Delegation vs Empowerment

As a business leader, you have a responsibility to develop others, leverage your resources, and create an environment that engages people to volunteer their commitment. These are traits of a good leader, and one of the most effective tools you can use to fulfill your responsibilities and allow others to contribute is delegation and empowerment.

Delegation and empowerment are two ends of a continuum that leverage resources, develop others, and allow people to feel as if they are contributing.

The key difference between delegation and empowerment comes down to one important factor: who is in control, or how much autonomy does the individual have in the job.

“To delegate” is to deliberately assign a defined task, mission, or function to a specific person or entity, normally a direct report or subordinate.

“To empower” is a broader term that conveys giving or allowing others the freedom to act with little (or any) prompting, direction, or supervision. It also includes providing additional tools to enhance a person's capabilities.

There are three factors you must consider when deciding if you want to delegate or empower: knowledge, skills, and abilities. The more competent and experienced the team member, the more you can empower them to take ownership of the task and exercise more control. On the other hand, for less experienced team members, more direction and control may be required to ensure successful completion of the task.

The amount of control and autonomy required to complete a task is an important factor to consider when deciding whether to delegate or empower. Tasks that are very prescribed may not provide many opportunities for empowerment, but there may still be some aspects that can be delegated to team members to develop their skills and provide additional support.

Another important factor is the amount of control and autonomy that a leader is willing to give when deciding whether to delegate or empower. Unfortunately, some leaders have a tendency to micromanage everything and everyone, feeling that they must be involved in every decision and activity.

Leaders who micromanage may feel that their team members don’t have the necessary knowledge, skills, or abilities to complete tasks successfully without their guidance. However, this mindset can be counterproductive, as it can stifle creativity and innovation, demotivate team members, and limit their potential for growth and development.

Moreover, micromanagement can be a drain on a leader’s time and energy, leaving them little time to focus on strategic initiatives and higher-level tasks. It can also create a sense of distrust between the leader and their team members, eroding the team’s morale and productivity.

Your job, as a leader, is to develop others, leverage your resources, accomplish the work, and create an environment that engages people to volunteer their commitment. You can do this by giving people appropriate levels of control and autonomy with delegation and empowerment.

Delegation and empowerment creates a sense of ownership and responsibility within your team. It allows your team members to take the lead in their assigned tasks and work towards achieving the desired results. This, in turn, leads to increased productivity, better teamwork, and improved morale.

Delegation and empowerment also help in developing your team members’ skills and abilities. As you delegate tasks and empower them to make decisions, they gain valuable experience and knowledge that will benefit them in their career growth.

Moreover, by delegating and empowering your team members, you as a leader can be free to focus on strategic initiatives and higher-level tasks. As you delegate more tasks, you free up your time and energy to focus on more significant issues, such as planning, strategizing, and creating new business opportunities.

Delegation and empowerment are powerful tools that can help leaders leverage their resources, develop their team members, and create an environment that fosters engagement and commitment. By understanding the differences between delegation and empowerment, leaders can determine when to use each one and how to apply them effectively.

Memorial Day – Leadership Lessons

Memorial Day is the day we remember those who paid the greatest price for our freedom. It is honoring to pause and reflect on those who gave what they could never take back. These are the heroes whose sacrifices we cannot fully comprehend for most of us will never be called upon to give so much. Yet, if we are to truly honor their bravery we would do well as leaders to imitate in our own small way the manner in which they gave.

Let’s take a moment to honor our fallen heroes by examining some of the lessons they left behind …

1. The Power of Sacrifice

The essence of Memorial Day is the recognition of sacrifice. The men and women who serve in our armed forces put their lives on the line for the greater good, often at great personal cost. This spirit of sacrifice is a cornerstone of effective leadership. Their selflessness in putting the needs of others above their own teaches us a vital leadership lesson – the importance of leading with selflessness. Influential leaders prioritize the well-being and success of their team members, demonstrating a willingness to make personal sacrifices for the greater good. By embracing a servant leadership mindset, leaders can inspire trust, loyalty, and dedication within their teams.

