Chapter 9
Empowering People
While the previous chapter focused on the importance of developing people, this chapter focuses on the need to empower people after they are ready to assume responsibility. Today's workers want influence on decisions that affect the way their expertise is used. They want to be treated as "partners" rather than as employees, with information and opinion flowing up as well as down. In addition, leadership expectations for employees have increased significantly. At a minimum, every person is expected to lead herself or himself; most employees at some point are also expected to lead formal and informal teams and organization units.
Because we are working in a business environment with less and less hierarchy, leaders are "thought" leaders who must use knowledge to lead their teams. Global leaders must be willing to give leadership to the person with the most knowledge about the particular challenge or issue at hand. There must be an open environment to communicate and share information, which will stimulate creativity, increase knowledge, and create a team environment. Global leaders of the future must let go of control that is not necessary. The CEO of one of the world's largest global companies received feedback that he was too stubborn and opinionated. He learned that he needed to do a better job of empowering others to make decisions and to focus less on "being right" himself. For one year, he practiced a simple technique. He would take a breath before speaking and ask himself a question: "Is it worth it?" He learned that 50 percent of the time, his comments may have been correct, but they weren't worth it. He began to focus more on empowering others and letting them take ownership and commitment for decisions, and less upon his own need to add value.
Builds People's Confidence
After training employees to understand their tasks, roles, and functions within the company, empowering these individuals requires the leader to first give people opportunities and then let go of the process in which the job gets done.
Give people the space and opportunity to grow.... Trust your people and give them opportunities.[1]
However, a crucial point may be missed if the following concept is not grasped: It is not possible for a leader to "empower" someone to be accountable and make good decisions. People must empower themselves. The effective global leader can facilitate empowerment only by encouraging and supporting a decision-making environment in which people feel comfortable making decisions and by giving people the tools and knowledge they need to take action upon those decisions. In our work in executive coaching, we have done extensive "before and after" studies on the impact of coaching on the long-term behavioral change of the person being coached. The key variable in increased leadership effectiveness is the leader, not the coach. In the same way, managers must ensure that their teams are composed of individuals who are willing to take personal responsibility for the organization's success, and they must provide a favorable environment in which people are encouraged to grow.[2]
In other words, the leader must build confidence within the organization. By creating an environment within which employees feel they can make decisions and act upon their own initiative, the leader has helped them reach an empowered state. However, the leader didn't empower the person; he or she created an environment in which the employee feels strong enough to adopt the behavior of an empowered employee.
Create an environment where they get the chance to surprise themselves.[3]
Going about the process of empowering by building confidence in the organization takes longer, but it is effective. For instance, if a company has a history of shutting down or letting go of initiators, a leader can't just tell employees that they are empowered to make decisions. The global leader must first create a safe environment by encouraging constructive dialogue, asking for input, and sharing knowledge. However, it is counterproductive for executives to "announce" that employees are empowered. Employees will only believe they are empowered when they are left alone to accomplish results over a period of time.
Sometimes, leaders may need to restore confidence, and leaders should always maintain the positive and cut down on the negative.[4]
Part of this concept of building an empowering environment is highly dependent on the leader's ability to run interference on behalf of his or her team. They will need to let people know that they are safe at their job.[5] An ongoing discussion of needs, opportunities, tasks, obstacles, projects, what's working, and what's not working is crucial to the development and maintenance of a safe working environment. Therefore, the empowering global leader is likely to spend much of his or her time in dialogue with other leaders, employees, team members, and peers.
Encourage people to have their own dream, to think big—and support them.[6]
Taking Risks; Giving Freedom
As the role of the global leader evolves into a new form in which the central task is developing other leaders committed to the company vision and actively helping followers reach their own potential, leaders must lose the mindset that they have the monopoly on good ideas within the organization.
Today there is too much hierarchy. We must work with the people and use their talents and potential.[7]
The fact is that in most cases the global leader of the future won't know enough to tell people what to do, and the leader who tries to know it all and to tell everyone what to do is doomed to failure. An example is the old AT&T system, where one executive joked, "We have procedures on how to do everything but go to the bathroom, and we have a taskforce assigned to study that." In today's new world of telecommunications, change occurs far too rapidly for leaders to depend upon top-down structure and direction. However, the leader who lets the staff have more chances to make decisions[8] strengthens the organization by (1) developing each individual's decision-making capabilities; (2) energizing people with responsibility and accountability; and (3) creating a team of competent individuals who can handle company and industry challenges more quickly and with greater success.
