Briggs Equipment

Briggs Equipment

April 18, 2012 09:00 ET

Employee Empowerment is Key to Driving Business Growth

LONDON, UNITED KINGDOM--(Marketwire - April 18, 2012) - Businesses looking to achieve growth should look to their employees to make key decisions, according to a leading business turnaround specialist. Richard Close, CEO at Briggs Equipment, says forward-thinking businesses which empower employees reap real benefits and impact the bottom line. His theory is backed by impressive growth figures for Briggs Equipment in 2011, which saw the company increase its profit tenfold under his management.

Richard admits giving staff more responsibility can feel like a risk at first. "Making the decision to give employees more responsibility when it comes to decisions about the running of the company is a really tough one. It can be a risk because not everyone is going to make the same decision as you might in any given situation. However, empowering employees in this way can be the catalyst for them to achieve great things - an empowered worker is an inspired one, and productivity and creativity can flow and result in real rewards for the company," he explained.

Richard has achieved business transformation for four loss-making companies, turning them into multi-million pound profit generators.

Through empowerment, staff also feel in control of their own career progression - business leaders should consider this, says Richard, coupled with a development programme, to make for a good strong staff base. He added: "Giving staff the freedom to make decisions is one thing, but making them accountable for their decision is as important. Making them understand their actions will have an impact either way, and they are strongly advised to consider all outcomes, will make them take the responsibility very seriously.

"However, be prepared for the response - staff may not feel they can make decisions initially as it may be new to them. Keep communicating, encourage them and if necessary, set objectives and measure them against it. Then slowly release them to do it themselves - it can almost be like a weaning process. Highlight to them where it has worked well. A word of caution; be careful if challenging their decisions. Giving staff free reign and confidence to make decisions but blaming them if it goes wrong is not a positive way forward," he concluded.

For further information about Richard Close visit

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