| It was leadership experts John Maxwell and Jim | | | | authority. Others can encourage, but permission comes |
| Dornan who said "When you empower people, you're | | | | only from an authority figure: a parent, boss, or pastor." |
| not influencing just them; you're influencing all the | | | | Mr. Smith is right. Are you a person of authority with |
| people they influence." But, what exactly is | | | | this person you seek to empower? If not, you can't |
| empowerment? It is a buzz word that we hear all the | | | | empower them. You can motivate and inspire them |
| time, but what does it really mean? Well, the word | | | | but not empower them. You must have the position to |
| "empowerment" can be defined as "to give the ability | | | | truly empower someone. |
| to." So, when we empower someone we are actually | | | | Two, relationship. You must have some sort of a |
| giving them the ability to do something. | | | | relationship with them. If they have very little contact |
| The problem with empowerment is in how we give it | | | | with you, then you won't be able to effectively |
| to someone. We walk up to team member Jane and | | | | empower them. Even if you are their boss, you can't |
| we say, "Jane, project ABC is now your baby. It is | | | | empower them unless you have a working relationship |
| your project. Make it happen. Oh, by the way, if you | | | | with them. |
| need to make any changes, then come check with | | | | Three, respect. There has to be a mutual respect with |
| me first." Do you see what just happened? We just | | | | each other for the empowering relationship to be truly |
| handcuffed Jane. We gave her the responsibility for | | | | effective. |
| project ABC but we didn't give her any authority. That | | | | Four, commitment. There needs to be a commitment |
| is not empowerment. | | | | on your part as a leader. You are in it for the long haul. |
| Empowerment is actually an equation. It is not an | | | | You don't give them their assignment and then |
| equation original with me but very accurate and very | | | | disappear to another project. As a leader, you need to |
| powerful. | | | | be available. Available for guidance, available for |
| Empowerment = Responsibility + Authority | | | | strength, and available for help. The team member |
| That is true empowerment. We give Jane the ability to | | | | needs to be committed to you as their leader and to |
| do project ABC by not only giving her responsibility but | | | | the organization to do the very best job they can. The |
| also the authority to make decisions to make it happen. | | | | commitment to go the extra mile, to give that extra |
| That not only empowers her but also begins | | | | amount. |
| developing her leadership skills. It also frees us up so | | | | Those are the four qualifications to empower |
| that we can focus on the things that only we can do. | | | | someone. Once they are in place, we can move to |
| We must never micro-manage people. When we | | | | the empowering process itself. There are also four |
| empower Jane, it frees her and us to be our best. It | | | | keys to empowering people. |
| also makes the team stronger. We become a | | | | How To Empower People |
| leadership focused team where we are developing | | | | 1. Discover their strengths |
| everyone's leadership abilities. | | | | 2. Develop their strengths |
| You might be saying, "But what if Jane messes up?" If | | | | 3. Give them a project |
| she does, that is not a big deal. Use it as a teachable | | | | 4. Help them succeed |
| moment. We all mess up from time to time. When we | | | | First, we have to discover their strengths by observing |
| learn from our mistakes, they actually make us | | | | them. Second, like a great coach, we must help them |
| stronger and draw us closer to our goal's completion. | | | | develop their strengths. Their strength is like a muscle. |
| Another point to remember is that we can't empower | | | | Without use, it gets weak. With constant use, it grows |
| every team member the same way. Why? Because | | | | strong and powerful. |
| not everyone has the same experience or gifts. If we | | | | The third thing we must do to empower them is give |
| over-empower someone then they are over their | | | | them a place to use it. A basketball player might have |
| head and they begin to drown. I have seen this happen | | | | a sweet jump shot but it doesn't really do any good |
| and it not only is devastating for the team member but | | | | until the coach puts him in the game. We must put |
| also the team. Everyone is an individual and we must | | | | them in the game. Once they are in the game, we |
| lead them to success at their own pace. Help each | | | | move to the fourth thing which is to help them |
| member on your team be the best they can be.....and | | | | succeed. Chances are they will make some errors. |
| your success (and theirs) is secure. | | | | Not a big deal. Coach them to success. Even Michael |
| So, how do we do this? Well, we start with what are | | | | Jordan needed a coach. We all do. A great coach can |
| the qualifications to empower. Do we have the | | | | pull out the best from their team members. |
| qualifications to empower this team member? It is a | | | | So, do you sometimes feel overwhelmed at work? |
| good question. Let's explore the answer together. | | | | Too much to do and not enough hands to do it? Or is |
| There are four qualifications that I believe must be | | | | it you haven't empowered those hands to do it? Take |
| present in order to effectively empower someone. | | | | a good look at your winning team and start |
| One, position. Fred Smith said, "Who can give | | | | empowering them today. |
| permission for another to succeed? A person in | | | | |