Enabling or Supporting Leadership

What does enabling versus supporting look like in the workplace as a leader?

Photo by Sierra Koder on Unsplash

Last month, I wrote about enabling and supporting as a parent. This month, I expand on the topic to the workplace. What does enabling versus supporting look like in the workplace as a leader?

Let’s start with a definition of each. Cindy Goldrich defines enabling as doing things for others with no plan for their future independence. Supporting is helping someone with a plan to help them build a specific skill towards autonomy. Leaders, how does this apply to your direct reports? 

Supportive Leadership style is a leadership style in which the leader supports their subordinates with tools and resources until they have the skills to work autonomously.

Indeed Career Guide

Enabling in the Workplace

In the workplace, if a direct report came to me with an issue and I solved the problem for them, when would they learn to develop their own problem-solving and decision-making skills? I used to think I knew the answer and could solve the issue for them quickly, be the fixer. I was also getting something out of it. It felt good to be the fixer and problem solver. It felt good to be needed and valued. What I did not realize was that this process of ‘doing for them’ rather than helping them do for themselves would not build any skills or independence. I was robbing them of skill-building and ultimately autonomy and growth. I was also telling them that I did not trust them or their skill set. An effective leader can delegate and build skills in their direct reports while finding their value in being a thought partner to their direct reports.

Warning Signs for Enabling

• The same direct reports keep coming back to you for the same type of help. 
• You seem to be doing other people’s jobs repeatedly and have difficulty delegating. 
• You might get feedback that you are micromanaging.

Do you end up doing tasks for your direct reports? Do you end up solving their problems and making decisions for them? You may think you are helping them to get their work done. In reality, you are enabling. Fixing and doing for your direct reports will guarantee that they will not build skills in these areas and will stay dependent on you to complete their work. This will make it more difficult for you to lead and do your own work. This is not strategic leadership. 

Being a Supportive Leader

In contrast, supporting is knowing who your direct reports are and what skills you want them to develop. What are their areas of growth? What is the plan to get them to build those skills? What role will you play in supporting them in their growth? Put on your coaching hat. Build a relationship with the individual and your team.

For example, if you want your direct report to build decision-making skills, the questions you ask will be the key, as well as how you listen. 

Possible questions

• How do you currently make decisions? Break down the steps.
• What, if anything, gets in the way of making an effective decision? Barriers.
• What feedback have you received about how you make decisions?
• What supports might you need to grow?
• What will be your next small step to growth?

Things to watch for as a leader

• Try not to present your strategies first. Because of your position of power, others may default to your strategy and not develop or share their own. Let them share their own thoughts and discuss.
• Refrain from judgment. 
• Ask neutral questions. What is working? What is not working? What is your evidence? You can and should still challenge your direct reports to dig deep and reflect.
• Stay curious and open. Why do you think that strategy worked? 
• Get to know each direct report individually so you can partner with them to find the tools and resources they need to grow. This could look different for each direct report.

Supporting as a parent and a leader are not so different from each other. Relationships are the key to both. Establishing a connection and trust is vital. You can use a coaching stance as both a parent and a leader to promote skill-building by bringing curiosity and leaving judgment behind. The ultimate goal is to build specific skills, to move individuals towards independence, and ultimately growth!