Leaders must be good at managing teams. They must foster learning; increase their knowledge base; be flexible and help the group to be flexible; empower people to make decisions; and give their workers information to make good decisions.[9]
Developing Each Individual's Decision-Making Capabilities
As the need for creative and innovative experts—knowledge workers—increases in the organization, so does the need to allow each of these valuable individuals to lead when a challenge in his or her field of expertise is at hand. In order to do so, the traditional decision-making process that entails many layers of hierarchy must be devolved. Gifford Pinchot, co-author of Intrapreneuring in Action: A Handbook for Business Innovation, has helped many organizations move from a hierarchical model toward an intrapreneurial model to help them achieve new levels of innovations.
Our company is a highly decentralized model. But, it pays to have some sort of semblance of a centralized structure. This lends itself to the leveraging our strengths, ideas, information, etc. We will maintain high decentralization, especially in terms of local decision-making.[10]
The effective global leader will replace traditional hierarchical leadership with more subtle methods of leadership, including dialogue, influence, accountability, and responsibility, to create a team of people who work for the common good of the organization.
Leaders can be successful when they give power and credibility to those working under them. It is important for leaders to empower their employees and build expertise and trust in them. This way, there is not such a hierarchy. For example, at my company, we have a team of six groups who are currently working on a class-action lawsuit. I trust the leaders of these groups to work on their own without my constant supervision. I can coordinate activities between the groups and oversee the entire process without having to be involved in each group's actions every day. There is clear communication and reciprocal trust so that the goals are met.[11]
Energizing People with Opportunity, Responsibility, and Accountability
Knowledge workers have enormous (often untapped) ingenuity, intelligence, and talent that lays dormant if they do not also have a challenge, responsibility, and accountability.
Leaders must be able to disseminate information so that they can trust their subordinates to be more responsible and accountable. They must instill the corporate vision and execution approach in their employees. Communication is a big factor. We must send a clear message. They must be able to trust and empower their frontline people and hold them accountable.[12]
The effective global leader of the future will hire talented employees, teach them the core values and mission of the company, clearly identify goals and priorities, impart responsibilities and accountability, and then let go.
Effective executives are open to different ideas and don't manage how the job is done, which is style. Leaders should allow freedom for people to get the job done, as long as there isn't a negative effect on the company; results will be reached with people expressing their own style.[13]
Knowledge workers should have responsibility for their own contribution. Individuals should help decide accountability in terms of quality and quantity in respect to time and in respect to cost.
I want more freedom to do my thing. I have my way of achieving the goal, so don't tell me how to do it. I want to be involved in the decision-making process. I want leaders to take my input. I want to make my voice heard and be a more empowered part of the organization.[14]
Lastly, if people see opportunities for ownership and personal development, they are much more likely to stay with the organization. For example, companies can provide intrapreneurial opportunities. Gifford Pinchot (who coined the term intrapreneur) has shown how major corporations can provide opportunities for semiautonomous enterprises to operate within the larger corporate structure. By allowing high-potential leaders to "run a business" inside a larger business, corporations can gain commitment while simultaneously developing people.
Creating a Team of Competent Individuals Who Can Handle Company and Industry Challenges More Quickly and with Greater Success
Competency comes with experience. Leaders develop the capabilities of their people by pushing decision-making down to those who are closest to the customer or activity. In doing so, it's important to allow people to make mistakes and then to help them recover quickly.
Companies are going to be flatter. They will be getting decisions made at the lowest possible level in the organization. The less interference you have, the better.[15]
Because quick, informed decision making is imperative if a company is to compete in today's global and fast-paced marketplace, it is well worth risking a blunder or two. The effective global leader will put safety checks in place to guard from certain disasters and will maintain an open-door policy with employees to discuss current projects and challenges. McKinsey and Company is a benchmark organization for encouraging challenge inside the work team and simultaneously building support for the final team decision.
I think organizations will move to flatter structures which empower employees to make decisions as long as there are certain checkpoints. You have to limit risk to a certain degree.[16]
Hoarding Power Versus Encouraging Achievement
The foundation of empowering relationships between global leaders and their employees is trust.
They [global leaders] must have the "trust factor." We must trust that people are doing their jobs.[17]
Leaders who do not trust will micromanage the process in which people do their work, and they will probably keep many projects for themselves because they don't trust anyone else to do them right.
