The Attributes of an Empowered Employee

Every day, each employee you supervise makes hundred decisions to order to resolve problems and complete tasks. Most are routine and have been executed many times before. This repetition becomes the mastery that’s necessary to navigate the daily work. Then there are those unexpected obstacles that can disrupt your momentum. We all fear making a wrong decision at times, even though we pretty much knew what to react. Most of us possess the confidence move on to a successful solution.

Some people, however, struggle to adapt. Some of this apprehension can be attributed to a lack of confidence to solve problems and make decisions. So, how can you help these individuals develop this confidence? The effort comes down to one word — empower.

The best performers in any work environment exude confidence. They fully believe they are capable of dealing with whatever issue comes up. What does it mean to feel empowered? First, it’s the ability to discern. This means examining the elements of a situation, evaluating what needs to be accomplished and determining the necessary steps. The ability to discern evolves over time as the result of trial and error.

Second, feeling empowered is the ability to manage uncertainty. Uncertainty produces discomfort. Top performers become comfortable with being uncomfortable. Any significant decision involves some uncertainty.

Third, people who feel empowered possess the confidence to recover from what goes wrong. Some decisions don’t work out. Top performers accept that you don’t go through life making the perfect decision every time. When things go wrong, they take a step back, evaluate what happened, and come up with an alternative.

Fourth, empowerment is the confidence to act independently. The best decision-makers take the initiative without asking for permission. They examine the environment for what needs to be done. They think three and four steps ahead. Because of this, they are more likely to be rewarded with positive outcomes. They have a sense of perspective in situations that others may find overwhelming.

The element that connects all of these attributes is confidence. More of society is focusing on blame these days when something goes wrong. As a result, more people hesitate before making decisions They don’t want to suffer embarrassment if a decision goes wrong. In the process, they seek permission before acting, even if they are clear on what to do. This is especially true of those just entering workplace.  So, how can you help people feel empowered? Here are three tactics to try:

Begin by providing clear parameters – Each time you delegate a responsibility, ask the person to explain the instructions back to you. While they’ll get most of it right, you’ll probably find gaps in their understanding. Go back and review what they missed. Reinforce the concept with a bit of practical application. This encourages them to ask questions. Remember, asking “What questions do you have?” is more effective than asking, “Do you have any questions?” Asking “what” lets them know that questions are expected.

Provide the authority – Sometimes, we delegate responsibility and just assume the person understands the parameters about spending money, making exceptions and so forth. Then we become frustrated when they ask lots of questions. Instead, express authority using these three steps:

  • First, explain that they may feel some uncertainty about making these decisions, at least initially. You might say something like, “You’re probably going to feel a little uncomfortable making these decisions at first. I know I did. But don’t worry, I’ve got your back.” This will ease their concern.
  • Second, provide examples of the decisions where they may hesitate. Show them the process for resolving them. If you have worked this job in the past, make a list of the typical decisions you made and explain how you made them. Create a matrix or cheat sheet they can consult when they’re working independently.
  • Third, step back and watch what happens. It is a natural urge to jump in when you see someone about to make a mistake. Resist that temptation. If they begin to believe that someone will save them every time something is about to go wrong, they will become fearful of acting or become careless.

Reinforce the process – Rehearsing and reinforcement are critical. Some people will embrace these principles right away. Others will take more time. This is generally more about emotion than intellect. In other words, they understand what they’re supposed to do, but uncertainty is holding them back. How do you get them to do this? Try these tactics:

  • Tell them that you understand their apprehension. Everybody’s been there. Reinforce that you’ve got their back. If something goes wrong, you’ll work together with them to resolve the situation.
  • Work with them on each of the processes they need to master. A good way to do this is by posing situations and case studies, based on their experiences and your experiences.
  • Observe as they start to implement. Check in periodically, but be careful not to make the decision. It is a good sign when they start pushing you away, because they have built the confidence to act on their own.

When the people around you feel empowered, they will make smarter decisions and feel inspired to work confidently and independently.


Managing a Boss Who Makes YOUR Decisions

Casey, a young colleague of mine, complained recently that her supervisor continually makes decisions about issues he has delegated to her. This is includes such things as spending her budget and forgetting to tell her and making commitments on her time and letting her know after it’s already be scheduled.

Since this supervisor held her position immediately before being promoted, he knows it inside and out. As a result, it is second nature for him to simply act, rather than taking the time to nurture her development. Besides, many colleagues still think of him as being in that role. So, they still go to him with their issues. Being a new professional, she reasonably assumed that he would act in a logical manner. If he delegated a task, shouldn’t he let her complete it? Unfortunately, that is not happening in this case.

Casey is getting an uncomfortable dose of reality about one of the vagaries of management – the boss who doesn’t let go. This type of scenario is not confined to entry-level jobs, of course. It can happen at all levels. It just gets more nuanced further up within the organization.

Sadly, I’ve heard this story too many times. The incidence of less-than-consistent supervision pervades lots of organizations. As a result, we sometimes break the spirit of enthusiastic newcomers. If this happens enough, these emerging contributors develop a jaded sense about supervision in general. Over time, this becomes very costly if not addressed through effective management training and coaching.

Like you, I feel for Casey. We have all had to navigate at least one manager and their inconsistent ways. So, here’s what I suggested. See if you agree.

Begin by taking a breath. Casey needs to be careful not to let her frustration overtake her perspective. No one likes to have their authority undercut or circumvented, especially when it comes to scheduling and budget. That said, this is an evolving relationship. Since her supervisor held her position just prior to being promoted, she needs to accept that there will be difficulties like this until they reach an understanding about boundaries.

Have some empathy. Since he was recently promoted from her position, this makes him a new supervisor. As much as she is stretching to learn her position, he is stretching to learn how to be a boss. Those new to supervision sometimes lapse back into doing the job they were comfortable with. Why? Because it provides a sense of comfort and security. Unfortunately, it also gets in the way of establishing the parameters necessary for a healthy supervisory relationship. If Casey is patient, much of this issue will probably subside as her boss gets busy with his new responsibilities.

Define the specific issues needing to be resolved. Casey will need to prioritize her concerns. She’s not going to be able to “fix” her supervisor. These issues are best handled one at a time. If she marches into his office with a list of concerns, it won’t go well. She needs to choose her battles. Which is more important right now, for instance, control over her personal schedule or control over her budget? If she is observant, by the way, she can learn about how to manipulate the budget, something she probably has little experience with.

Develop an approach that is supervisor-centered. While Casey is the one with the issues, she is asking her supervisor to change his ways. This is not something easily accomplished. We are all a product of our habits and routines. She’s going to have to convince him that these changes will be for his own good. It will save him time. It will reduce his heartburn. It will provide opportunities for him to establish better relationships with the other people he supervises. It will also make him look good when his boss sees that Casey is thriving in her job independently.

Keep your eye on the bigger picture. This is the first of what will be many supervisory relationships Casey will experience. Each one is a learning experience. Patience can be in short supply among new professionals anxious to make a difference. The best leaders and decision-makers discover that preparing well, anticipating others moves, and supporting their bosses priorities is the best way to navigate organizational culture and advance their own careers. Casey can either embrace this or resist it. Hopefully, she will embrace it.

What do you think? Is my advice on target? What would you add? What would you modify? I, and she, would like to know. Comment on the post or e-mail me at