After a recent speaking engagement, I went back to my Best Western hotel room in St. Albert, Alberta. On the coffee table I found this note with a little gift bag containing a bottle of water and a candy bar.
Since receiving this inspiring little note of kindness, I have used it to illustrate leadership at its finest as it demonstrates that leadership has nothing to do with a title. Leadership instead, is about inspiring and influencing action from the people around you. It’s about PRESENCE, not position. After receiving this bit of acknowledgement, I’ve been intentional about keeping my hotel rooms cleaner. Not for the prize but for the pride.
While this is leadership about inspiration and influence, it’s also a story about empowerment. Someone empowered Jen and Grace to give this kind of recognition to a customer, and these two ladies also empowered themselves to step up to good leadership.
Empowerment is about removing barriers, creating space, and providing the support, encouragement, and tools for people to be the best version of themselves. But empowerment isn’t just about the manager letting go of some control. Empowerment, building a culture of trust, also requires the employee to choose service over self-interest. Believing that you can do just what you want and get all that you ask for is confusing empowerment with entitlement. Under the guise of empowerment, I’ve heard people ask for such things as freedom to come and go as they wish, increased salary, a risk-free environment, and no consequences for choices made.
Just because empowerment might mean working without being micro-managed, being trusted to make decisions, or having freedom to take some risks, empowerment doesn’t mean that you are going to get all you ask for, nor can you expect to be protected from being unhappy.
Empowerment is a partnership. It’s a relationship of trust. It’s a commitment to a dialogue with each party taking ownership. It’s not an act of concession. If a manager has the courage to hold an employee accountable for the agreements they made, don’t mistake this for maltreatment.
Three simple ways to build an empowered relationship:
1) Work with your employees within a solid accountability and delegation framework. Be sure there is clarity among all parties regarding expectations, parameters, agreements, needs for support, and consequences. Remember two things: Ambiguity breeds mediocrity and a request is not an agreement.
2) Be intentional about building leadership capacity around you. As the old saying goes, “Give a man a fish and you feed him for a day; teach him how to fish and you feed him for a lifetime.” You give a person a fish when you delegate through giving commands without a why, a sense of purpose or understanding the work from a larger context. It’s like saying, “go do this, and when you’re done come back and I’ll give you something else to do.” Then you become a seagull manager, when you flap around and crap on people for not doing it “right.” Empowerment implies starting small and gradually building on larger and larger expectations as trust is built and capacity is acquired.
3) Take ownership. High involvement and high collaboration are key to empowerment. Workers will simply perform best when they have influence over their workplace and act as owners. While empowerment does imply the willingness to trust and let go of some control, ownership on the part of the employee is also required to fully grasp the task they are empowered to do. Ownership is the willingness to choose 100% responsibility. Ownership is about deciding, once and for all, that all blame is a waste of time. Ownership is about ensuring results rather than merely putting in a “good effort.”
Empowerment isn’t a leadership fad or flavour of the month. Empowerment is an approach to life. As a shared responsibility, empowerment builds leaders, takes pressure off of managers, delivers results that matter, and helps shape organizations that are worthwhile places to work.
What are your experiences with empowerment? I’d love to hear from you.