2. Commitment to a Greater Cause

Memorial Day reminds us of the unwavering commitment of our military personnel to a cause greater than themselves. Their dedication and sense of duty are inspiring examples of what it means to be fully committed to a mission. This is a reminder of the enduring legacy left by those who have served. Leaders, too, have the opportunity to leave a lasting impact on their teams and organizations. Leaders have the ability to inspire greatness and create positive change by setting a positive example, nurturing talent, and empowering others. This creates a ripple effect that spreads positivity and encourages growth. Leaders who prioritize mentorship and invest in the development of their team members ensure that their influence continues long after they have moved on.

3. The Importance of Resilience and Perseverance

The stories we hear on Memorial Day are often filled with incredible acts of bravery and perseverance in the face of overwhelming odds. These stories highlight the resilience that is essential for both military and leadership success. The brave individuals who have faced adversity on the battlefield display unwavering courage and resilience. Leaders must draw inspiration from their example and embrace adversity as an opportunity for growth. Great leaders do not shy away from challenges but confront them head-on, rallying their teams and instilling confidence. By leading with courage and resilience, leaders create an environment that encourages innovation, risk taking, and the pursuit of excellence.

4. The Power of Teamwork and Unity

Memorial Day reminds us of the power of teamwork and unity. Military units operate as cohesive teams built on trust, communication, and a shared sense of purpose. Leaders should strive to foster a similar environment of collaboration in their organizations. By promoting open dialogue, active listening, and a sense of belonging, leaders can create high-performing teams capable of achieving remarkable results.

5. The Importance of Gratitude

This weekend, we make it a priority to thank the brave men and women who sacrificed their lives for our country. We should also remember that our gratitude for them shouldn’t stop at a single day or occasion. The same is true with regard to business. Expressing gratitude to our team members and partners isn’t just for special occasions or when celebrating wins. Practicing and sharing gratitude leads to stronger relationships, increased collaboration, and a more positive organizational culture.

As you remember those who lost their lives in faraway lands, consider bringing their sacrifice home in how you lead your team. When you do, you’ll raise the value of their gift for everyone you serve.

The Five Levels of Leadership: Proven Steps to Maximize Your Potential

Around 83% of companies acknowledge the importance of leadership in their organization. Now, that is a pretty high percentage! It means that almost all countries across the globe know the relevance of leadership in organizational success.

But knowing is one thing, and implementing is another. Most companies are unsuccessful in developing compelling leaders in their organizations. It is because finding the right leadership style that fits the culture of the company and the employees is no small task. 

It's high time we took a closer look at the concept of leadership and analyzed it from a different angle.

Many recognize John C. Maxwell as a renowned educator. He was also a leadership specialist, lecturer, and author. His bestseller book "The 5 Levels of Leadership: Proven Steps to Maximize Your Potential" was a major contribution to HR and the world as a whole.

Maxwell’s model takes leadership to five different levels, each representing a new standard of influence and impact. These are my interpretations of each step.

Position (Level 1) – Leadership starts with your title or role. In the promotional products industry, having a management title is just the beginning. But Maxwell is clear – just being the “boss” won’t take you far if you don’t move beyond this level. At this stage, people follow you because they have to, not necessarily because they want to.

Permission (Level 2) – Leadership grows through relationships. This is where it gets interesting for those of us in promotional products, where strong relationships with clients, suppliers and team members are essential. Maxwell emphasizes that at Level 2, people follow you because they trust you and respect you – this is where real leadership starts.

Production (Level 3) – People follow you because you deliver results. In our industry, where deadlines and creativity drive business, this is huge. Leaders at this level inspire their teams by showing that they can achieve goals, hit targets and get the job done. Maxwell explains that the best way to motivate people is by setting the example – something that every promotional products leader can relate to.

