Permission empowers; what happens when it’s missing?
“No, but you should always ask.” My first consulting role required acquiring new content knowledge and was amply supported by the executive I reported to. As I was galavanting across North America getting professionally developed I got wind of a conference in New Zealand, which naturally sounded like an ideal learning environment. Although I already knew the answer, I proceeded to ask if I could attend. Her response still rings in my ears and I often remind myself to apply it.
This leader’s disposition permeated into every aspect of my work with her, including her words consistently matching her actions which centered on empowering me to execute successfully. My responsibilities were primarily designing and delivering sessions that would engage leaders on a mass cultural transformation project, with the initial stages requiring building understanding of a new mental paradigm. To support implementation I served as the executive’s proxy with the leaders, helping them customize their approaches to meet the specific needs at almost 100 different sites. Easy right?! But although it was complex, nuanced and in constant flux, her permission bestowed upon me the confidence to try, and by extension to site leadership as well.
This is where I first saw how important permission is, especially when trying to move culture.
I can’t tell you how many times I would show up to support a site leader where they shared the context of their situation, including what they’ve done and also what they wanted to do. That latter part was accompanied with an assumption that they couldn’t spend time on their people, like it somehow wasn’t allowed. The business goal KPIs were always at the forefront and supporting the cultural needs was seen as a luxury we couldn’t afford. However, as I had clarity of my leader’s expectations, I would reinforce her message with confidence: you have the support of our executives to spend focused time on developing your people and culture. It would often surprise me as I was in a support role while those who were above me were asking for permission, however I served as a proxy, which allowed the repetition of messages, their reinforcement, and their granular application to integrate into the organization for a more comprehensive implementation.
Those leaders didn’t ask outright if they could focus on people, it was only me picking up on what was shared and not shared where I recognized they required reassurance.
People need permission, including leaders. They need to know that if they take action that it’s being supported (or not, for that matter). Unfortunately, most are not asking for the permission outright however it’s important to know that it’s sought, almost always. As leaders, your words and actions will communicate whether your people are empowered to try and to take action, assuming this is what you want! The option of not trying, or what we can call the status quo, is always an option. You already know the results from that.
Empowering people is needed for our world of work these days, to meet its complexities, especially when so many are being asked to do things differently. Permission empowers. It communicates respect and allows people to feel supported to try, which is needed if we are to do things differently and have success.
I can support you in building skills to empower others, ensuring people believe they always have your permission:
Individually as a reflective partner, as sometimes what we intend and how it lands aren’t always aligned (and the confidential conversations with me allow you to refine the skills you need with a supportive audience.)
Working with your team to understand better what it takes to try, how they can support their reports through empowerment and how the permission to do so is reinforced throughout (in a collaborative learning environment, as sharing is caring!)
Supporting enterprise implementation as your proxy, providing reinforcement, empowerment, examples and feedback loops for agile response, to advance your goals more quickly and thoroughly (who doesn’t want that?!)
A dear friend has long been a big fan (and frequently quoted) Jim Rohn, who was a motivational speaker emphasizing trying. I’ll leave you with one of his staples, imagine it delivered with a Texas twang: “If you think trying is risky, wait until they hand you the bill for not trying”. Do your people have the permission to do so?