They must let go of details, but they still need to make sure that the organization is going in the right direction. Instead of the leaders giving out orders of how things should be done, they must now serve the organization under them.[18]
This not only stifles creative thinking, but it undermines workers' confidence. Any sense of autonomy is destroyed, and the leader is left with the bulk of the burden because employees will only do what they are told; they will not strive to improve. Frances Hesselbein, former CEO of the Girl Scouts of the United States, was a role model for encouraging achievement and not hoarding power. She created an environment in which the person in the mailroom defined himself as the heart of the organization who was responsible for communications in and out as opposed to defining himself as a person who took orders and did mundane work.
What Drives You?
Effective global leaders should be able to paint a picture of where the company is headed, what roles people will play, and what goals must be accomplished, and also able to inspire and motivate others to work toward that point in a way that embodies excellence. In a rapidly changing future, executives will need to learn not only to let go but they will need to learn to let go quickly. One executive who was listed as an excellent future leader consistently told his people, "Get back to me when you need or want help; otherwise, I'm going to assume that you are getting the job done."
By looking closely at personalities and experiences, one can evaluate how a given individual can lead best and in what context that leadership will likely be successful. A crucial factor in such an evaluation is the individual's motivation: As an example, an interesting comparison is between personalities who are more achievement-motivated and those who are more power-motivated.
These executives are able to identify who the leaders are. Then they can empower those leaders. They find "the best to help the rest." They understand different styles and know when to accept the difference. These leaders can identify someone's strengths and weaknesses and find workers who complement each other.[19]
Achievement-motivated people are logical and organized; they complete assigned tasks well; they raise standards. High achievers want predictability, order, improvement, and they are diligent about technique and process. They are skilled at showing others what needs to be done and how it should be done to meet different goals successfully. However, they are uncomfortable with the lack of control they feel when they hand projects off; therefore, they are not as likely to be successful high-level leaders.
The concept of power often gets a bad reputation, but it is actually the process of influencing and having impact on whole constituencies of people. Power-motivated people inspire others to do tasks well; they create coalitions for change; they have the capacity to see the big picture and link individuals and constituencies with it. However, in many cases their capacity to carry out detailed work themselves may be limited; they prefer instead to influence others to carry out these detailed tasks, but now with more confidence that they will be in service of the "greater good" rather than of a largely individual agenda.
Every individual has a different mixture of achievement, affiliation, power, and autonomy drivers. Successful leaders recognize how these particular drivers can be deployed for best effect; they also recognize the accompanying limitations of the motivational "jigsaw" and accordingly plan for the partnering of executives with complementary strengths. Gaining insight into these motivators can be an extremely useful tool in determining what style of leadership a person will have and if he or she will be an effective leader within a specific business context.
Conclusion
Trusted, responsible, knowledgeable—empowered—workers are the foundation upon which successful companies are based. However, only if employees feel that their abilities and contributions are fully valued will they share their ideas and expertise. Company bureaucracy, excessive meetings, and micromanaging leaders undermine workers' sense of autonomy and professionalism. A more effective leader will define roles, goals, schedules, and requirements, and then delegate specific projects to teams of individuals.
The role of the global leader is to create an environment within which people feel confident making decisions, taking responsibility, and sharing ideas and knowledge, and then give them the space and freedom they need to do their jobs well. This is especially important in today's environment, in which the workforce is often so physically scattered that leaders can't be operationally involved in each task. As such, they must let go of the details and put their efforts into guiding the course of the organization.
Resource Section: Empowering People
ITEM 35: Builds People's Confidence
WHAT TO DO
- Recognize small improvements in performance.
- Recognize desired behavior that leads to expected performance.
- Criticize constructively and in private. Let people know you have confidence that they can make the needed changes in their performance.
- Delegate assignments and let go! Empower people to pursue the assignment their way, within set parameters and deadlines.
- Cultivate a work climate that allows people to learn from their mistakes.
HOW TO DO IT
- Praise when it is justified, and be specific about what you are praising.
- Have people represent you at meetings or prepare documents for your signature.
- Understand the current performance levels of your employees, and recognize what is beyond that level. Coach your employees to maximize their potential.
- Tell people what they did right, and then illustrate how they can use that experience to build on improving in the area they did not do well.
- Explain to people that you intend to "let go" and allow them to complete assignments on their own. Let them know it is okay to ask for assistance when they need it.
- Encourage people to ask you open-ended questions about what they should do or say on your behalf in meetings or in documents for your signature.
- Demonstrate that it is okay to make mistakes by not punishing people.
- Reward high performers with more responsibilities and promotional opportunity.
MORE HOW TOs
- Discuss techniques with managers who excel at building people's confidence.
