- Creating communication patterns that empower requires conscious effort
- Communicating transparency about processes and goals creates the foundation for shared organizational power
- Truly articulating your organization’s vision is crucial to empowerment
I’m often asked how I empower the people on my teams. And though every situation is different because there are different humans and varying context involved, there are some strategies that are constant.
The first thing to do is to remember that the ultimate goal of empowerment is to have your people take charge of their actions and start to lead themselves in some capacity so you don’t have to do all the handholding. This is not easy for some people, it can feel like teaching a teenager to drive and trying to control the impulse to grab the wheel. It starts by clearly communicating your vision and expectations and teaching your followers the structure and process needed to complete the task.
You can’t expect people to take control in leading a process if they’ve never been taught the process. I see this a lot and it’s why businesses fail to thrive, while burning people out. The ‘just figure it out’ approach is a terrible leadership mistake, creating unnecessary stress and resentment.
Instead, empower people by doing a number of things. Give them access to information. Truly explain your vision and the motivations behind it. Determine the focus or direction of every project or initiative and remove barriers (structural, organizational or resource-based) for them to achieve this vision. Develop their ownership through coaching, giving them opportunities to do what they do best, and finally, show appreciation.
These steps are how good leaders empower those who work for them. This is an example of how leaders can engage in social sources of power. The more power we give the more we receive in return.
What role does communication play in empowerment?
The truth is, every single step of business success is about effective communication, no matter what business you’re in.
There’s a theory in leadership studies called social exchange theory and it states that leaders must maintain profitable (metaphorical and literal) relationships in order to be effective and remain in leadership. Once relationships are no longer profitable, they have to be redefined or ended.
In leadership studies, this means profit for both parties. It goes back to improved communication, referent power, building relationships, providing development opportunities to your team and most importantly, empowering them. That’s how your employees become personally profitable. This metaphorical profit is why people stay and why they outperform for excellent leaders. And of course, this is what also leads to actual profit for an organization.
This practice of giving power is the key to maintaining your own power. And this practice is ethical, supportive and psychology safe.
I have mentioned in other articles that people are often corrupted when they earn power. And I want to just state clearly that virtually no one, except perhaps some political leaders, starts out their leadership journey planning to abuse their power. It sneaks up on them through bad habits, poor communication, a lust for power, misuse of the wrong kinds of power and opportunism. In some ways, it’s easier to take advantage than it is to be truly conscious of how impactful our communication can be, but it destroys systems, businesses and peoples’ sense of safety and wellbeing.
Taking the social approach to power and building trusting and supportive relationships, however, is how you can prevent that abuse. Good leaders surround themselves with smart, ethical, thoughtful, and trusted people whom they empower to ask them questions, challenge them, debate with them, and give them feedback. This is how you continuously check yourself and take preventative measures to avoid power corruption. And in case you’re thinking to yourself ‘that could never happen here, we are open, kind, inclusive and responsive’, hang on a moment. That may not be the way your team is experiencing it and if that’s the case, they don’t feel empowered. Have you asked them if they feel the same way?
Great power comes with great responsibility and your greatest responsibility is always to the people you are leading. Your people should be your priority whether you lead a fortune 500 company or you’re a startup of two.
Power is intoxicating. It’s exciting. It’s also a gift. It’s not something we should take for granted since it’s the key to the continued success of every business. It’s not owed to any of us, no matter what role we’re in. When we approach power from a communicative and social perspective, struggle disappears. It’s a responsibility and a privilege because it was given and earned. When people see that you respect the power you were given, they will follow you anywhere.