It's all too common as a manager to say "rest assured, you are enabled to do the job". But do we really know what we are committing to? Do we go beyond the motivational hype to make the promise real? Enablement takes initiative on the part of the company, manager and employee.
The Company
First, the company must have a clear, formal job description. It must be easy to understand, clearly communicated and reviewed annually with the employee.
Secondly, the proper metrics must be in place to incent the employee. These must be tied directly to the expectations communicated to drive the right behavior. They should also be measured as least bi-annually and results communicated back to the employee. Misalignment means the employee has been positioned for failure since they will act to maximize the performance measures in their own best interest.
The Manager
Managers must provide clear direction that is consistent with the job description. This doesn't mean be a tyrannical micro-manager. If they should lead, tell them so. If they must be self directed, tell them so. If they have only one task and shouldn't deviate, tell them so.
Be prepared for your part of the deal. Yes there is work in it for the manager. Remove the impediments your employee needs to be successful. Manage upwards for the budget, resources and commitment your employee needs to get the job done.
If you task an employee with an activity (job, project, etc.) where you are not willing to spend this relationship capital, ask yourself if the activity is necessary. If not eliminate the activity, re-deploy the employee or assign a different activity.
Empowering employees is giving them the benefit of trust in advance of performance. High performing employees understand, respect and earn this trust in arrears. If your employee doesn't act accordingly then take back some empowerment until they earn it.
The Employee
As an employee you must understand, respect and earn empowerment. Challenge your manager to work for you when it is needed. Don't ask for their help unless it's truly required. Relationship capital with your manager is based on your ability to perform, not theirs. If they do everything then why did they hire you?
Empowerment most often falls down when managers are not willing to do their part to move obstacles for their employee. Politics, promotions, fear of "rocking the boat" and other personal issues get in the way of taking care of the business.
If you task an employee with an activity (job, project, etc.) where you are not willing to spend this relationship capital, ask yourself if the activity is necessary. If not eliminate the activity, re-deploy the employee or assign a different activity.
If nothing else, don't tell the employee they are enabled when they really aren't. You are positioning an employee to fail. This will only end in resentment, turnover, doubt in your sincerity and/or doubt in your ability to manage.
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