- Encourage people to come up with different ideas and perspectives to solve problems and spot opportunities.
- Create a favorable environment in which people are encouraged to grow their skills.
HOW TO USE THIS SKILL FURTHER
- Help yourself focus by asking, "What was done for me to make me feel like a winner?"
- Practice this skill with your spouse, significant other, and your children.
RESULTS YOU CAN EXPECT
- Employees may say they enjoy working for you.
- Employees' performance may improve because they have greater self-confidence.
READINGS
- 21 Irrefutable Laws Of Leadership. John C. Maxwell. 1998. Thomas Nelson: Nashville, TN, ISBN 785274316.
- Encouraging the Heart: A Leader's Guide to Rewarding and Recognizing Others. James M. Kouzes & Barry Z. Posner. 1999. Jossey-Bass: San Francisco, ISBN 787941840.
- Learning Journeys: Top Management Experts Share Hard-Earned Lessons on Becoming Great Mentors and Leaders. Marshall Goldsmith, Beverly L. Kaye, & Ken Shelton. 2000. Davies-Black Publishing: Palo Alto, CA, ISBN 891061479.
- Management 21C: Someday We'll All Manage This Way. Subir Chowdhury. 1999. Financial Times-Prentice Hall: Upper Saddle River, NJ, ISBN 273639633.
- Managers As Mentors: Building Partnerships for Learning. Chip R. Bell. 1998. Berrett-Koehler: San Francisco, ISBN 1576750345.
- Personal Coaching for Results: How to Mentor and Inspire Others to Amazing Growth. Louis E. Tice & Joyce Quick. 1997. Thomas Nelson: Nashville, TN, ISBN 785273557.
- Self Esteem at Work. Nathaniel Branden & Warren G. Bennis. 1998. Jossey-Bass: San Francisco, ISBN 787940011.
- Work and Motivation. Victor H. Vroom. 1995. Jossey-Bass: San Francisco, ISBN 0787900303.
ITEM 36: Takes Risks in Letting Others Make Decisions
WHAT TO DO
- Risk taking plays a part in nearly every decision. Understanding the risks and the potential benefits of each decision is essential to the success of all managers.
- Involve people in more problem solving and decision making.
- Encourage associates to solve their own problems rather than coming to you.
- Provide others with sufficient information and support to empower them to make informed decisions.
- Don't take unnecessary risks. Try to eliminate those risks that are in your power.
- Give assignments describing the outcome desired (clear performance goals), but let the employee use the means he or she thinks best.
- Encourage and reward problem solvers and decision makers.
- Don't second guess others' decisions.
- Review and discuss all risks (the probability of failure and its consequences) before agreeing on a decision or trying out a new idea.
- Be clear about boundaries. Let people know what is and what is not open for negotiation.
- Make sure the impact of the decision on other operations and other work units is fully explored and resolved before a decision is finalized.
- Give people room for some errors.
- Promote a feeling of employee ownership with their projects.
- Make people aware that they are accountable for their decisions.
HOW TO DO IT
- Ask employees which projects or duties they would like full responsibility for.
- Help someone else assess the risks and benefits of a decision or approach they want to try out. Determine the consequences of failure and the benefits of success.
- Hold regular meetings with others (managers, peers, workers) to share information and data, and identify possible pitfalls for their decisions.
- Give people discretion and autonomy over their tasks and resources.
- Respect the talents of the team or person. Let them design a plan of action in the way they know how.
- Maintain objectivity when reviewing others' decisions.
- Set appropriate follow-up meetings to review progress and take corrective action if necessary.
- Supply the resources and information others need to make decisions.
- Determine the "area of freedom" for new ideas, where ideas can be tried out without violating any contractual, safety, or other nonnegotiable requirements.
- Model the behavior of making sound decisions and taking appropriate risks.
- Identify projects or assignments that could be delegated for developmental purposes. Discuss those opportunities with subordinates to gain their commitment.
HOW TO USE THIS SKILL FURTHER
- Ask people in positions similar to yours what sorts of tasks they commonly delegate. Plan to delegate similar tasks when appropriate.
- Remind yourself how you learned by doing as well as by being directed.
RESULTS YOU CAN EXPECT
- People may feel more responsible for their decisions and generate more ideas for solving problems.
- Your group may make more mistakes than before, but may experience more successes.
- You may spend less time directing other's projects and have more time for strategic planning.
READINGS
- In Praise of Good Business: How Optimizing Risk Rewards Both Your Bottom Line and Your People. Judith M. Bardwick. 1998. John Wiley & Sons: New York, ISBN 047125407X.
