How leaders empower/disempower the systems they are in.
Working with a group of outstanding leaders last week the topic being explored was empowerment. The group identified and shared plenty of practical things they do as leaders to empower their people, as well as insights into what stops them.
A common theme arising was: “get out of the way” followed by a common realisation that all too often they don’t, because of the overwhelming pressures of work and a sense of responsibility.
What an insightful gift! I thought I’d share a System Intelligent Leadership perspective on this.
One way of looking at empowerment is as a flow of responsibility in a system. When we as leaders take on too much responsibility ourselves we suck responsibility away from others, disempowering the system by:
Limiting the brainpower that can be brought to bear on an issue.
Getting so involved in the detail that other major challenges go unaddressed and we can become overloaded.
By visibly taking on responsibility ourselves we reinforce a belief that we, not others, are responsible.
We deprive others of opportunities and challenges that could be great for their personal growth.
Some things we can do as ‘Top’ leaders to empower others:
Barry Oshry, my go-to and eminent thinker on Human Systems, suggests we ask ourselves “How can I strengthen the capacity of my system (its people) so the whole is better able to cope with the pressures, challenges and opportunities it faces?” He suggests ways leaders can do this:
Inform the system. Share the big picture with everyone. Warts and all.
Involve the system. Involve more people in dealing with the challenges and opportunities the system is facing. The more critical the issue the more we need to involve others.
Ask for help. Invite others in on issues and dilemmas. Get their input.
Give others big system challenges that will both grow the wider system capacity and develop them individually.
Coach system members. Help them develop their strengths and overcome weaknesses so they are better able to help the system grow.
These generic strategies distribute and broaden the base of people taking responsibility.
Questions to reflect on:
“How can I strengthen the capacity of my system (its people) so the whole is better able to cope with the pressures, challenges and opportunities it faces?”
How can I get out of the way more?
What encourages me to hold onto and take on more responsibility than perhaps I ought?
What is not getting my attention that should?
What could I try differently this week to share more responsibility in my system?
What if I do nothing different?
Action:
What here resonates with you? What ideas and practices can you share to help others?
Coming up:
System empowerment is not just down to when we are ‘Top’ leaders. In the coming weeks, I’ll share empowerment insights from other perspectives in an organisational system - from when we are ‘Middle’ leaders, ‘Customers’ and ‘Front Line’ workers.