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The new way recognizes that staff and budgetary control are not badges of power to be used by individuals for their own personal gratification. Rather, these are tremendous managerial responsibilities that must serve the common good. Indeed, all things and all people in organizations must serve the collective interests of the entire enterprise. |
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For the most part, the customer who uses the products and services of the company, is who determines these interests. Customers want and deserve to have their needs and desires met. If a company can meet these needs and desires, than the interests of its customers and of the company alike will be served. |
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If different people and factions in organizations fight for limited amounts of power (i.e. staff and money), customers will get caught in the cross fire, which is something they are not fond of. They will go elsewhere to have their needs and desires met, and everyone in the company will lose out. When people in companies ignore their responsibilities to the common good, customers are lost as a result. |
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The new way avoids these internal skirmishes by never forgetting that staff and budgetary control are responsibilities, not rewards. Here, there are fewer status differentials between those who have this responsibility and those who do not. This is a key aspect of a positive organizational culture, where perks are rewards for performance and merit alone wins promotions. Perks and promotions become very clearly differentiated, which certainly means that not all of the perks will go to those who win the promotions. |
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In many organizations, this would signal a major departure from established practice. (Organizational Culture Change) (For more insight into the proper difference between employee rewards and promotions, read section 12 on Employee Rewards and Promotions.)
In this new-style enterprise, everyone shares equally in their duty to serve the greater interests of the organization. In this new way of structuring responsibility and power, everyone is expected to strengthen the skills and insights of each other — they are expected to work together as a team. |
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According to the new way, power is wielded not through selfish pursuits, but through selfless empowerment of one’s colleagues and coworkers. Think about it. Who would you rather have in your corporate ranks; someone who hoards power and guards it from others, or someone who shares the reins of power — someone who empowers others to be more powerful themselves? |
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Power is no longer defined as the ability to make decisions without seeking advice. It is defined as the ability to create customer satisfaction and delight. Accordingly, the new calculation of job security is about how useful you are to the company, which is a different thing entirely from being irreplaceable. |
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