- Knowledge and Decisions. Thomas Sowell. 1996. Basic Books: New York, ISBN 0465037380.
- Smart Choices: A Practical Guide to Making Better Decisions. John Hammond, Ralph Keeney, & Howard Raiffa. 1998. Harvard Business School Press: Boston, ISBN 0875848575.
- Sources of Power: How People Make Decisions. Gary Klein. 1998. MIT Press: Cambridge, MA, ISBN 0262112272.
- The Knowing Organization: How Organizations Use Information to Construct Meaning, Create Knowledge, and Make Decisions. Chun Wei Choo. 1997. Oxford University Press: Oxford, ISBN 0195110129.
- Working Knowledge. Thomas Davenport & Laurence Prusak. 2000. Harvard Business School Press: Boston, ISBN 1578513014.
ITEM 37: Gives People the Freedom They Need to Do Their Job Well
WHAT TO DO
- Give power away to strengthen others.
- Define the limits of decision-making power.
- Encourage associates to solve their own problems rather than coming to you.
- Ask your staff if your involvement or direction in the assignment is at the appropriate level.
- Have an efficient updating process that gives you enough information to allow the team or individual the ability to work independently.
- Give visibility to others and provide recognition for their efforts.
- Don't second guess decisions.
- Give assignments describing the outcome desired (clear performance goals), but let the employee use the means he or she thinks best.
- Encourage and reward problem solvers and decision makers.
- Ask for employee input and take time to listen.
- Reward performers with responsibility.
- Involve people in more problem solving and decision making.
- Give people room for some errors.
- Cultivate a climate in which people feel free to take initiative on assignments.
- Promote a feeling of employee ownership with their projects.
HOW TO DO IT
- Give people discretion and autonomy over their tasks and resources.
- Respect the talents of the team or person. Let them design a plan of action in the way they know how.
- Monitor your own involvement with the project. Consider whether your past actions have been beneficial to the project as a whole. Let the individual or team do their jobs.
- When discussing the responsibility to be delegated, work with the associate to determine decision-making parameters and how to overcome other issues or concerns.
- Consider yourself a resource rather than the manager.
- Let associates speak for themselves to higher management rather than go through you.
- Set appropriate follow-up meetings to review progress and take corrective action if necessary.
- Discuss with your staff ways to give them greater freedom to do their job.
- State approval of employee approaches by saying such things as, "I can see you have a lot of good ideas."
- Ask employees which projects and duties they would like full responsibility for.
- Take time to think of areas in which more power might be shared. List the pros and cons of giving people greater work freedom.
- Lead a task force that requires a lot of delegating, and request a member or an observer give you feedback on how well you are doing.
- Ask people in positions similar to yours what sorts of tasks they commonly delegate. Plan to delegate similar tasks when appropriate.
- Identify projects or assignments that could be delegated for developmental purposes. Discuss those opportunities with subordinates to gain their commitment. Follow through with the delegation.
HOW TO USE THIS SKILL FURTHER
- Delegate more to your people.
- Remind yourself how you learned by doing as well as by being directed.
RESULTS YOU CAN EXPECT
- More of your delegations may be carried out meeting deadlines and quality standards.
- You may spend less time directing others' projects and have more time for management planning.
- You may develop a sense of accomplishment from the accomplishments of your people rather than from your own efforts.
- People may say they feel they are more like partners.
- Your associates may be more satisfied with their work.
READINGS
- A Company of Leaders: Five Disciplines for Unleashing the Power in Your Workforce. Gretchen M. Spreitzer & Robert E. Quinn. 2001. John Wiley & Sons: New York, ISBN 0787955833.
- Empowering Employees, Kenneth L. Murrell, Mimi Meredith, 2000, McGraw-Hill Professional Publishing, NY, ISBN 0071356169.
- Essential Managers: How To Delegate. Robert Heller & Tim Hindle. 1999. DK Publisher: London, ISBN 0789428903.
- Intrinsic Motivation at Work: Building Energy & Commitment. Kenneth W. Thomas. 2000. Berrett-Koehler: San Francisco, ISBN 1576750876.
- The 3 Keys to Empowerment: Release the Power Within People for Astonishing Results. Ken Blanchard, John C. Carlos, & Alan Randolph. 1999. Berrett-Koehler: San Francisco, ISBN 1576750604.
- The Self-Managing Organization: How Leading Companies Are Transforming the Work of Teams for Real Impact. Ronald Purser & Steven Cabana. 1998. Free Press: London, ISBN 068483734X.
