The idea of 'empowerment' is flawed.
I used to like the term, I used it (and still do sometimes).
I thought it captured a different way of leadership in general. In politics, I was amazed at its potential to grow a large-scale movement that acts without central command-and-control, to create effective and self-sufficient teams, to build meaningful relationships of equals.
But over time, I saw the word thrown around, often as buzzword, with little substance or concrete actions behind it. As someone who is very much a 'how' person, this irritated me.
So today, I want to share with you why 'empowerment' falls short.
In the next newsletters, I'll share:
Alternative ways to go about empowerment
Resources to apply this to your work and life
Let’s start with the problem of 'empowerment'.
At its best, empowerment is about supporting others to step into their strength.
At its most common, it becomes performative and an empty phrase - something we say we’re doing, but without really understanding the why, what, and how.
At its worst, it creates hierarchy without you even knowing it.
In this version, power is something to be given. By those who have it. To those who don’t.
It implies people are powerless - until someone steps in. A teacher 'empowers' their students. A manager 'empowers' their team. The state 'empowers' its citizens. The message? The power was never theirs to begin with.
That’s a problem.
This framing strips people of agency:
It diminishes their strengths
It leads to compliance, not creativity
It focuses on performance, not learning & growth.
It doesn’t stop there.
It allows the 'empowerer' to keep control, all while looking benevolent. 'Empowerment' becomes a mask. A way to appear generous without really adopting the mindset of being equals and of service to others.
The mask slips when the team decides to go against your preferences, or your 'suggestion' isn't followed ... and then you become frustrated. Or when you step in to take back control when it really counts ... and your team is frustrated. If you've felt this frustration (I have) - or sensed it in your team (I have) - it's a good sign you may be operating from this hierarchy-empowerment mindset.
Here's why this matters to you:
If you lead, teach, or organize, this affects how you show up. And people notice. They might not call you out directly, but their actions will reveal whether they trust your intentions.
So what’s the alternative?
I'll share three in the next newsletter.
But it all starts with noticing: where have you gotten empowerment wrong?
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