Empower

Jul

2023

Leadership Tension: Empowering and Controlling

I have the opportunity to sit across from many leaders. One particular day I was facilitating a leadership experience activity where the leaders would discuss various questions. One of the questions addressed the issue of empowerment.

I asked these leaders to raise their hands if it was hard for them to equip others, and over half raised their hands. I asked why, and most said it took too much time. It is quicker for them to do it.

As I dig into this idea individually with leaders, I find a tension exists. They want responsibilities off their plate but also want it done right. Craig Groeschel discussed the tension of empowering and controlling in his leadership podcast.¹ What do we do about this tension? How do we navigate it?

Why Leaders Control

In his book The Control Freak, Les Parrott explores why leaders meddle and try to control. He suggests this is rooted in anxiety. The fear that they may lose it all.² An unhealthy leader tries to clone him or herself and, in reality, develops a team of followers who do tasks and take orders. This fear compels them to control in an unhealthy way.

In a previous blog, I mentioned how Ed Catmul of Pixar, in his book Creativity Inc discusses this idea of control in light of the ability to trust. He says:

“Fear and trust are powerful forces, and while they are not opposites, exactly, trust is the best tool for driving out fear.”

The fear of losing money, power, results, etc., as leaders, can compel us to reach for more control. A leader must move from fear to trust to empower those they lead. Can this drive for control be helpful for a leader?

Helpful Control

Leadership expert John Maxwell often emphasizes that a leader “sees more before.” This is a practical outworking of vision. Leaders see what others do not. Because of this perspective, they may have certain expectations. These expectations help preserve culture.

In his book, The Advantage, Patrick Lencioni provides four disciplines for organizational health. One of those disciplines is creating clarity^.3 Clarity in mission, vision, values, and process procedures are all part of this healthy culture. This clarity is the healthy control a leader brings to a team.

Sports demonstrates another area of helpful control: the scoreboard. In his book The 17 Indisputable Laws of Teamwork, John Maxwell describes the Law of the Scoreboard, which helps the team know where it stands.⁴ Leaders are creating a healthy control method when they have a scoreboard. McChesney, Covey, and Huling suggest a compelling scoreboard is the third of four disciplines for execution in their book.⁵

This scoreboard helps clarify what is really important for the team to execute on and get results. It may feel controlling, but it clarifies where the organization stands and gives more purpose and direction.

Empower or Dump

We have established some reasons why people control and what healthy control can look like, but what about this idea of empowering? I have seen leaders who hand off a task to a team member and think they have empowered them. The team members look stunned and confused, wondering what they are supposed to do. This is an example of dumping a task that Groeschel suggests does not empower.

When we empower, we give people the authority to create and build something. For example, if I ask someone to fix my roof, but I give them no tools, they lack power. If I give them tools and they have the freedom to fix the roof the best way they know based on their expertise, then they are empowered. They will learn, grow, and even be able to teach others how to think about repairing a roof. If I tell them exactly how to do it, I’ve only dumped a task, and they will become good at the task but not necessarily learn how to think and problem-solve like a leader.

When we dump on those we lead and do not resource nor provide clear expectations, they may feel controlled. Remember a time you did a task, and someone came back and told you it was wrong, but you had no clear explanation of expectations at the beginning? This only sets you up to feel controlled and frustrated. Laying out expectations when we empower is a healthy control in our leadership.

Control or Boundaries

Fences are good. Think of a playground. Years ago, a study showed that kids at a playground with a fence feel free to play anywhere within the fence. Without the fence, they huddle near the teacher.⁶ Now, let’s imagine another scenario where they were shocked every time someone got near the fence. What is the difference between these two scenarios, and what does it have to do with control in our leadership?

The first scenario is a healthy boundary. Similar to when you provide clear expectations in delegation. If people know the expected outcome and are given the freedom to get there in the way they see works best, they don’t feel controlled. This is a boundary and a clear expectation that limits the project in healthy ways and provides focus. This is healthy control by the leader.

On the other hand, if, as the leader, you hover over your people and try to micromanage every step of the journey, then people feel controlled. They feel as if you are ready to zap them like the fence if they mess up. This type of control from a leader is unhealthy and will create a culture of fear.

So where do you fall in this tension as a leader? If you were to rate yourself on a scale of 1 to 5, with five being not controlling at all to the point of no boundaries and one being ready to zap people at any moment, where would you rank yourself? Like many leadership tensions, the best place to be is in the middle. We will lean toward one side over the other but aim to walk the tense tightrope balancing empowerment with control.

Need help thinking about where you fall on this? E-mail me at randy@wheelercoachingsystems.com, and let’s talk about how I can help you think into your leadership so you can lead from a healthier place. If you found this helpful, share it with others. Lead Well.

Craig Groeschel Leadership Podcast. Episode 114, “Lead Like It Matters Part I.” August 4, 2022.
Parrott, Les. The Control Freak: Coping with Those Around You. Taming the One Within. Tyndale House, Wheaton, 2000.
Lencioni, Patrick. The Advantage. Jossey-Bass, San Francisco, 2012.
Maxwell, John. The 17 Indisputable Laws of Teamwork. Thomas Nelson, Nashville, 2001.
McChesney, Chris, Covey, Sean, Huling, Jim. The 4 Disciplines of Execution. Free Press, NY, 2012.
https://www.asla.org/awards/2006/studentawards/282.html retrieved 7/9/23

Oct

2018

Leading in a Gig Economy

John McDonald, CEO of ClearObject, and I were sitting in his open office space discussing leadership and at the beginning of our time he introduced to me a concept I was unfamiliar with: the gig economy.

