Every day, each employee you supervise makes hundreds of decisions in order to resolve problems and complete tasks. Most are routine and have been executed many times before. This repetition becomes the mastery that’s necessary to navigate the daily work. Then there are those unexpected obstacles that can disrupt your momentum. We all fear making a wrong decision at times, even though we pretty much knew how to react. Most of us possess the confidence to move on to a successful solution.

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Some people, however, struggle to adapt. Some of this apprehension can be attributed to a lack of confidence to solve problems and make decisions. So, how can you help these individuals develop this confidence? The effort comes down to one word — empower.

The best performers in any work environment exude confidence. They fully believe they are capable of dealing with whatever issue comes up. What does it mean to feel empowered?

• First, it’s the ability to discern. This means examining the elements of a situation, evaluating what needs to be accomplished and determining the necessary steps. The ability to discern evolves over time as the result of trial and error.
• Second, feeling empowered is the ability to manage uncertainty. Uncertainty produces discomfort. Top performers become comfortable with being uncomfortable. Any significant decision involves some uncertainty.
• Third, people who feel empowered possess the confidence to recover from what goes wrong. Some decisions don’t work out. Top performers accept that you don’t go through life making the perfect decision every time. When things go wrong, they take a step back, evaluate what happened, and come up with an alternative.
• Fourth, empowerment is the confidence to act independently. The best decision makers take the initiative without asking for permission. They examine the environment for what needs to be done. They think three and four steps ahead. Because of this, they are more likely to be rewarded with positive outcomes. They have a sense of perspective in situations that others may find overwhelming.

The element that connects all of these attributes is confidence. More of society is focusing on blame these days when something goes wrong. As a result, more people hesitate before making decisions. They don’t want to suffer embarrassment if a decision goes wrong. In the process, they seek permission before acting, even if they are clear on what to do. This is especially true of those just entering the workplace.  So, how can you help people feel empowered? Here are three tactics to try.

Begin by Providing Clear Parameters

Each time you delegate a responsibility, ask the person to explain the instructions back to you. While they’ll get most of it right, you’ll probably find gaps in their understanding. Go back and review what they missed. Reinforce the concept with a bit of practical application. This encourages them to ask questions. Remember, asking, “What questions do you have?” is more effective than asking, “Do you have any questions?” Asking “what” lets them know that questions are expected.

Provide the Authority

Sometimes, we delegate responsibility and just assume the person understands the parameters about spending money, making exceptions and so forth. Then we become frustrated when they ask lots of questions. Instead, express authority using these three steps:

• First, explain that they may feel some uncertainty about making these decisions, at least initially. You might say something like, “You’re probably going to feel a little uncomfortable making these decisions at first. I know I did. But don’t worry, I’ve got your back.” This will ease their concern.
• Second, provide examples of the decisions where they may hesitate. Show them the process for resolving them. If you have worked this job in the past, make a list of the typical decisions you made and explain how you made them. Create a matrix or cheat sheet they can consult when they’re working independently.
• Third, step back and watch what happens. It is a natural urge to jump in when you see someone about to make a mistake. Resist that temptation. If they begin to believe that someone will save them every time something is about to go wrong, they will become fearful of acting or become careless.

Reinforce the Process

Rehearsing and reinforcement are critical. Some people will embrace these principles right away. Others will take more time. This is generally more about emotion than intellect. In other words, they understand what they’re supposed to do, but uncertainty is holding them back. How do you get them to do this? Try these tactics:

• Tell them that you understand their apprehension. Everybody’s been there. Reinforce that you’ve got their back. If something goes wrong, you’ll work together with them to resolve the situation.
• Work with them on each of the processes they need to master. A good way to do this is by posing situations and case studies, based on their experiences and your experiences.
• Observe as they start to implement. Check in periodically, but be careful not to make the decision. It is a good sign when they start pushing you away, because they have built the confidence to act on their own.

When the people around you feel empowered, they will make smarter decisions and feel inspired to work confidently and independently.

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