads the organizational environment to the premise that the principle and practices of people empowerment are valuable tools in order to manage people successfully.
The said endeavor is what is effectively imparted in Diane Tracy’s book entitled “10 Steps to Empowerment: A Common-Sense Guide to Managing People.” The material highlights the underlying principles and practices of managing the personnel structure of an organization through people empowerment, summed up in 10 practical ways which are beneficial both for the management and employees. Hence, the “common-sense” guideline concerning people management is emphasized by the author as very valuable steps or hints that are essential for the workplace (Tracy, 1990).
In particular, the book stresses that for management to exude power, such power or authority must be offered or provided to the people themselves. Tracy emphasizes that such contradiction, although considered as a remarkable but rarely realized organizational situation, is definitely essential in the business world. For an authority like Tracy, it is logical to adhere to and support such kind of sometimes cruel daily workplace occurrences in order to achieve an effective people management (Tracy, 1990).
Based on the identified 10 principles of people empowerment, the author presents the reason why the well-defined meaning of responsibility proved to be the basis of power. The book also shows the significance and worth of knowledge and information to an employee’s power. The author likewise explores how the personnel are empowered by regular and sincere feedback and appreciation of their works. It is also notable that the book stresses the need to allow people to fail. This is because the opposing implication of such practice allows employees to commit mistakes, thus giving them enough elbow room or opportunity to determine their respective failures and successes. Most importantly, the Empowerment guide serves as a useful tool for people to recognize that respect towards others is vital to let go the power of each person (Tracy, 1990).
The book successfully removed the mystery out of the principle and practice of people empowerment by providing an explanation why many organizations fail to form a real empowered work setting. In simple terms, Tracy provided the readers with effective means of creating a lasting power, first for the management and eventually by sharing such authority to the people. In doing so, people would be freed from their liabilities and would be allowed to reach their full potentials. The “how-to” and practical material would make the management realize how to attain vital work requirements in order for the people to meet the necessities and demands of the public as well.
In troubled and challenging workplaces, Tracy’s Empowerment guide, with all its useful information and checklists, could definitely serve its very purpose and essence. This is because the proven principle and practices of empowerment, which are the key to effective people management, were featured in the book. Moreover, the book highlights the ways on how to maximize people productivity and ensure their morale to create a win-win scenario that works to the benefit of the organization, its people, and the public.
Tracy, D. (1990). 10 Steps to Empowerment: A Common-Sense Guide to Managing People. New York: Harper Paperbacks.