In Part 2 of this Empowerment Challenge series, I stated that the first step the leader must take in helping associates choose to be empowered is to accept empowerment himself or herself.  This should result in behaviors that demonstrate to the workforce that changes are occurring at the leadership level. 

The next obvious change a leader must make is to let go of day-to-day activity.  Obviously, this can only be done successfully if first, you believe others are capable of making good decisions, and second, you are willing to provide the necessary information, coaching, and training associates may need to succeed.  If a leader is busy conducting business as usual, then he or she has no time to recognize and then eliminate what is standing in the way of associates engaging in the business and working together.  There is no time for coaching and training.

The best decisions will come from associates closest to where the activity takes place provided they have the necessary information to make those decisions and no one gets in the way by questioning why the decisions are being made.  This is a very difficult situation for most leaders.  A paragraph from A Company of Leaders by Gretchen Sprietzer and Robert Quinn sums it up best:

"How lovely to have energetic, dedicated workers who always seize initiative (but only when appropriate), who enjoy taking risks (but never risky ones), who volunteer their ideas (but only brilliant ones), who solve problems on their own (but make no mistakes), who aren't afraid to speak their minds (but never ruffle any feathers), who always give their very best to the company (but ask no unpleasant questions about what the company is giving back).  How nice it would be in short to empower workers without actually giving them any power." 

That's the core of the issue, isn't it?  We want empowered workers who think and act exactly the way we would.  We want the benefit of the empowerment without any of the risks.  We cannot have it both ways.  There will always be some risk associated with empowerment.  Fortunately, this is not an all or nothing proposition.  We can ease people into more and more empowerment.

A video we use in training, Leadership: The West Point Way, includes the subject of empowerment (they use the term delegation) as one of the six leadership principals that West Point strives to instill in their cadets.  One key point is that the leader needs to build ability in others by delegating progressively more difficult tasks.  The challenge for leaders is to understand where each of their associates are in terms of skills, ability, and confidence, and then provide an appropriate level of empowerment to each person.  As the individual's skill and confidence increase, the level of empowerment should be increased as well.  Please note that the confidence that is building is not just on the part of the associate.  The leader is gaining confidence in the associate as he or she meets and masters each challenge.   

Letting go of day-to-day operations will not be so terrifying if you understand that it does not have to happen all at once - but it does need to happen.  Take the time to assess each of your direct reports.  What is their skill level?  Are they willing to accept responsibility for a few tasks now?  If so, do they need access to information or some level of skills training?  Can you provide what they need or do you need specific outside help?  When can the training or information be provided?  Then start turning over specific tasks.  Don't be afraid to clearly define expectations and be specific about desired outcomes.  This does not contradict empowerment.  On the other hand, do not micromanage the process.  Let the associate come to you when the task is complete.  If they know they can approach you if they have questions and that you are willing to provide the support they need along the way, then much of their fear should be alleviated.  You may be amazed by just how much talent you have working for you.

In the next issue, we will conclude this series on empowerment by discussing your role as a mentor.