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Little interest in developing competent successors. Leadership development is a high priority in
helping others to grow.

Exercise 31: Enabling Leadership

To get your organization thinking about enabling one another, ask
these questions of yourself and have staff answer these same
questions about you and about themselves:

• Do you develop cooperative relationships among people you
work with?

• Do you actively listen to diverse points of view?

• Do you treat others with dignity and respect?

• Do you support decisions that people make on their own?

• Do you give people freedom and choice in deciding how to do
their work?

• Do you ensure that people grow in their jobs by learning new
skills and developing themselves?

If the answer is “no” to any of these, take the opportunity to have
open discussions about possibilities for improvement. Have a
dialogue on leadership from above and the development of enabling
leadership within the organization’s staff.

Coaching

Coaches treat people not as they are, but as they can be. Tom Hornsby and
Larry Warkoczeksi in New Roles for Leaders,

The move toward increased employee empowerment and improved
performance has made clear the role of leadership. When organizational

leaders act as “coaches” they can foster an environment that encourages
and supports this desired state. Coaching is a way of encouraging or
supporting others to achieve a goal, to improve performance, to acquire
new competencies and skills, or to gain new responsibilities. In a recent
Right Management survey of North American human resource profes-

David Kolzow 259