People Development (Level 4) – Great leaders help others become leaders. This level is critical in an industry where things change fast, and team development is key to staying competitive. Maxwell explains how investing in your team not only boosts their growth but also strengthens your entire organization.

Pinnacle (Level 5) – The highest level is about creating a legacy. This is where leaders become truly transformational. In the promotional products industry, this might mean building a business culture that thrives even after you step back. Maxwell’s insights here are about leaving a lasting impact that continues to shape the business and industry for years to come.

If you want to become more than a boss, whereby people just follow you because they have to, you’re going to need to master the skill of inspiration, whilst investing your time and attention into being the best version of you, you can be.

To be a stronger leader, you must produce results and build a team that is engaged and high performing.

To get to the next levels of leadership, invest your time in developing others, so they can be the best leaders they can be. If you are dedicated, skilled, and determined enough, then you can become a leader of the highest caliber.

By following the 5 levels of leadership, John C. Maxwell shares insight into how to pragmatically become a successful leader, and how to teach others to do the same – to reach the 5 levels of leadership.

Top 7 Qualities of Good Modern Manager

We’ve all worked for bad managers, and most of us can remember how it made us feel. Some of us have even left a role or the organization itself as a result of bad management. In fact, studies show that “seven in 10 U.S. workers say they would leave a job if they had a bad manager.”

Here are seven qualities that will improve your ability to manage and become the best you can be:

Connect the Work to the Vision

Everyone wants to feel like they are part of something bigger than themselves. Help your employees understand how their individual contributions support the company’s overall success. Validate their concerns and empower them to make decisions that are in the best interest of the organization. Listen to their ideas and suggestions for improvement.

Communicative

Being honest and transparent builds employees’ trust in management. Managers need to be open with their employees, and that openness should go both ways. Good managers give honest feedback and are open to feedback in kind.

The best managers also know how to communicate goals and expectations to employees to ensure that everyone knows what’s expected of them. And don’t forget, half of communicating is listening—the best managers listen to their employees and respond thoughtfully.

Engaged in Your Work

You can’t expect your employees to be engaged at work if you aren’t. This means demonstrating not only a passion for the vision and for the work, but also for your employees. Meet with them regularly, both as a team and through regular 1:1s. Get to know them as people. Learn their goals and desires, as well as their strengths and weaknesses. Show up for them and they’ll show up for you.

Calculated Risk-Taker

It will be impossible for you to thrive in the next normal if you are risk-averse. As Mark Zuckerberg said, “In a world that’s changing so quickly, the biggest risk you can take is not taking any risk.”

Those risks have to be compatible with the type of world you live in, naturally. You have to be well-prepared, composed and focused, so that the decisions you make stand the best chance of being right.

Empowering

As a manager, it might be tempting (and sometimes easier) to just do the work yourself, but that’s a temporary fix. Great bosses don’t control; they coach. This means providing feedback on a regular basis, developing your employees’ problem-solving skills, and setting broad goals while giving your team room to figure out how they’ll achieve them. Managers don’t need to have all the answers. They need to set up appropriate challenges for those they supervise so they can try new things and learn.

Fostering Psychological Safety

For innovation to happen, team members need to feel safe and trust that the other members of their team have their back. That goes for their manager, too. This can be achieved by role-modelling the kind of behaviors that generate trust, such as encouraging debate, allowing people to express their opinions and share ideas, and allowing people to make mistakes and learn from them.

We are living in a time of constant change and, some would even say, constant crisis management. Making your people feel safe through this ambiguity is a key skill to develop in managers.

Future-focused

Of course, you have to concentrate on what has to be done today to get the jobs and projects completed. But you have to balance day-to-day operations with the big picture. Taking time to reflect can set your team up for success. We need to be able to take strategic pauses to separate the signal from the noise, make connections we might not have made in the moment, and prioritize how to move forward. Assessing how things are going at regular intervals and thinking through the most efficient way of doing things. For instance, a new manager might spend time getting to know their team and learning about what they do before optimizing operations.

