Empowerment: Difference between revisions

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	{{a\|devil\|}}When that inter-affiliate ~~[[GMSLA~~]] ~~negotiation~~ has ~~1been~~ going so long there are sizeable parts of your risk management team who were still at university when it began, and others, ~~tgen~~ in the primes of their careers have ~~done~~ retired, we wonder whether the crux of the problem really is the scope of the a [[sovereign immunity]] waiver, or whether it hasn’t got more to do with how the organisation ~~has implemented its risk management philosophy~~, and in particular how it fails to empower those in the front line of the negotiation.		{{a\|devil\|}}When that [[inter-affiliate ISDA negotiation]] has been going so long there are sizeable parts of your risk management team who were still at university when it began, and others, then in the primes of their careers, have since retired, we wonder whether the crux of the problem really is the scope of the requested [[sovereign immunity]] waiver, or whether it hasn’t got more to do with how the organisation is ''organised'', and in particular how it fails to ''[[empower]]'' — or ''trust'' — those it puts in the front line ''of'' the negotiation. “Send people authorised to make a decision” is a management truism that seems well out of fashion.

	We are talking about [[empowerment]] less in the sense of touchy-feely [[yogababble]] about how we should all be actualised to [[Be the best version of yourself\|be the best versions of ourselves]] — [[HR]] will be all over that — but in the sense of having the autonomy and authority to make pragmatic decisions to move an your own part of your own organisation ''on''.		We are talking about [[empowerment]] less in the sense of touchy-feely [[yogababble]] about how we should all be actualised to [[Be the best version of yourself\|be the best versions of ourselves]] — [[HR]] will be all over that — but in the sense of having the autonomy and authority to make pragmatic decisions to move an your own part of your own organisation ''on''.