{"id":34228,"date":"2021-05-12T09:57:57","date_gmt":"2021-05-12T13:57:57","guid":{"rendered":"https:\/\/www.shortform.com\/blog\/?p=34228"},"modified":"2021-05-13T22:20:37","modified_gmt":"2021-05-14T02:20:37","slug":"law-of-empowerment","status":"publish","type":"post","link":"https:\/\/www.shortform.com\/blog\/law-of-empowerment\/","title":{"rendered":"The Law of Empowerment: Don’t Be Afraid to Delegate"},"content":{"rendered":"\n

What is the Law of Empowerment? Why is it important for leaders to empower their subordinates by delegating critical functions of their organization?<\/p>\n\n\n\n

The Law of Empowerment is John C. Maxwell’s twelfth law of leadership. This law states that effective leaders have both the trust and the courage to empower others. If leaders don\u2019t empower their subordinates, they inadvertently limit their organization\u2019s success because others aren’t allowed to reach their full potential.<\/p>\n\n\n\n

Keep reading to learn about the Law of Empowerment by John C. Maxwell.<\/p>\n\n\n\n\n\n\n\n

The Law of Empowerment<\/h2>\n\n\n\n

To lead well you need to share your power, especially with other leaders.<\/strong> If you give people responsibility, authority, and resources, and help them develop as leaders, they\u2019ll achieve. Believe in people, because when you, as a leader, believe in them, they\u2019ll believe in themselves.<\/p>\n\n\n\n

If you don\u2019t follow this law, your organization will suffer.<\/strong> Followers will give up on their work, or leave.<\/p>\n\n\n\n

There are three reasons leaders struggle with the Law of Empowerment:<\/p>\n\n\n\n

  1. Fear of loss.<\/strong> Some leaders worry that if they empower their followers, their followers will surpass or replace them. This may happen in the short term, but being able to train leaders is a very valuable skill. If the people you lead are always successful, people will realize that they are successful because of how you <\/em>developed them.<\/li>
  2. Fear of change.<\/strong> By nature, people resist change<\/a>. As a leader, you must consciously fight against this fear. Change improves organizations. You must be willing not only to change, but to spearhead the change.<\/li>
  3. Fear of unworthiness.<\/strong> If you\u2019re self-conscious, you may think you personally don\u2019t have any power, and if you don\u2019t have power yourself, then you can\u2019t share it with others. Good leaders believe that a single person can make a change, whether that person is themselves or their followers.<\/li><\/ol>\n\n\n\n

    Example of a Failed Application of the Law: Ford Motor Company<\/strong><\/h3>\n\n\n\n

    In 1903, Henry Ford cofounded Ford Motor Company. His goal was to build a car that was affordable for the average American. He came up with the Model T and fell so in love with it that he refused to change anything about the design.<\/strong> One day, his designers presented a prototype of a new and improved model, and Ford was so angry he tore the prototype\u2019s doors off and destroyed the rest of the car with his bare hands.<\/p>\n\n\n\n

    Ford wasn\u2019t only protective of his designs. He didn\u2019t like giving others authority over <\/strong>anything<\/em><\/strong>.<\/strong> He created a \u201csociological department\u201d to keep an eye on his employee\u2019s personal lives. He undermined his leaders, even his son Edsel, who was president of the company.<\/p>\n\n\n\n

    The company suffered. In 1914, Ford Motor Company had produced almost half the cars in the US, and by 1931, the company\u2019s market share had almost halved. The best employees left.<\/p>\n\n\n\n

    The company got another chance when Henry Ford II, Henry Ford\u2019s grandson, took over the company and convinced his grandfather to step away. Ford II knew he needed help to run the company and looked for talent. He hooked up with several strong leaders and they turned the company around. However, Ford II then made the same mistake as his grandfather\u2014he failed to consider this law<\/strong>. He felt threatened by the strong leaders. He pitted them against each other and demoted them when they were most successful. He couldn\u2019t share power with others, and the company and its employees suffered, just like they had under his grandfather.<\/strong><\/p>\n\n\n\n

    Example of a Successful Application of the Law: Abraham Lincoln<\/strong><\/h3>\n\n\n\n

    Most presidents select their cabinet members from their allies. Abraham Lincoln chose people who disagreed with him, his political rivals, and his antagonists\u2014people who were potentially as strong or stronger than him. He was confident enough in his own leadership that he had no problem giving power to other leaders.<\/strong><\/p>\n\n\n\n

    Lincoln empowered others throughout his presidency. He didn\u2019t micromanage or look over the shoulders of his generals.<\/strong> When Lincoln gave General George G. Meade command of the Potomac army, Lincoln told him that it was a very important command, that he believed Meade could handle it, and that Meade had full control of the army\u2014Lincoln wouldn\u2019t interfere. While Meade wasn\u2019t perfect, he did a great job with his first major assignment\u2014Gettysburg.<\/p>\n\n\n\n

    Applying the Law of Empowerment<\/strong><\/h3>\n\n\n\n

    To empower people, you need to believe in them.<\/strong> If you have trouble with this, reflect on your followers. Consider their positive qualities, strengths, and potential. Think about what they could do if they reached their potential, and then help them reach it.<\/p>\n\n\n\n

    Empowering people also involves sharing authority.<\/strong> If you have trouble with this, start by identifying your best people, and then set them up to be successful. Help them choose goals, give them the resources and responsibility they need to achieve the goals, and if their first try fails, jump in and help them to succeed. Once you see people doing a good job with the power you\u2019ve given them, it will be easier to share power the next time.<\/p>\n","protected":false},"excerpt":{"rendered":"

    What is the Law of Empowerment? Why is it important for leaders to empower their subordinates by delegating critical functions of their organization? The Law of Empowerment is John C. Maxwell’s twelfth law of leadership. This law states that effective leaders have both the trust and the courage to empower others. If leaders don\u2019t empower their subordinates, they inadvertently limit their organization\u2019s success because others aren’t allowed to reach their full potential. Keep reading to learn about the Law of Empowerment by John C. Maxwell.<\/p>\n","protected":false},"author":7,"featured_media":11572,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[45,14,9],"tags":[276],"class_list":["post-34228","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-business","category-management","category-psychology","tag-the-21-irrefutable-laws-of-leadership","","tg-column-two"],"yoast_head":"\nThe Law of Empowerment: Don't Be Afraid to Delegate - Shortform Books<\/title>\n<meta name=\"description\" content=\"The Law of Empowerment is the 12th law in the 21 Irrefutable Laws of Leadership. It states that great leaders share their power. 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