2. In the workplace, the word
“empower” is often thought of in its
traditional definition, of enabling
someone, or equipping them with an
ability. The task of empowering
usually falls to an organization’s
managers.

3. Empowerment is not just a function of
managers. It is a two-way street. A
coach approach extends the concept of
empowerment outward from the
manager to the employees, enabling
the manager to make their employees
equal partners in their own
With a thorough knowledge of coaching
advancement.
skills, managers become more than just
bosses – they act as mentors and allies for
employees, helping them set goals and
overcome challenges and obstacles.

4. • Continued skills development and training
are critical to ensuring employees can do
their job.
• Communication is also key. Corporate
goals, expectations, priorities – all need to
be communicated effectively to
employees.
• The delivery of feedback is a tricky thing

5.  Many organizations are expecting much more of
their workers. Rank and file workers are often
expected to perform the functions that were
carried on by their supervisors and middle
managers only a few years ago.
 Providing the necessary skills to do the job. It‟s
a law of the workplace. Employees can‟t do
what they don‟t have the skills to do. For
workers to have the necessary skills to complete
assigned projects, companies need to assess

6.  Granting sufficient authority to do the job. A
second straightforward method of empowering
workers is simply to give them the power to
complete their assigned jobs.
 Explaining how a project fits into the big picture.
An affliction affecting many organizations is that
„the left hand doesn‟t know what the right hand
is doing.”
 Stating the relative importance of a project. The

7.  Supplying adequate information to do
the job. Travelling down a narrow,
unfamiliar, twisting mountain road
during a driving rainstorm is not apt
to instil a sense of power in many
individuals.
 Allocating ample resources to do the
job.
 Building employees‟ self-confidence

8.  Extending permission to take
acceptable risks. An old adage
claims that if “nothing is
ventured” then “nothing is
gained.” So it is in business.
 Giving feedback as to how the
job is progressing.