{"id":129980,"date":"2024-09-27T09:58:59","date_gmt":"2024-09-27T13:58:59","guid":{"rendered":"https:\/\/www.shortform.com\/blog\/?p=129980"},"modified":"2024-10-01T11:16:07","modified_gmt":"2024-10-01T15:16:07","slug":"how-to-empower-your-team-2","status":"publish","type":"post","link":"https:\/\/www.shortform.com\/blog\/how-to-empower-your-team-2\/","title":{"rendered":"How to Empower Your Team to Make Their Own Choices"},"content":{"rendered":"\n<p>When is it time to let your team do their jobs on their own? How can you <a href=\"https:\/\/www.shortform.com\/blog\/how-to-empower-employees-as-a-leader\/\">empower your employees<\/a> from afar?<\/p>\n\n\n\n<p>Marty Cagan and Chris Jones advise that leaders should give teams ownership of their duties, promote a culture of collaboration, and understand that mistakes are essential to success. Giving your team authority is positive reinforcement that empowers them to succeed on their own.<\/p>\n\n\n\n<p>Learn <a href=\"https:\/\/www.shortform.com\/blog\/how-to-empower-your-team\/\">how to empower your team<\/a> by letting them take control of projects and reassuring them that failure is okay.<\/p>\n\n\n\n<!--more-->\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-encouraging-authority-among-employees\"><strong>Encouraging Authority Among Employees<\/strong><\/h2>\n\n\n\n<p>To promote a <a href=\"https:\/\/www.shortform.com\/blog\/the-endowment-effect\/\">sense of ownership<\/a> in your team, say Cagan and Jones, product leaders should <strong>set clear, meaningful objectives rather than giving teams lists of jobs to do<\/strong>. By defining \u201cwhat\u201d needs to be achieved without dictating \u201chow,\u201d you make team members responsible for the <em>results <\/em>of their work, not just for following a specified method. Granting teams this type of ownership over their objectives is an effective method of learning <a href=\"https:\/\/www.shortform.com\/blog\/how-to-empower-employees\/\">how to empower employees<\/a> while not hovering because it encourages workers to feel responsible for achieving the company\u2019s wider mission. This increases team members\u2019 engagement, which then opens doors to innovation. After all, when workers start thinking like <em>owners<\/em>, they turn their focus to the <em>outcome <\/em>of their work instead of just making sure all their tasks are done.<\/p>\n\n\n\n<p>(Shortform note: The idea of giving teams objectives to accomplish rather than instructions to follow didn\u2019t originate with Cagan and Jones, and perhaps not even in the business world at all. In the late 1800s, a German general named <a href=\"https:\/\/www.britannica.com\/biography\/Helmuth-von-Moltke\" target=\"_blank\" rel=\"noreferrer noopener\">Helmuth von Moltke<\/a> implemented the military strategy called <a href=\"https:\/\/www.armyupress.army.mil\/Portals\/7\/Hot-Spots\/docs\/MC\/MR-Sep-Oct-2002-Widder.pdf\" target=\"_blank\" rel=\"noreferrer noopener\"><em>Auftragstaktik<\/em><\/a><em> <\/em>to <a href=\"https:\/\/www.shortform.com\/blog\/dealing-with-uncertainty\/\">deal with uncertainty<\/a> on the battlefield. Instead of laying out steps that each soldier had to follow, Moltke set overall objectives and trusted soldiers to meet them in the most appropriate way. This allowed soldiers to adapt quickly to constantly shifting combat situations. This strategy continues to serve as a model for <a href=\"https:\/\/www.shortform.com\/blog\/why-more-is-less\/\">maximizing<\/a> individual <a href=\"https:\/\/www.shortform.com\/blog\/methods-of-decision-making-crucial-conversations\/\">decision-making<\/a> power and adapting to dynamic situations.)<\/p>\n\n\n\n<p>Next, Cagan and Jones recommend that you <strong>encourage interactions between team members so individuals can collaborate and learn from each other<\/strong>. Collaboration in this case doesn&#8217;t imply that your team should make decisions based on consensus or compromise\u2014instead, team members should work together toward solutions that derive from each person\u2019s unique knowledge and skills. This constructive sharing of ideas boosts growth and confidence within your team while working toward your company\u2019s larger business goals.<\/p>\n\n\n\n<p>Lastly, to truly <a href=\"https:\/\/www.shortform.com\/blog\/team-empowerment\/\">empower a team<\/a>, say Cagan and Jones, <strong>product leaders must understand that failures are often stepping stones toward success<\/strong>. Rather than punishing mistakes, leaders should nurture a work environment where exploration is encouraged. Experimentation often leads to new breakthroughs faster than conventional methods might allow. Keep in mind that innovative exploration only thrives when team members feel psychologically safe. As a leader, it\u2019s your task to ensure your team feels respected and that their contributions are valued as crucial to the business\u2019s innovative growth and progress, even when their contributions and ideas don\u2019t work out as intended.