There is a lot of talk about empowerment in leadership circles; empowering employees, empowering teams, and empowering cultures. But I believe the word ‘empower’ is not the word – or the approach – that we want or that our teams need. Instead, I think our employees, teams and cultures need their leaders to ‘enable’ them.
The distinction between these two words matters because the difference shows up in the level of success all levels will reach.
Empowerment Is About Self
People are already empowered. That internal self-propelled drive is also known as self-motivation. Sure, some people are more motivated than others and about different things. But how successful they will be often depends on how enabled they are.
You and I are usually curious, feel ownership, know our work matters, are aware we can (could) influence outcomes and want to take initiative to be successful. But we may not feel (know) we are supported… enabled to succeed. Instead, we may feel we are working without a shared vision, or without the tools, training and support required to be as successful as we could be. In short, we feel empowered but not enabled.
Can someone be “made” empowered? Short answer: Yes, a little… but very slowly with a lot of trust, work, and support. And the result will likely be less than we would hope for (which is why hiring very important). But I know first-hand that poor leaders can destroy the conditions for someone who is empowered… and that can happen at lightning speed.
Enablement Is a Leadership Responsibility
Enabled people do feel they have what they need to succeed.
Enabled employees work in an environment that reduces friction. Their environment adds focus, support, knowledge and resources as well as opportunity. And enabling someone is not one-size-fits-all; it comes in as many unique forms as there are unique employees and teams.
Enabling someone is not about speeches or slogans. If you and I are not enabled, we have limited authority or power to influence projects even though we do feel ownership and know we can (could) positively influence outcomes and be successful. It’s like giving a skilled chef who takes pride in their work the responsibility to make dinner for your family, but not giving them a meal plan, a list of your allergies, the money to buy the ingredients and time to prepare. They can’t create food out of thin air – they can’t succeed for you without being enabled.
Inspired leaders enable their team when they:
1. Set / discuss goals.
2. Clarify priorities.
3. Approve budgets aligned with expectations.
4. Reduce unnecessary approvals.
5. Remove roadblocks.
6. Provide appropriate resources.
7. Invest in relevant training.
8. Act as champions for the work.
9. Protect their employees and teams from distractions.
10. Make additional, unexpected support decisions in a timely way.
Inspired Organization Cultures Need Both Empowered and Enabled Employees
When empowered people operate in environments that do not enable them, frustration grows, engagement declines, cynicism creeps in, and high performing employees quietly leave. This happens not because they lack motivation, but because the path is unnecessarily obstructed, uninspiring and even frustrating.
On the other hand, if someone lacks internal drive but is part of an enabled culture with excellent systems and resources, you may get output, but rarely excellence, consistency, creativity, loyalty, or discretionary effort. Compliance and complacency will likely set in. High performance requires employees be both empowered and enabled. Another reason hiring is critically important.
Empowered employees provide the internal capacity while leaders enable those employees by clearing the path and investing in a supportive culture and tools.
How Inspired Leaders Empower Their Employees / Teams
Inspired leaders understand the difference between being empowered and being enabled. They do not assume that motivation by one or more people alone will carry a team forward. Nor do they rely on inspirational messaging while ignoring structural friction.
Inspired leaders ask important questions. For example, instead of asking “Have I empowered my team?” They ask:
1. Do I trust my employees / my team? And “why?”.
2. Do my employees / my team trust me?
3. Am I certain everyone understands our shared vision and what it means to their / our success?
4. How do I help each employee feel respected and valued?
5. What obstacles do my people face that I don’t see?
6. Where might my team be slower than expected… or slower than yesterday?
7. What approvals exist out of habit rather than necessity?
8. Are expectations aligned with resources… and vice versa?
9. Where might I unintentionally be a barrier?
10. What are our shared expectations about giving constructive feedback, why, and how?
These leaders also know trust and accountability is practiced for them and their team. These questions require self-awareness and humility by champions and with the ability to make a difference. It’s not uncommon for leaders to be a bottleneck – not out of ego, but out of habit or because that is the behaviour they learned from their mentors.
Enablement requires anticipating challenges and acting quickly when unexpected challenges appear. It requires leaders develop a trusting people-first culture. It requires leaders to be a champion – not just in words, but everywhere and all the time. It requires clearing the path so individuals and teams can be flexible, creative, collaborative, loyal, and high performing.
Conclusion: A Shift In Language And Practice
Being an enabled leader / organization requires vigilance. I am hoping you see I am suggesting it’s time we adjust our language so we can offer the support and direction needed.
Inspired leadership is not about pushing people forward. It is about clearing the path so they can move forward themselves. This shift reframes leadership responsibility away from endless control, bureaucracy, and procedures and moves us toward action.
When motivation, inspiration, and enablement work together, something powerful happens. People move forward with confidence. Energy is directed, not dissipated. Obstacles are seen as challenges to solve, not chronic frustrations to endure. And success soars.
That is when performance becomes sustainable. And that is when leadership truly becomes inspiring.