In my last newsletter, I challenged the idea of 'empowerment' - how it often masquerades as generosity while maintaining hidden hierarchies.
So what’s the real alternative?
There are three:
Distribute real power
Create a learning environment
Adopt a coaching-leadership style
This newsletter is on the first one: Stop holding power. Share it, for real.
Power isn’t a pizza—stop slicing it up
Most people think about power as a finite resource. The more you give away, the less you have - like a pizza slice. But that’s the wrong metaphor. Power, when distributed well, grows. It’s a network, not a slice. The more connection points, the stronger it becomes.
So instead of rationing power, build structures where everyone has access to it. That starts with:
Unambiguous authority: Define who has the final say on what. Without this clarity, ‘shared power’ just creates hidden power struggles.
Decision-making independence: Don't just invite input. Let people own entire areas without you hovering over their shoulder.
Shared accountability: When power is distributed, so is responsibility. True shared power means people aren't just involved in decisions - they own the follow-through, the impact, and the learning.
Beware of the illusion of inclusion
A common trap: fake participation. Just because you ask for opinions doesn’t mean people feel empowered. Real power-sharing means:
Shifting veto power: If you always get the final word, you haven’t actually distributed power.
Redesigning feedback loops: Who does the work, who is ultimately accountable, who is consulted and who is informed? Make these roles explicit. Without clear distinctions, power remains ambiguous rather than distributed.
Making transparency non-negotiable: Keep decision-making visible. Hidden discussions reinforce old hierarchies.
Leadership should be a fluid, not a fixed state
Too often, we assign leadership permanently. Instead, leadership should rotate and be situational. Some ways to achieve this:
Time-bound leadership roles: Instead of static positions, define leadership as a rotating responsibility.
Crisis vs. stability leadership: Different situations require different types of leaders. Don’t default to the same voices every time.
Peer-led leadership selection: Let teams decide who leads them for different projects, rather than having leadership dictated from above (I know, easier said than done!).
Power is in the tools, not just the titles
Information hoarding is power hoarding. If you want to truly distribute power:
Open up financials, strategy docs, key decisions. If people don’t have the data, they can’t act independently.
Train for autonomy. Power without competence leads to chaos. Invest in building skills so that distributed power actually works.
Create decision-making scaffolds. Not everyone wants to make every decision. Provide frameworks so people know how to act without needing constant guidance.
The goal? A team and organization where power isn’t a gift - it’s a given.
Real power distribution means people don’t have to ask for permission to lead. They just do. It means systems, not individuals, hold the power. If you build it right, you’ll create an organization that doesn’t just function without you - it thrives.
politicwise is where politics meets personal development. Become a free subscriber and get evidence-based ideas and tools for personal growth and wiser politics. For those whose life's work is more than a job.