Leadership - Empowering people to get Results

Frito Lay Employment - Leadership - Empowering people to get Results

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Leadership is a lost art in our times anyway. There is talk everywhere about leadership empowering people. I've seen leaders who empower people but not many in large organizations, that's for sure. As a marine sniper in Vietnam I saw leaders empower us young kids who knew nothing. One leader, Colonel Masterpool, had people that would consequent him to hell and back just because of who he was and how he treated and communicated with us.

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Frito Lay Employment

When I worked for Frito Lay back in the late seventies and into and straight through the eighties they came along one time, around eighty-seven, maybe eighty-eight and decided they would 'empower' our mechanics that worked in the shops of our broad hidden truck fleet. They wanted to elevate them, they said, to positions of more responsibility.

Headquarters Human Resources were in fee of this charade and it became a agenda that was rolled out across the country. When it hit the streets it amounted to nothing more than a headcount reduction, we eliminated the vast majority of our Fleet Managers as they were called, the folks who ran the shops that maintained the vehicles of our hidden fleet. It was called empowerment.

When it hit the street it reminded me of the old quote from Alfred E. Newman, the one from Mad Magazine when he said, "Just because everything's separate doesn't mean that anything's changed". And nothing had changed except we were short any Fleet Managers.

The mechanics clearly understood day one that they would now do the work of their former boss. They would now do all the paperwork, the parts ordering, the warranty claims, you name it. Of policy the firm rolled out systems to reserve this new work, right? No way. Come on you say, the firm paid them, the mechanics, a minute more money for the new work, right? Not on your life. They should be happy with their new responsibilities. One Hr boss positively said, "They should be happy we trust them with this work".

That all happened in the late eighties when 'empowerment' was all the rage. It was the flavor of the month and roared straight through Frito like a wild tsunami. And since that time it has gotten worse. Today it is part of the general vocabulary of leaders. Just ran in to it the other day in a session I did with a multi-national company. Meeting with the leaders ahead of time, Vp level dudes (yes, it's still mostly dudes), the leaders in conversation went on about their people being 'empowered' and when I did my workshop with their people intentionally didn't mention it and see if it came up ... And it did, loud and clear.

People are surprised when I tell them in my thirty plus year management and leadership work I was most empowered as a United States Marine. That's right, the marine Corp, known for its discipline and my way or the highway attitude was most empowering. Let me tell you the secret, why the Corp was so empowering.

In the marine Corp you are taught one particular thing heading in to a mission ... Commanders intent. In a nutshell, commanders' intent is the end game of the mission. Gentlemen, you are to take that hill at coordinates 567123 by 0100 tomorrow morning. Now you make detailed plans and everyone has a particular role, not like the matrix management Bs where leaders won't make the hard calls. The plans are illustrate and when the first shot is fired most of the plans go out the window, just like in your business. But if everyone knows 'commanders intent' it's no problem, carry on and take the hill at 567123 by 0100 tomorrow.

That is empowerment. In each of our roles we were empowered to work together and deliver the objective. Did the plans change? Yes. Did we ad lib and do what we had to for the delivery of the objective, yes. Did we work together without arguing? No, but we delivered the commanders intent because we all knew what it was and that delivering it and working together as a unit was, shall we say, a health of employment.

Empowerment is a fine feeling. It means you truly give me the power to deliver on my job. And understand it is a byproduct of solid leadership, not a program. How many leaders today do that? Darn few. Think about it. With the introduction of pagers and cell phones everyone wants a call. Twenty years ago when you left the office you had to leave people in fee because you couldn't describe with them. And they grew in the process. Today people are so vainly prominent they have to be talking walking along in the airport. Give me a break.

Lead like you trust your troops. Lead by giving them solid direction in the starting and they get out of the way ... That is empowerment and leadership.

Ed Kugler

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Posted in: Empowering, Leadership, people, Results