Empowering Your Employees to Empower Themselves,这对我来说是一个全新的思考方法。一直以来,我看到的都会是Empower somebody to do something,还从来没有看到过Empower someone to empower themselves.

在个人成长方面,我一直都同意说人的主动性(be proactive)是最重要的。只有这个人有主动性,才能有持续的成长。如果只是靠某些人不停地在那里推着其向前进,那绝不是最好的办法。但是我还一直没能很传神地把它表达出来,直到这篇文章的出现。

文章本身写得可以,但最激发灵感的就要数”Empower people to empower themselves”这个理念了,不管是做培训(Training),还是咨询(Consulting),抑或是教练(Coaching) ,这都会是一个非常完美的局面。

因此,在昨天Project YoungPros的第8次regular meeting,我们确定了将其写入我们的愿景。愿景的最后 版本还要等我们的Cindy同学帮我们publish出来。




作者:Marshall Goldsmith

Marshall Goldsmith is recognized as one of the world’s leading executive educators and coaches. Dr. Goldsmith’s 30 books include What Got You Here Won’t Get You There and MOJO.


As a manager or leader, do you let your people assume more responsibility when they are able? Do you know when that is, or do you keep telling yourself that they aren’t ready yet?

In my travels from organization to organization, I talk with thousands of people every year who want to be treated as “partners” rather than as employees. They want information to flow up as well as down. But, oftentimes, leaders do not want to give up control.

I knew a CEO who was the leader of one of the world’s largest global organizations. He received feedback that he was too stubborn and opinionated. He learned that he needed to do a better job of letting others to make decisions and to focus less on being right himself. He practiced this simple technique for one year: before speaking, he would take a breath and ask himself, “Is it worth it?” He learned that 50% of the time his comments may have been right on, but they weren’t worth it. He quickly began focusing more on empowering others and letting them take ownership and commitment for decisions, and less on his own need to add value.

Your employees understand their jobs. They know their tasks, roles, and functions within the organization, and it’s time for you to let them do what they need to do to get the job done. But there is a critical point that is often missed: It isn’t possible for a leader to “empower” someone to be accountable and make good decisions. People have to empower themselves. Your role is to encourage and support the decision-making environment, and to give employees the tools and knowledge they need to make and act upon their own decisions. By doing this, you help your employees reach an empowered state.

The process does take longer — employees will only believe they are empowered when they are left alone to accomplish results over a period of time — but it’s effective and worth the time. If a company has a history of shutting down or letting go of initiators, for instance, the leader can’t just tell employees, “You are empowered to make decisions.”

Part of building an empowering environment is dependent on the leader’s ability to run interference on behalf of the team. The leader needs to make sure people are safe doing their jobs. To make sure this happens, an ongoing discussion of the needs, opportunities, tasks, obstacles, projects, what is working and what is not working is absolutely critical to the development and maintenance of a “safe” working environment. You are likely to spend a lot of time in dialogue with other leaders, employees, team members, and peers.

Following are a few things leaders can do to build an environment that empowers people.

  1. Give power to those who have demonstrated the capacity to handle the responsibility.
  2. Create a favorable environment in which people are encouraged to grow their skills.
  3. Don’t second-guess others’ decisions and ideas unless it’s absolutely necessary. This only undermines their confidence and keeps them from sharing future ideas with you.
  4. Give people discretion and autonomy over their tasks and resources.

    Successful leaders and managers today are willing to exercise their leadership in such a way that their people are empowered to make decisions, share information, and try new things. Most employees (future leaders) see the value in finding empowerment and are willing to take on the responsibilities that come with it. If future leaders have the wisdom to learn from the experience of present leaders, and if present leaders have the wisdom to build an environment that empowers people, both will share in the benefits.

    There are many more things that leaders can do to build and environment that empowers people. Please send any ideas you have. I would love to hear them!

    (This is the end of the article)

    Jeff Wang

    What We Can Imagine, What We Can Achieve!