Good management skills take time and effort, but they are worth the trouble. A good manager can make a real difference in employee engagement, loyalty and productivity. This is a win-win for both the organization and the individual employees.

Teach Them How To Fish

There's an old saying, usually attributed to Confucius, that goes something like "Give a man a fish, and you'll feed him for a day. Teach a man to fish, and you've fed him for a lifetime." There's an important life lesson in that simple statement. Some people translate it conceptually into something like "Education is the most important thing you can give someone to better his circumstances." For me I don’t believe this gets to the heart of the matter.

The translation I like goes something like this:

Give a man the answer, and he'll only have a temporary solution. Teach him the principles that led you to that answer, and he will be able to create his own solutions in the future.

It's considerably less catchy, of course, but I think this is the true meaning of Confucius’s statement.

Suppose a employee comes asking for information that they could easily collect themselves if they are given the right training and have the necessary skill set. However, you decide to give them that information because you believe it is faster and easier than trying to teach them how to collect that information. You have given him a fish.

FAIL.

Sure, you were able to help that person by solving their problem at the moment, yet you lost time. You were ineffective. Switching costs stole your efficiency.

Why is this considered a fail? If you provide all the answers and solve all the problems, you are not helping the business. If you are the person that is always providing information and yet there are others around you that could support it with the right training and experience, you would be better served to spread that wealth by teaching them how to fish.

We need to transfer knowledge or skill from a single person to others. We need to share that information. We need to train others. Turn them into teachers and allow them to teach others within your organization. They need to teach others how to become as good as they are at that particular role so they can grow and become bigger and better at what they do for the company.

The next time you are learning a new task or a new activity, something that no one else has done before, take the time to find a peer or subordinate that can help you with learning. They can grow alongside you building that new skill. They can share the burden of how that particular process works. In that effort, you are building relationships because relationships matter.

You are also teaching them how to fish.

Avoiding the Pitfalls of Micromanagement with the Power of Trust

Micromanagement: Everyone knows the term. Micromanaging is a method of management in which an individual closely observes or controls the work of an employee. In comparison to simply giving general direction, the micromanager monitors and evaluates every stage in a process, from beginning to end. This behavior negatively affects efficiency, creativity, trust, communication, problem-solving, and the company’s ability to reach its goals.

In the best situations, micromanagement is an impediment to progress and in extreme cases it can cause the organization to stagnate.

In today's changing and fast-paced work environments, it is critical for leaders to foster a culture of trust and support in their teams. Here are a few key ways to avoid micromanagement and highlight the benefits of empowering employees.

1. Build Trust and Strong Relationships:

Trust is the foundation of any successful team. For trust to be established and maintained, employees must have a clear understanding of how they’re performing and how their work contributes to the mission of the company. Holding employees accountable for their performance by utilizing performance management tools and providing clear expectations for “what good looks like” for their work.

However, the act of micromanagement can erode that feeling of trust, and it creates a strained relationship between managers and employees. Conversely, by relinquishing control and giving employees the space to excel, trust is built, and relationships are strengthened. Trusting employees demonstrates confidence in their abilities, which in turn fosters loyalty, open communication, and collaboration. The first step in this process is aligning your expectations with your employees on their role. This can be achieved through a variety of methods, but one method includes updating your employees’ job descriptions and goals on a regular basis. These interactive conversations help employees understand “what good looks like” for their performance, helps them understand their decision rights, and helps them discern when to partner with management on more complex issues.

2. Encourage Creativity and Innovation:

Micromanagement can limit employees' ability to think critically, problem-solve, and generate innovative ideas. Allowing individuals the freedom to explore new approaches and take ownership of their work creates a creative culture. Employees who feel trusted are more likely to think outside the box and propose fresh solutions to challenges.

