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00:00Empowerment in Leadership. Welcome to our seventh topic in The Leader's Journey.
00:18In the next three videos, I will share a fundamental aspect for achieving success in
00:23Every work group, organization, and community. Empowerment in the Work Team.
00:30Before we begin and go into detail, I want to share that for me this topic is
00:37essential and causes a lot of havoc for the leader when it comes to carrying out actions.
00:44After sharing in the previous topic the competencies of a leader at the character level and
00:49Capabilities, do you remember them? Well, now we'll look in detail at one of the necessary skills
00:55for effective leadership. In our culture, we are used to doing what is expected.
01:02The boss says so. Few, if any, people question anything. If any opposing idea is expressed,
01:08It is immediately eliminated, extinguishing what little or no interest there is in the team
01:15to be participants in their project. Not empowering them inhibits or breaks down any initiative that could
01:23Contribute to and develop any collaborator or team member. Completely cut off gifts and/or charisms.
01:32that could manifest and develop. It's like uprooting that tender little plant that's just starting.
01:40to grow, which is still far from bearing fruit, but is cut down as soon as it has grown a few centimeters.
01:48Empowerment requires a substantial change in attitude. The most crucial place where this change must take place
01:56It is at the heart of every leader. For empowerment to succeed, leaders must give
02:03the leap of faith and the battle against habit and tradition. For example, most of our
02:10Group coordinators continue to define empowerment as giving people the power
02:16of making decisions. Perhaps this flawed definition explains why so many groups or communities
02:23They find it difficult to engage the minds and hearts of their collaborators.
02:28Empowerment is defined as the leader giving power to collaborators.
02:35The coordinator still considers this person to be the controller and overlooks the essential aspect,
02:41namely, that people already possess a great deal of power, which resides in their knowledge,
02:48in their experience and their internal motivation. The correct definition we could give to
02:55Empowerment is the creation of an organizational climate that unleashes knowledge, experience, and
03:03motivation resides within people. However, this concept, which may seem familiar to those...
03:12Organizations are rarely exercised as much by group coordinators and leaders as by the
03:19These same direct servers also don't understand what empowerment is. Many of them feel that
03:27If they are empowered, they will be given free rein to do as they please and make all the decisions.
03:34keys to their tasks. Servers often don't understand the price of the freedom to share the
03:42Risks and responsibilities. Indeed, a culture of empowerment demands accountability.
03:49much greater from direct reports than a hierarchical culture. However, it is precisely this
03:57a frightening increase in responsibility that engages people and gives them a sense of purpose
04:04of implementation. The opportunities and risks of empowerment energize both the servers or
04:13direct collaborators such as community or group leaders or coordinators. Does it work?
04:20Empowerment in the real world? You bet it is. There is compelling research and facts that
04:28They demonstrate that when people are empowered, groups or communities benefit. If we recall
04:36Chapter 3 of the Book of Enemies, where everyone participated in the rebuilding, one of them had to...
04:42Some built the walls, others the gates; some lifted beams, others placed locks.
04:49bars, etc. It is important to emphasize that everyone contributed. They were empowered to do their part.
04:58tasks regardless of their profession. How did they get motivated? Simply by clearly stating the objective.
05:07Assigning the task and providing the authority to carry it out were key to completing the project.
05:15We know beforehand that most of us are quite used to working under
05:23External guidance and control. The following questions are very familiar to us. For example,
05:31at school. What does the teacher want me to do to get good grades?
05:37Another common scenario in community work is: What does my boss or coordinator want me to do?
05:47Because we have spent our lives under a hierarchical framework of thought,
05:53We are much less used to facing questions like these in school. What do I want?
06:00What will I learn in this class? How will I know I've learned something I can use later? What do I need to
06:09How can I help my church and/or community succeed? These are the kinds of questions that arise and demand answers.
