Leading from the Trenches | John West » 3 practical steps for empowering your technical teams

July 24, 2007 | Comments: (0)

3 practical steps for empowering your technical teams

TAGS: Leadership

There has been a lot of talk about empowerment in recent years — it’s one of those $50 management buzzwords that spawn whole management consulting cottage industries. But what is it really, and why do you want some?

Webster says

There are two dictionary definitions for the verb “empower.” This first is “to invest with power, especially legal power or official authority.” The second is “to equip or supply with an ability; enable.” Pretty good definitions, because the point is that in doing the first, you get the second.

You’re convinced. But how do you empower a team?

The wrong way: fire and forget

This is easy! All we need to do is to issue an e-mail telling everyone to start making decisions, right? Nope, you have to actually work.

You already know what you have to do: equip your team to make decisions and teach them to make the right decisions. Actually, there’s a third, secret, step, but you’ll have to keep reading for that one.

Put your team in a position to make decisions

First, you have to put your team in a position to make its own decisions. You, as the leader, have to provide your team with the information they need to make the right decisions in the first place. This means making sure you aren’t the sole caretaker of information in your organization.

In order to become prepared to make good decisions for the organization, your team not only needs to understand the big picture (inform and infuse your vision), they also need to understand the facts that surround whatever particular issue they are facing right now. You must create a culture that diffuses these facts quickly and efficiently so that the right information gets to those who need it. How?

There are lots of ways, but two that I use are shared email accounts for teams and daily status meetings. Team information is sent to the team email address so that everyone gets it at the same time. And my daily status meetings are time-limited to no more than ten minutes, and I make everyone stand up to ensure that no one settles in and starts filibustering. Items that need more attention get broken out to their own meeting later.

Teach them how to make the right decision

Second, you have to teach your team how to make decisions and which things are important to you in making those decisions.

When it is time for you to make a decision, try not to simply declare the answer and move on. As often as you can, lead key decision-makers in your organization through your thought process.

One of the ways that I accomplish this goal with my team is that I reflect requests for a decision back to the asker. I do this by asking what they would do, or what they think the right answer is. As they suggest what their course of action would be, I run the suggestions against the various criteria I would use to come to a decision myself: “That’s a good suggestion, but what about x?” And so on, until they can do it on their own.

The secret third step

Get out of the way.

Following these steps will get your team to a position of being prepared to make decisions on their own that are in the best interest of the organization. The next thing you have to do is to make sure that you aren’t stopping them.

One of the most harmful things you can do as the leader of a team you are trying to empower is to correct a decision they’ve made that isn’t obviously badly wrong.

You can minimize the need for corrections in a couple of ways. First, realize that just because a decision differs from what you would have done, it isn’t necessarily a bad one. If the team decision really would work, but it’s just not the way you would have done it, then don’t say anything.

Second, not all mistakes should be corrected. Ask yourself what the consequences are of going in the wrong direction. If they aren’t particularly injurious, your team may be best served by experiencing a failure. Experience is the very best teacher, and often leads straight to heart-learning.

Third, take care with the kinds of decisions that you encourage others to make. Make sure that you aren’t delegating authority on decisions related to things about which you alone have all the information, contacts, context, or perspective needed to make the right decision. Either educate your team so that they are prepared to make these decisions, or keep them for yourself.

This post is inspired by material in the book, The Only Trait of a Leader.

Posted by John West on July 24, 2007 08:08 AM

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