| Three Parts of Empowerment | |
|
So when you think of empowerment, what crosses your mind? Staff that feel confident, trusted, able to do their job because they have both the skills and the knowledge required? I have had to spend some time thinking about what empowering staff is really about seeing as I have been sited as being exceptionally good at it! (see Blog by Renae, the Art of Empowerment). Mostly I believe that Renae had it right, the three parts of empowerment are as follows: 1. Check your ego at the door 2. Be able to allow others to be who they are 3. Believe in your staff The only thing that is implied in these three things which I believe needs to be made clear is that you really have to trust your staff to do their job. If you can't trust them, then take a long hard look at your internal skills development program, your recruitment process and the level of control you are trying to maintain. Either there is a process that doesn't enable empowerment because your staff don't have the skills and knowledge required, or there is something within yourself that is inhibiting you from letting go. You might need to take some time for self reflection in order to determine the part you are playing in this lack of trust. 1. Checking your ego at the door can be a little tough for some people. For me, I have not had an issue with this as I always have believed that everyone has something to offer, and being a Philosophy graduate, that there is plenty of perspectives on the same problem. This has translated into my being keen to hear other's approaches to things and to try and get into someone else's map of the world in order to increase my knowledge and understanding. I have never been so attached to my way of being or doing that I could not see another point of view. Ask yourself this question, "do I want to be right, or do I want to be in a relationship?" Also, take a Buddhist principle to heart and not take it all so seriously. This will help you to let go of your ego. 2. Allow people to be who they are. What a wonderful gift you can give someone if you acknowledge their difference in style and approach to their work, and facilitate them blossoming by utilising their talents and taking the opportunity to learn new things. This aligns with the first step, in that you have to accept that your way is not the only way. I believe that so long as the outcomes are achieved then there are many ways that something can be done. As a leader you provide direction, guidance, and feedback but not discrete rules that have to be followed. If you allow people to be who they are then you might well find they do their job in a way that is more beneficial to your organisation than what you could have done. 3. Believe in your staff. If you have recruited properly, have clear accountabilitites and your people have the skills and/or talents to do their role, then believe in them! The people you work with will know pretty quickly through your behaviours as to whether you really believe in them or not. You have to let them get on with their job and be there when they need assistance. In many circumstances in our lives we have to trust people, like the mechanic who is fixing your car, an area of which you might know nothing about. Or the doctor who tells you what is wrong and prescribes medicine. Translate this feeling of trust from these situations into how you feel about your staff and enjoy it! Empowering your people to do their jobs is liberating for managers because it is one less thing for you to worry about. |
