{"id":96377,"date":"2022-04-13t18:00:22","date_gmt":"2022-04-13t22:00:22","guid":{"rendered":"\/\/www.g005e.com\/?p=96377"},"modified":"2022-12-22t00:40:36","modified_gmt":"2022-12-22t05:40:36","slug":"the-art-of-leadership-lesson-two-empowerment","status":"publish","type":"post","link":"\/\/www.g005e.com\/2022\/04\/13\/the-art-of-leadership-lesson-two-empowerment\/","title":{"rendered":"the art of leadership: empowerment"},"content":{"rendered":"

\"\"<\/a>but there has to be accountability.<\/strong><\/p>\n

by anthony zecca<\/em>
\nleading from the edge<\/a><\/em><\/p>\n

editor\u2019s note: zecca\u2019s new book, \u201cleading from the edge \u2013 creating a standout, high-performing organization,\u201d<\/a> focuses on the leadership needed for accounting firms to succeed in a future of seismic disruptors. in this special series, he addresses key aspects of \u201cedge leadership\u201d and the challenges most accounting firm leaders (all leaders for that matter) are facing today. the first article in this series<\/a> focused on strategy because leading a firm without a strategic roadmap is like walking on a treadmill \u2013 no matter how fast you move or how long you tread, you end up just looking at the same wall.<\/em><\/p>\n

a characteristic of a great \u201cedge\u201d leader is the ability to empower everyone, understanding that your responsibility is to lead and not manage as a leader. if a leader does not have the confidence in their leadership and\/or their leadership team to empower those who they lead, the result is managing everything versus leading everyone.<\/p>\n

more:<\/strong> the art of leadership, lesson one: strategy<\/a>
\n\"goprocpa.com\"exclusively for pro members. <\/span><\/strong>log in here<\/a> or 2022世界杯足球排名 today<\/a>.<\/span><\/p><\/blockquote>\n

why is empowerment the second leadership concept in this series? a characteristic of a great \u201cedge\u201d leader is the ability to empower everyone, understanding that, as a leader, your responsibility is to lead and not manage. if leaders do not have the confidence in their leadership and\/or their leadership team to empower those who they lead, the result is managing everything versus leading everyone.
\nempowerment is a topic that is covered in many leadership courses, seminars, and conferences. it is often a topic at many partner meetings talking about firm performance and culture.<\/p>\n

the fact is that empowerment is not a buzzword that can be tossed about at a firm meeting or in a recruiting brochure or at a team meeting. a buzzword means just that \u2013 noise, like a fly buzzing in your ear. true empowerment exists and thrives when leaders provide the tools, training, resources, and clear expectations regarding results. empowerment works when there is accountability for the expected results. it never works when it is just talking with no accountability or when the effort is the success metric for accountability versus results.<\/p>\n

a definition for empowerment from my book that was stated by ken blanchard is \u201cempowerment means that people have the freedom to act. it also means that they are accountable for results.\u201d simple and clear, linking empowering the team to create accountability for the results. every firm and every firm leader constantly focuses on making the firm better; however, that is defined within each firm. great firm leaders are not satisfied with better \u2013 what they focus on is creating a standout, high-performing firm. empowerment is essential in any firm that wants to be a standout, high-performing firm. it creates an environment where good decisions are made every day, all team members perform responsibly, goals are more than words on a performance evaluation and leaders can lead and not have to manage.<\/p>\n

a standout characteristic of an edge leader is the confidence to empower. empowerment done wrong can be risky and could result in a ton of unintended consequences. two key reasons why leadership in many firms lacks the courage to empower their teams are:<\/p>\n

    \n
  1. lack of trust in their teams and\/or<\/li>\n
  2. lack of confidence to lead versus the comfort of managing.<\/li>\n<\/ol>\n

    reason #1 is that a leader\u2019s trust in their team is something that is built over time and based on successful experience. when a leader\u2019s experience with members of the team is that intended results are rarely achieved or decisions being made are simply wrong, it is impossible for the leader to build trust in the team. a leader must have trust in their teams to get things done, to make the right decisions, and achieve the agreed-upon results if empowerment is going to be alive and well in the firm.<\/p>\n

    empowerment is not a decree but a cultural imperative that takes root over time. once the decision is made to empower, there needs to be firmwide training on, among other things:<\/p>\n