Enablers are able to connect resources to find solutions that help in encouraging business imperatives. At times they utilize the skills of other people and other times they use existing resources in unique and new methods. The skill of the enabler is in the encouragement of higher levels of organizational attainment.
Enablers achieve results for organizations, employees and society (Ehrlich, 2006). Their approaches are divided into 1.) Enablers that produce 2.) Results.
-policy and strategy
-key performance results
Enablers and their results contribute to innovation and learning within organizations. Like a cyclical process the use of the enabler factors produce beneficial results that are tied to the process of learning. Understanding how the use of each component produces a specific result helps such decision makers to create ever higher levels of organizational alignment. Enablers continue to learn as they pull resources together and observe the end results which affords them increasing skills in managing the workplace.
Let us take an example that may tie the concept together. An enabler needs to solve some organizational problem. He/She uses leadership, people within the organization, policies, strategy, and processes to achieve specific results that improve upon products or services with people, customers, society or predefined goals. Each time an enabler tries to pull together various factors to produce specific results he/she learns how the components work together. With each subsequent trial the learning process continues.
An enabler is a person who has the motivation and desire to solve problems within an organization. This makes the enabler unique when compared to many colleagues who prefer to maintain minimal performance standards. You can determine who is an enabler by their desire to continue to think about and develop methods of solving organizational problems.
Ehrlich, C. (2006). The EFQM-Model and work motivation. Total Quality Management, 17 (2).