<\/p>\n\n\n\n<p>(Shortform note: Cagan and Jones\u2019s words on <a href=\"https:\/\/www.shortform.com\/blog\/reframing-thoughts\/\">reframing failure<\/a> also imply that you should change your attitude toward success. Though it may seem counterintuitive, management expert Peter F. Drucker explains in <a href=\"https:\/\/www.harpercollins.com\/products\/innovation-and-entrepreneurship-peter-f-drucker?variant=32118080077858\" target=\"_blank\" rel=\"noreferrer noopener\"><em>Innovation and Entrepreneurship<\/em><\/a> that success pulls resources <em>away <\/em>from innovation. A business\u2019s focus on its successful activities can make it overlook new ideas or risky side projects as being less significant than the company\u2019s established initiatives. It requires a conscious decision to redirect resources away from successful endeavors, and because of the risks involved with new ideas, Drucker writes that companies should pursue three times as many innovative projects as they think they\u2019ll need for the future.)<\/p>\n\n\n\n<figure class=\"wp-block-table\"><table><tbody><tr><td><strong>Collaboration and Psychological Safety<\/strong><br><br>Though Cagan and Jones only touch on it briefly, one prerequisite for the degree of collaboration they espouse is <em>psychological safety<\/em>. Research by Google underscores the value of <a href=\"https:\/\/www.integral.global\/blog\/a-hrefhttpnytims20vn3sz-targetblankwhat-google-learned-in-its-study-to-find-the-perfect-teama\" target=\"_blank\" rel=\"noreferrer noopener\">creating a space where team members feel safe to take interpersonal risks<\/a>. This kind of safety requires the acceptance of diversity, transparency in discussing problems, and an assurance that mistakes don&#8217;t lead to repercussions. Once these conditions are in place, team members feel safe to seek help from others and still feel that their contributions are valued, which in turn means they&#8217;re likely to be more innovative and productive.<br><br>Showing interest in your team members\u2019 development, as Cagan and Jones previously advised, can also contribute to an atmosphere of <a href=\"https:\/\/www.shortform.com\/blog\/psychological-safety-at-work\/\">psychological safety at work<\/a>. In <a href=\"https:\/\/shortform.com\/app\/book\/the-coaching-habit\" target=\"_blank\" rel=\"noreferrer noopener\"><em>The Coaching Habit<\/em><\/a>, Michael Bungay Stanier writes that <a href=\"https:\/\/shortform.com\/app\/book\/the-coaching-habit\/chapter-4#2-you-create-psychological-safety\" target=\"_blank\" rel=\"noreferrer noopener\">directly asking people what they want<\/a>\u2014as in, how they would like to grow their skills or progress in their careers\u2014creates a sense of safety because many people aren\u2019t used to expressing their needs directly out of fear of being rejected. Asking team members what they want for themselves sends the message that you\u2019re on their side, you value their input, and it\u2019s safe for them to relax and lower their defenses while at work, freeing their minds to <a href=\"https:\/\/www.shortform.com\/blog\/be-more-productive\/\">be more productive<\/a>.<\/td><\/tr><\/tbody><\/table><\/figure>\n","protected":false},"excerpt":{"rendered":"<p>When is it time to let your team do their jobs on their own? How can you empower your employees from afar? Marty Cagan and Chris Jones advise that leaders should give teams ownership of their duties, promote a culture of collaboration, and understand that mistakes are essential to success. Giving your team authority is positive reinforcement that empowers them to succeed on their own. Learn how to empower your team by letting them take control of projects and reassuring them that failure is okay.<\/p>\n","protected":false},"author":14,"featured_media":130989,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[45,14],"tags":[1586],"class_list":["post-129980","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-business","category-management","tag-empowered","","tg-column-two"],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v24.3 (Yoast SEO v24.3) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>How to Empower Your Team to Make Their Own Choices - Shortform Books<\/title>\n<meta name=\"description\" content=\"Executing a vision can be discouraging when experiments start to fail. To reframe failure, learn how to empower your team with motivation.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.shortform.com\/blog\/how-to-empower-your-team-2\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"How to Empower Your Team to Make Their Own Choices\" \/>\n<meta property=\"og:description\" content=\"Executing a vision can be discouraging when experiments start to fail. 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