ITEM 38: Trusts People Enough to Let Go (Avoids Micromanagement)
WHAT TO DO
- Give power away to those who have demonstrated the capacity to handle the extra responsibility.
- Define the limits of decision-making power.
- Encourage associates to solve their own problems rather than coming to you.
- Ask your staff if your involvement or direction in the assignment is at the appropriate level.
- Have an efficient updating process that gives you enough information to allow the team or individual the ability to work independently.
- Don't second guess others' decisions.
- Give assignments describing the outcome desired (clear performance goals), but let the employee use the means he or she thinks best.
- Encourage and reward problem solvers and decision makers.
- Reward performers with responsibility.
- Involve people in more problem solving and decision making.
- Give people room for some errors.
- Cultivate a climate in which people feel free to take initiative on assignments.
- Promote a feeling of employee ownership with their projects.
HOW TO DO IT
- Give people discretion and autonomy over their tasks and resources.
- Respect the talents of the team or person. Let them design a plan of action in the way they know how.
- Monitor your own involvement with the project. Consider whether your past actions have been beneficial to the project as a whole. Let the individual or team do their jobs.
- When discussing the responsibility to be delegated, work with the associate to determine decision-making parameters and how to overcome other issues or concerns.
- Consider yourself a resource rather than the manager.
- Let associates speak for themselves to higher management rather than through you.
- Set appropriate follow-up meetings to review progress and take corrective action if necessary.
- Discuss with your staff ways to give them greater freedom to do their jobs.
- State approval of employee approaches by saying such things as, "I can see you have a lot of good ideas."
- Ask employees which projects and duties they would like full responsibility for.
- Take time to think of areas in which more power might be shared. List the pros and cons of giving people greater work freedom.
HOW TO USE THIS SKILL FURTHER
- Lead a task force that requires a lot of delegating, and request a member or an observer to give you feedback on how well you are doing.
- Ask people in positions similar to yours what sorts of tasks they commonly delegate. Plan to delegate similar tasks when appropriate.
- Remind yourself how you learned by doing as well as by being directed.
RESULTS YOU CAN EXPECT
- More of your delegations may be carried out meeting deadlines and quality standards.
- You may spend less time directing others' projects.
- You may develop a sense of accomplishment from the accomplishments of your people rather than from your own efforts.
- People may say they feel they are more like partners.
- Your associates may be more satisfied with their work.
READINGS
- 30 Days to a Happy Employee: How a Simple Program of Acknowledgment Can Build Trust and Loyalty at Work. Dottie Bruce Gandy. 2001. Fireside: Columbus, OH, ISBN 068487329X.
- Building Trust at the Speed of Change: The Power of the Relationship-Based Corporation. Edward M. Marshall. 1999. AMACOM: New York, ISBN 0814404782.
- Driving Fear Out of the Workplace: Creating the High-Trust, High-Performance Organization. Kathleen Ryan & Daniel K. Oestreich. 1998. Jossey-Bass: San Francisco: ISBN 0787939684.
- Hidden Value: How Great Companies Achieve Extraordinary Results with Ordinary People. Charles A. O'Reilly & Jeffrey Pfeffer. 2000. Harvard Business School Press: Boston, ISBN 875848982.
- Living Strategy: Putting People at the Heart of Corporate Purpose. Lynda Gratton. 2000. Financial Times Prentice Hall: New York. ISBN: 0273650157.
- Trust and Betrayal in the Workplace. Dennis S. Reina & Michelle L. Reina. 1999. Berrett-Koehler: San Francisco, ISBN 1576750701.
Endnotes
1. Healthcare, Australia, 34.
2. Technology, South Korea, 36.
3. Products and services, Switzerland, 45.
4. Transportation, Canada, 47.
5. Healthcare, Taiwan, 41.
6. Technology, Taiwan, 32.
7. Products and services, Brazil, 49.
8. Technology, Taiwan, 32.
9. Products and services, Brazil, 34.
10. Healthcare, Philippines, 36.
11. Investments, United States, 27.
12. Products and services, United States, 33.
13. Transportation, United States, 40.
14. Products and services, United States, 27.
15. Products and services, Switzerland, 45.
16. Pharmaceutical, United States, 31.
17. Government, Canada, 34.
18. Investments, United States, 27.
19. Telecommunications, United States, 35.
20. Information and quotes from interview with Marjorie Dorr conducted by Cathy Greenberg. April 2001.