3. Boost Morale and Engagement:

Micromanagement erodes trust and creates an atmosphere of anxiety. On the other hand, granting autonomy can signal trust in employees' abilities. This leads to increased job satisfaction, higher levels of engagement, and a sense of ownership over their work. Empowered employees are more likely to take initiative, feel valued, and go the extra mile to achieve shared goals. When individuals have the freedom to make choices, they are more likely to take responsibility for the outcomes. This sense of ownership can motivate employees to deliver high-quality results.

Effective leadership lies in striking a balance between accountability and freedom. While it is essential for managers to provide direction and support, it is equally important to avoid the pitfalls of micromanagement. By empowering employees, promoting autonomy, and fostering a culture of trust, organizations unlock the full potential of their workforce.

6 Strategies to Coach Your Employees to Succeed

Coaching is a difficult skill for many leaders to acquire. It’s vague and slow. Leaders tend to want to move quickly toward defined goals, reach those goals, and immediately move on to the next set of goals. Coaching is frustratingly elusive to understand and seemingly convoluted in the doing; it is much easier to direct than to guide.

Coaching is the process of preparing your employees to succeed. It is an ongoing, two-way process that involves using constructive, consistent feedback to reinforce positive behavior, resulting in improved performance.

You develop leader/coaches the same way you coach; by helping them discover what coaching is. Leaders need collaborative and engaging style management. This approach focuses on developing employees in order to achieve business results rather than managing their every move. The mindset of the coach is to create an environment that fosters learning, independent thinking and opportunities to contribute.

Coaching isn’t about telling people what to do but guiding them to uncover their own answers and build confidence. If you want to level up your coaching skills, try these six strategies.

1. Stay curious

Great coaches are insatiably curious. They ask thoughtful, challenging questions that encourage individuals to think critically. Resist jumping to conclusions or making judgments. Instead, stay curious, ask open-ended, probing questions, and let the employee do most of the talking.

2. Listen for intent

The most effective coaches are active listeners. Active listening requires tuning out distractions to be fully present, observing nonverbal clues, and asking clarifying questions to gain a deeper understanding.

If you ask an employee how a project is going and their response is, “Fine,” don’t stop there. Follow up with deeper questions like:

•        What does “fine” look like?
•         What metrics show it’s fine?
•         What would it take to make the outcome amazing rather than fine?

These kinds of questions uncover valuable insights and help employees dig into solutions.

3. Hone your question-asking skills

Effective coaching pushes people to think outside their comfort zones. Strengthening your ability to ask powerful questions helps employees develop critical thinking and problem-solving skills. The most powerful questions are often the shortest, simplest ones. Asking, “And what else?” is a powerful strategy for helping individuals dig deeper.

4. Cultivate trust

Impactful coaching relationships are built on trust. Individuals must feel comfortable enough with a coach to be vulnerable. Maintaining confidentiality and providing psychological safety are essential to any coaching relationship.

5. Incorporate goal-setting and accountability

Coaching is about progress, and progress requires clear goals. Conclude each session with goal setting and follow up in subsequent sessions to track progress or redefine goals when needed.

6. Celebrate success

Committing to and following through on change is challenging. To keep coaches motivated and committed to growth, remind them to celebrate their achievements, regardless of how big or small they are.

Important coaching behaviors to emphasize are many: being open and honest, taking risks, empathy, reflecting, linking coaching and performance, asking open-ended questions, providing emotional support and supporting self-discovery. Coaches are role models for others. They are excellent listeners and communicators, providing perspective and encouragement while also setting high standards and expectations.

Coaching is one of the premier skills of a good leader, but one that is often overlooked. A leader whose goal is to help employees fulfill potential must be an exemplary coach. When you adopt a coaching mindset with your employees, you empower them to grow and give them the chance to feel heard. Staff who feel heard are more likely to be engaged in their work and committed to staying in their positions.