EMPOWER OTHERS
WHY IT MATTERS
The role of a leader isn’t to do people’s work for them. It is to help people do their own work, in the very best way. Leaders know they are the link between the vision and resources of the organization and the employee. They are the fuel that drives the engines of individuals and teams to push forward and accomplish their goals. Leaders that know how to empower people will travel farther and faster down the road to results because they free and enable their people to think, act, make decisions, and help amazing things to happen. Leaders that do the opposite, and micromanage people, give them a bridle and harness that will ultimately prove to restrict the results they could have produced and the people they could have become.
WHAT IT LOOKS LIKE
Leaders that empower people put them in the best position to succeed. They know that empowering people means getting out of their way instead of standing firmly in their path. They know when to be present and when to disappear. They know when to get involved, and when to sit back and watch. They get people’s best work because their people feel trusted and sanctioned to get the job done.
Leaders that empower others give them a compelling vision to achieve. They focus their time and energy on the “what” and the “why” but stop short of describing “how” to get there. Once the direction has been set, and the objectives clearly taught they fade into the background and allow others to grab the limelight and do what they were hired to do. Leaders that empower people do more than give them a job to do, they give them the autonomy and authority to do it. They trust people and their capabilities enough to let them choose how to do their work. They let them make their own decisions and solve their own problems.
Leaders that empower people don’t need to know every little thing that is happening all the time. They don’t micromanage people. They recognize there are many paths that can be taken to reach a result and keep their emphasis on the destination, not how people get there.
Leaders that empower people understand their role in equipping them to succeed with needed tools and resources. They fight to get them whatever they need to get the job done right. They don’t ask people to do something they can’t realistically equip them to do.
Leaders that empower people hold them accountable. They don’t let people go unmonitored. They let people share their progress and seek guidance. They stick to their accountability pattern once they have put it in place, and don’t dive into people’s work unexpectedly.
Leaders that empower people reward those who take initiative. They know that people that are recognized for taking action will be far more likely to do so again. They send a clear message to the organization that they want people to act and think for themselves rather than wait and be told what to do.
Leaders that empower people build a culture that makes it safe for people to fall short. They accept that by giving people the latitude to do their own work they are giving people the latitude to sometimes stumble. They know people won’t be proactive if they are afraid to fail.
BELIEFS
SELF-REFLECTION
The role of a leader isn’t to do people’s work for them. It is to help people do their own work, in the very best way. Leaders know they are the link between the vision and resources of the organization and the employee. They are the fuel that drives the engines of individuals and teams to push forward and accomplish their goals. Leaders that know how to empower people will travel farther and faster down the road to results because they free and enable their people to think, act, make decisions, and help amazing things to happen. Leaders that do the opposite, and micromanage people, give them a bridle and harness that will ultimately prove to restrict the results they could have produced and the people they could have become.
WHAT IT LOOKS LIKE
Leaders that empower people put them in the best position to succeed. They know that empowering people means getting out of their way instead of standing firmly in their path. They know when to be present and when to disappear. They know when to get involved, and when to sit back and watch. They get people’s best work because their people feel trusted and sanctioned to get the job done.
Leaders that empower others give them a compelling vision to achieve. They focus their time and energy on the “what” and the “why” but stop short of describing “how” to get there. Once the direction has been set, and the objectives clearly taught they fade into the background and allow others to grab the limelight and do what they were hired to do. Leaders that empower people do more than give them a job to do, they give them the autonomy and authority to do it. They trust people and their capabilities enough to let them choose how to do their work. They let them make their own decisions and solve their own problems.
Leaders that empower people don’t need to know every little thing that is happening all the time. They don’t micromanage people. They recognize there are many paths that can be taken to reach a result and keep their emphasis on the destination, not how people get there.
Leaders that empower people understand their role in equipping them to succeed with needed tools and resources. They fight to get them whatever they need to get the job done right. They don’t ask people to do something they can’t realistically equip them to do.
Leaders that empower people hold them accountable. They don’t let people go unmonitored. They let people share their progress and seek guidance. They stick to their accountability pattern once they have put it in place, and don’t dive into people’s work unexpectedly.
Leaders that empower people reward those who take initiative. They know that people that are recognized for taking action will be far more likely to do so again. They send a clear message to the organization that they want people to act and think for themselves rather than wait and be told what to do.
Leaders that empower people build a culture that makes it safe for people to fall short. They accept that by giving people the latitude to do their own work they are giving people the latitude to sometimes stumble. They know people won’t be proactive if they are afraid to fail.
BELIEFS
- If people feel empowered to do their own work they will do more and try harder than if they don’t. People want ownership.
- Giving people ultimate personal accountability is the highest level of accountability you can ever impose.
- Empowering people is about allowing people to do their work in ways that unleashes them to give their very best.
- Don’t let your need to be in control be the bottleneck that holds back progress.
- Believe it or not, people can do great things without the direct impact and contribution of their leader.
- The best leaders point people in the right direction and then get out of their way.
- Leaders give the “what” and “why,” but they should rarely give people the “how.”
- You can’t ask people to do something and then not give them the resources they need to do it.
- Give people what they need to do their work.
- Get involved only when needed.
- Trust people enough to let them do their work.
- Minimize red tape and unnecessary barriers.
- Allow people to choose how to do their work.
- Motivate people with a compelling purpose.
- Do not prescribe how to get the work done.
- Allow people to think for themselves.
- Trust people enough to step into the background.
- Set goals and targets that motivate.
- Build capability in people to succeed.
- Give people flexibility to do their work.
- Encourage initiative and getting things done.
- Don’t micromanage people.
- Believe people can succeed.
- Hold people personally accountable.
- Let people come up with their own solutions.
- Give people the authority to act.
- Support people without doing their work.
- Delegate important assignments.
- Allow others to make important decisions.
- Create a culture that rewards initiative.
SELF-REFLECTION
- Do I believe people can do their job successfully without me, or do I think I need to always be involved?
- Do I give people the freedom to do their own work, or do I constantly hover and watch their every move?
- Do I give people the “what” and “why” and let them figure out the “how,” or do I direct everything they do?
- Do I give people autonomy and trust them to do their work, or do I make them run everything by me?
- Do I equip people with the tools and resources they need to do their job, or do I leave them shorthanded?
- Do I have an accountability system for managing the work, or do I surprise people by randomly “dropping in?”
- Do I build a culture that makes it safe to fail, or do I make people so afraid of failure they wait to be told what to do?
- Do I give people the freedom to get their job done, or do I have to know every detail of what is happening?
- Don’t empower people and step back from the work so much that you lose touch with the organization and the work.
- Don’t unintentionally allow people to think they can act unilaterally because you provide too much autonomy.
- Don’t hesitate to dive into the details, when it is clear you need to, because you don’t want to appear to be imposing on people.
- I get my best ideas from others.
- I’m comfortable not knowing everything.
- I believe if given the opportunity, everyone will rise to the occasion.
- Right or wrong, I support my people’s decisions.
- I deliver more than is expected if given autonomy.