Employee empowerment: how to let go in order to release employee potential.

“Leave me alone, I know what I’m doing.”

It’s become a famous quote from Formula One, said by World Champion Kimi Raikkonen in the middle of a race, in response to a radio message offering advice.

It’s a good example of management interference getting in the way of employee empowerment.

The theory about empowerment is clear, and the evidence for its benefits compelling. Give capable workers a good degree of autonomy and research predicts they will be more productive, innovative and satisfied in their work and careers.

And certainly, German employees need to feel more positive about their employment. Right now, the engagement of German employees has sunk to its lowest level in 10 years.

Nearly 20% of the German workforce is actively disengaged.

This is costing the German economy between 118.1 and 151.1 billion euros in lost productivity. This translates into an increase in German employees’ willingness to switch employers. That’s the last thing that German firms facing a shortage of skilled workers will want.

So, where to begin?

The best place to start any move towards greater empowerment is not with the employee, but with the manager. Because there is a certain mind-set required for granting serious autonomy.

“For many managers, letting go of control is very difficult”, says Ralph Göller, Partner at Odgers Berntson Germany.

After all, most managers are there to manage and control things, aren’t they? As HBR points out, “They see their role and status as tightly linked to their decision-making authority. Delegating responsibility is seen as a diminution of their power. While they might appear confident and assured, underneath they may feel insecure and lack sufficient trust in others.”

To get comfortable with the idea of giving up some control might mean examining your management style and adjusting it accordingly. It will be uncomfortable for some, but it’s worth reminding yourself of the positives. Such as the potential increase in the quality of your decision-making when you have fewer managerial responsibilities and can focus more on innovation and personal growth.

Start slow

If the prospect still makes you nervous, don’t do things in one giant leap, but rather several small steps. 

Rather, opt for a staggered transition of responsibilities. Identify the most capable people and then give them some low-risk decisions. The higher the likelihood of success, the greater will be the boost to everybody’s confidence, including yours.

Not everyone is capable to make judgments for themselves, particularly those that they have usually seen to be made by those in authority.

So, there must be some structure to the process. People must understand very clearly what is expected. The problem must be well-defined.  Furthermore, they must have all the tools necessary to make decisions. Data will be key – do they have the right access, skills and support to use it to the max?

As much as employees are empowered to make decisions, there is a line where, as they say, ‘the buck stops’.

There will always be some decision-making that is simply too critical to delegate. Understanding and defining what is, and is not, off limits is critical.

Hold back and let employees shine

One thing you shouldn’t do is delegate responsibility and then disappear. Employees need to know that you will help them but will not micromanage every aspect.

So, be available for regular consultation, but keep it light. Try not to impose your perspective, but rather provide suggestions that respect their point of view.

It will be difficult not to intervene if things do not appear to be going according to expectation. Unless there is a significant risk to the business, of course.

“An empowering manager is able to give support even if the outcome isn’t what you expected”, says Thomas Dorn, Principal at Odgers Berndtson Germany.

The fact is that people need to experience some level of failure to learn and grow. On the opposite side of the coin, it will be important to reward and publicly acknowledge success. Motivation for everyone.

Something to talk about

To discuss your current talent plans, or your individual career trajectory and ambitions, please don’t hesitate to get in touch. We’ll be keen to hear from you.