True empowerment comes when we start to closely examine the beliefs

Empowerment has been a buzzword in leadership for several decades. It is almost impossible to get through a leadership-related conversation without hearing it!

As a concept, empowerment started to gain traction in 1990s due to the recognition of human capital as a valuable asset led organizations to focus on creating a more employee-centric culture. Empowerment thus became an essential element emphasizing the importance of valuing and involving employees in decision-making to enhance employee engagement, motivation, and productivity.

However, while empowerment is a valuable concept, its successful implementation requires commitment from leaders and a supportive organizational culture that fosters trust and collaboration.

Kid you not, in my line of work, I’ve witnessed endless pseudo-empowerment in the workplace.

What is “Pseudo empowerment”?  

It is this deceptive or superficial act gives employees the illusion of empowerment without providing them with genuine authority, autonomy, or influence over their work and decision-making processes.

For example, employees may be encouraged to provide input or participate in discussions, but ultimate decision-making power remains at the top levels of management only! Or employees might be included in meetings or committees, but their opinions and ideas may not be taken seriously or acted upon; or despite being told they have empowerment, employees may face constant monitoring and micromanagement…

Honestly, pseudo empowerment can be worse than no empowerment at all! 

Employees who experience no empowerment might clearly understand their limited authority and decision-making capabilities. However, in the case of pseudo-empowerment, they are deceived into believing that they have power and control when, in reality, they do not. This can lead to even greater frustration, and distrust.

Cultivating true empowerment requires a commitment from top leaders to unveil their power within through self-examination of their beliefs! Because true empowerment emerges when we courageously confront and reshape our beliefs.

Why?

Beliefs are the building blocks of our perception of the world and our place in it. Often, they remain unconscious, driving our thoughts and actions without our conscious awareness. To achieve true empowerment means shining a light on these deeply ingrained beliefs and examining their roots to embody those that enable us to take empowering actions and unroot those holding us back.

Pseudo-empowerment is often rooted in deep-seated beliefs that may be held by the senior leaders and ingrained in the organisation’s culture, which can be subtle, but need to be unrooted if your goal is to harness the power of true empowerment.

How?

Carve some quiet time to reflect, or seek feedback from those who work with you, to understand whether you, as a leader, behave as if:

• You fear Losing Control: do you fear that delegating too much power or decision-making authority will lead to losing control over the organisation or its positions of authority?
• Reluctant to Share Information: do you believe withholding certain Information from employees is necessary to maintain stability or protect sensitive matters?
• Hold a Hierarchical Mindset: do you believe that only top people have the expertise to make certain decisions?
• Lack of Trust in your people: do you believe your employees are incompetent or irresponsible to handle greater empowerment?
• A desire for Quick Fixes: do you believe faked empowerment is a quick fix or cosmetic solution to address employee dissatisfaction?

To enable true empowerment, leaders need to plug in a different set of beliefs that contribute to forming the foundation to foster an empowering culture within the organisation. Such beliefs help create an environment where employees feel truly valued, trusted, and capable of making meaningful contributions.

For example, do you believe in your people’s abilities and believe they have the skills and knowledge to handle their roles effectively, even when they make mistakes? Do you see your role as working to support and enable your people rather than criticising or asserting authority over them? Do you believe that positive and constructive feedback offers opportunities for improvement and growth? Do you recognise that calculated risks and experimentation are essential for innovation and growth and encourage your people to make mistakes and learn from them? Do you lead by example, demonstrating empowerment in your actions, not just words, showing how empowerment is implemented in day-to-day operations and decision-making?

The path to true empowerment starts with an inward journey—exploring our beliefs and their impact on our lives. As we shed light on limiting beliefs and cultivate empowering ones, we unlock the potential for significant personal growth and transformation. By confronting our beliefs and nurturing a growth-oriented mindset, we open doors to boundless possibilities and become architects of our destiny while creating the right environment for others to thrive.

Written by Ella Zhang.

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