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Now thats what I call coaching 4 - Empowerment

Sleeve Notes

If there is one thing that helped me to become a better leader of people it was ensuring my team had maximum ownership of their role. Seeing value in their ideas, making sure they were listened to, their opinions mattered and they created their own actions with my guidance and support as and when appropriate.

Side 1 - Benefits (For you & your team)

  • It’s helpful to recognise when people need to do things for themselves.

  • Builds trust

  • Better communication (See tips)

  • Improves performance & productivity of team and leader

  • Encourages self motivation

  • Team member creates their own work plan rather than waiting for instruction

  • Offers an alternative/addition to a financial incentive

  • Takes away command/control & micro managing

  • Gives control, authority and license to the empowered individual

  • Leaders can concentrate on their actual role...leading!

  • Leader & team progress together

  • Leader demonstrates own success through their teams achievements

  • Gives the leader an opportunity to use a variety of communication methods

  • Practices are reviewed on a regular basis by the leader and the empowered        

  • Discussions at the reviews can be used at annual appraisals as part of the team members review of the whole year



Side 2 - Tips

Think - What do I need to tell them, how will I sell it so it genuinely appeals to the person and what needs to be shared to empower them to do it?

Think - What is the job/role you want the person to do. Is it achievable while being challenging, worthwhile & rewarding for them?

Tell - Clearly define what you want the person to do.

Tell - The outcomes you are looking for.

Sell - Let the person know the genuine benefits of doing this for the organisation, the team, the individual and you.

Sell - Ask them what knowledge they have on the subject already.

Sell - Ask the person to playback what their understanding of the job is, for clarity.

Sell - Listen to any thoughts/concerns the person has about completing the job and offer reassurance and support, as appropriate.

Pause - This may be daunting for someone who has never been empowered before so make space to offer further support & encouragement.

Share & Empower - Ask the team member to outline what they will do first, how they will go about it, what the opportunities are and what if any support they initially need.

Share & Empower - Agree the first review date with the team member for them to communicate what has been achieved so far, what has gone well & what have been the challenges.

Share & Empower - Ask the team member how they prefer to receive feedback (positive & constructive) during the process.

Wrap up - Ask the team member if they have every thing they need to move forward and they have full clarity on what's required, then wish them well!

N.B. Remember to set regular reviews until the process has come to an end. This could be fortnightly, monthly, quarterly depending in the size of the project.

  • You don’t have to empower everyone all of the time. Use it in a wise and timely fashion.

  • Great empowerment requires trust and good communication from both parties to ensure the  empowered person has full ownership of the role but can go to the leader for guidance if required.

  • Taking a little more time to empower will save you a lot of time managing and give you more time to lead.

  • Discussions at the reviews can be used at annual appraisals as part of the team members review of the whole year.

Side 3 - Hits

"I’ve got a specific job in mind for a team member. It will require quite a bit of creativity and I know they enjoy this type of thing. Seem’s like a good opportunity to empower them."

"I feel good when I can help someone realise their potential, especially when they seem so surprised about how well they did."

"Before, I was just managing the situation, thats because I was fearful of what would happen if I let go. Actually I was controlling what my team were doing, rather than helping them to flourish as individuals. Empowering others has meant I can lead rather than just manage."

Side 4 - One Hit Wonders

“I don’t have time to empower people”


How effectively is your time being used at the moment?

Who/What support do you need to become a more empowering leader?

What are you fearful of?

“I’m worried what might happen if I hand over control”



What do you need from your team member to feel informed without them feeling disempowered?

How do you demonstrate trust in your team?

As a Leader, what do you have influence & control over in this scenario?

“I don’t know much about the team”


What do you know about your team now and what have you yet to learn?

What opportunities are there to build relationships with your team?

What have you identified that can be tried out in an empowering conversation with a team member?

The Download

  • Empowerment supports the development of others in their role so you can get on with yours.

  • It’s a gift that should be handed out wisely and generously to support the leader as much as the team member.

  • It’s good medicine for the micro manager, the commander/controller and people who have a hard time letting go or feel like they need to hold on to all the knowledge.

  • It’s not about delegating your own role, rather enhancing and developing individuals own roles.

  • Next time someone asks you a question you have answered for them many times before, hand the power back to them, for example “What do you believe the answer to be?”. Believe me, nine times out of ten they do actually know the answer. It’s just easier getting you to think for them!

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