7 principles for successful empowerment

Remember that delegation is not a “distribution of powers” but an “expansion of powers”

It should be recognized that it is not a zero-sum game where one side gives authority and the other side gets it, and that as authority is delegated, the authority of both leaders and employees expands. When subordinates repeat success through delegation of authority, the team’s performance increases and they are recognized as a leader, which eventually expands the leader’s authority.

Clarify the scope and content of delegated work

If the content of delegation is not clear, both leaders and subordinates feel anxious. Leaders become concerned that subordinates have properly understood the content of the entrusted task or that subordinates may violate the leader’s authority. Employees are confused about to what level they are responsible for taking on tasks and taking responsibility for the results. It is necessary to clearly inform the scope of work authority, execution period, team members that can cooperate, outputs to be produced, and resources that can be supported.

Identify and develop subordinates’ competencies

In order to delegate authority, it is important to first identify the strengths and competencies of each employee. That way, it is possible to assign tasks considering the difficulty of the work and the speed of work processing. In addition, we can provide capacity development, reinforcement, and coaching for areas that are lacking.

In 2008, Starbucks closed its 7,000 stores for three hours to improve the quality of its coffee and re-trained its 130,000 employees to baristas. At Ericsson, a telecommunications company, leaders and subordinates meet six times a year to discuss what to do to improve the professionalism of employees.

Let them build success experiences

At first, build small successes by giving them tasks that match their abilities. When small successes accumulate, you can perform difficult tasks with confidence. After that, assign tasks with a higher degree of difficulty or work with completion so that employees can feel a higher sense of accomplishment. Employees’ capabilities can be further strengthened by carrying out such challenging tasks at a higher level.

Acknowledge work autonomy

When employees are judged to be competent, boldly admit their autonomy. When employees voluntarily demonstrate their best capabilities, they create results that cannot be produced through work instructions or manuals. Zappos in the US, which is running success with the best service, does not have a customer response manual in its call center, and the specific counseling methods and contents are entirely delegated to the staff. Autonomy with responsibility maximizes work efficiency.

Ask open questions and engage in empathetic listening

Many leaders quickly give up on delegation when the results of the work entrusted to an employee are not good. However, not everything can be successful, and work efficiency eventually rises through trial and error. Therefore, it is important for a leader to come up with a good improvement plan by communicating deeply with employees through open dialogue and empathetic listening rather than being disappointed with the results. Leaders should not show distraction, such as interrupting a conversation or answering the phone for a long time during a conversation.

Use positive feedback

Words of praise and recognition can increase confidence in the work and positively reinforce an employee’s strengths. Of course, there will be times when you need to give negative feedback. In that case, you need to control your emotions first. Stephen Covey advised to do STC in emotionally unbearable situations. STC means to stop for a while, think, then choose slowly and respond. And give negative feedback based on facts.

In addition to words of praise and recognition, one of the great positive feedbacks is to let employees see and feel the achievements they have made. Let’s Go Publishing House shares with its employees letters of appreciation from readers who have traveled abroad and experienced new cultures by relying on the books published by the company.

Leaders thinking about empowerment need to listen to Boston Philharmonic conductor Ben Zehnder.

“The conductor who directs the orchestra makes no sound himself. He is judged on his ability by how vocal others are. Isn’t it leadership that awakens the dormant potential in others and makes them bloom?”