06:17responses when an organizational culture begins to support empowerment. Many of us possess
06:26Skills as parents, teachers, coordinators, or group leaders, acquired with difficulty, that fill
06:35of expectations regarding the role played by leaders based on the assumption of the
06:42Hierarchical responsibility. We truly feel it is our responsibility as parents, teachers, or leaders.
06:50Telling people what to do, how to do it, and why it needs to be done. We think that doing the
06:59Asking questions like these to children, students, or direct collaborators would be evading our responsibility.
07:06What do you think needs to be done and why is it important? What do you think your goals should be?
07:14What do you think you should do to achieve them? Considering that many times, as leaders
07:23Knowing they will be held accountable for the results, many are reluctant to relinquish control to
07:31their direct collaborators, since leaders exhibit a natural resistance to relinquishing the
07:38empowerment because they consider it a threat to the control they have. Ironically, it is through
07:46the development of individuals and their talents, how can we have better and greater public servants
07:52committed to their ministry, as well as becoming mentors and new leaders in their communities.
07:59Let's look at the three keys to effective empowerment. The first key is sharing information with
08:08everyone. One of the best ways to build trust and accountability in people is to share.
08:15The information. To provide group members with the information they need.
08:21It enables them to make decisions in their assigned work. Sharing information sometimes
08:28It is assumed to reveal information that is considered privileged, even on confidential matters and
08:34important things that in many cases we are not used to revealing, such as future plans to
08:39To carry out projects, retreats, etc. To provide individuals with more complete information
08:47It communicates confidence and creates the idea of being in this together, and helps them think more broadly about
08:55the organization and interrelationships of the various groups, resources and goals.
09:01By having access to information that allows them to understand the big picture, individuals
09:07They can better appreciate the scope of their contribution and how their behavior is reflected in others.
09:14aspects of the organization. All of this leads to responsible use in accordance with the goals of
09:22People's knowledge, experience, and motivation. While this is opposed to the
09:29Hierarchical administration is based on the following premise: People who do not have
09:35People without accurate information cannot act responsibly.
09:43They feel compelled to act responsibly. The second key to empowerment is creating autonomy.
09:53above the borders. In a hierarchical culture, borders are really like wire fences.
10:00barbed wire. They are designed to control people and keep them in or out of certain areas.
10:08places. In an empowering culture, borders are like rubber bands that can be expanded.
10:18to allow people to take on greater responsibilities as they grow and develop.
10:25In an empowering culture, employees also receive training and skills development
10:32necessary to enable greater autonomy. Borders help people clarify their vision
10:41general, as well as the specific vision. The power of vision in the leader becomes indispensable, since they must
10:50Communicate it in a clear, forceful, and convincing way that motivates and guides people.
10:56The organizational or group vision is the big picture. Boundaries help people see how
11:05Your puzzle piece is inserted into that picture. Declaring the boundaries transforms the picture
11:13general in specific actions. It allows individuals to set goals that help the organization.
11:21to achieve that overall picture. Such goals are not seen as ends in themselves, but rather as milestones of progress.
11:28through collaboration. Empowerment means that people have the freedom to act and also
11:37who are responsible for the results. Third key to empowerment: replacing the old hierarchy
11:46by self-directed individuals and teams. As people learn to be more autonomous
11:54Thanks to the use of information and now shared borders, they must move away from the
12:01dependence on hierarchy. However, what will replace the clarity and support of hierarchy?
12:09The answer is, self-directed individuals, that is, highly skilled and interactive groups with
12:18Excellent organizational skills and talents. This highlights the importance of the leader focusing their
12:25skills in developing their people, getting to know them well, training them in their tasks, supervising to
12:32then move to a delegation empowered in its tasks, which will provide the opportunity to
12:39Developing the skills of new leaders. At the end of this class, I will give an example in the
12:45The importance of developing people and ensuring a smooth handover so that things can change.
12:51Continue with new people. Avoid the many cases where completed projects fall apart because
12:59lack of committed leaders to ensure continuity.