When I Googled this concept the dictionary definition states: “a labor market characterized by the prevalence of short-term contracts or freelance work as opposed to permanent jobs.”

What does this reality mean for leadership? McDonald had a few suggestions related to personal leadership:

We all have to be leaders of our own business which is ourselves. In a world where there is no “job security”, first and foremost we have to invest in our growth and become the best we can become. The world is ever-changing so we have a responsibility to ourselves to seek to continually grow and learn or be left behind.
Initiative and Drive. In this gig economy people are not going to hold our hands because the speed of change decreases the amount of time for that process. As leaders of ourselves we have to take initiative to solve problems and press forward each day despite difficulties.
Growth mindset. Let me explain this concept by describing what it is not. This is how we have always done it . . . it will never change . . . that is just how I am. In an ever evolving world we must seek to become the best version of ourselves we can. This means continually looking for ways to grow in our personal and professional skills. Those who grow will continue to go.

Those were a few impacts the gig economy has on personal leadership, but McDonald had multiple insights on how the gig economy impacts the way leaders effectively lead their organizations:

Flat and Empowering structure. This principle was visible in the layout of his office and even the location of his personal space . . . a cubicle in the corner where everyone could hear his conversations and see his work. Hierarchy slows the process down. In the fast-paced technology sector ClearObject works in communication must be efficient and people must be empowered to make decisions without multiple layers.
Feedback to increase creativity. When leaders in an organization are open to feedback they do not slow down progress. This feedback can also fuel creativity. If the leader is the smartest and most innovative individual in the room then he or she easily stops or slows progress. When the leader has a growth mindset and learns from those around him or her innovation thrives.
Trust. At the foundation of the first two principles there must be a culture of trust which starts with the leader. I know in my leadership journey this can be challenging because I like to understand and to some degree control everything. In order to progress at a rapid pace I must trust those around me until evidence shows me otherwise. This is such an important concept that Stephen M. R. Covey wrote an entire book The Speed of Trust on the topic and I can explore some of those principles at a later time.

These six concepts help individuals lead more effectively in a gig economy, but there was one final idea Mr. McDonald shared which summarizes the way to lead in this ever evolving environment.

Transparency, Humility and willingness to admit mistakes.

These traits will fuel the ability to live out the above principles and lead effectively in the gig economy. No matter how the world or market evolves, certain principles will continually guide effective leadership.

After looking at these principles, what is one you need to work on in order to lead more effectively and not slow down the process and therefore the potential results with what you lead?

Jan

2017

Go Ahead, Make My Day – Leading Like Clint Eastwood?

“Go ahead, make my day” is what we think of when we hear Clint Eastwood. Maybe you imagine a man who is angry and extremely demanding. You may like him or you may not, but recently I watched one of the extra features on the movie Sully and learned some leadership lessons from how he directs movies.

As I watched this documentary I realized that he embodies empowerment to those he directs. As an actor he understands what is expected of actors. Those that worked with him on this movie said he created an atmosphere of peace. He simply lets the work occur. How does he demonstrate empowerment?

Leadership expert John Maxwell in his book Developing the Leaders Around You: How to Help Others Reach Their Full Potential says there are three things people need to feel empowered:

1. Security – As I reflect on what was said about Clint Eastwood this is the first need he met. Through the comments of numerous actors involved in this movie I heard that he created security by simply providing an atmosphere of peace. Actors did not feel they were going to be yelled at or criticized because Clint is silent most of the time when he directs. They may have been given suggestions and had Clint to think with on how to do the work better, but they never felt threatened. This safe environment led to the second part of empowerment Maxwell gives.

2. Freedom – Since the actors felt safe they had the freedom to let their natural gifts come forward. Mr. Eastwood knows what it means to be an actor therefore he has empathy for the stresses, both positive and negative, those he leads feels. I would assume because of this empathy he intentionally creates the atmosphere of security mentioned above so the actors can operate out of their strengths.

3. Opportunity – During this documentary the actors explained that Clint does not do “takes”. He allows the scene to happen and keeps the cameras rolling through the entire scene. He may film the entire scene more than once, but he will not stop midway. This practice gives the actors opportunity to work without fear of failure. For example, one scene in this movie Tom Hanks was struggling to figure out how to release the life raft so it didn’t look “perfect,” but in the end it was real. The real Captain Sullenberger also struggled to figure out how to release the raft. Opportunity provides room for growth and creating something special.

So in whatever you lead, do you direct like Clint Eastwood? Do you provide those you lead with a safe environment to function? Do they feel they are free to be themselves or are they feeling pressure to be something that does not fit their natural strengths? Do you give them opportunity to be stretched and grow in their strong areas or develop new skills you see but they may not be aware they have? What is one way you can grow in your empowering leadership skills today? Comment below and share with others if you found this helpful.