The phone rings.
One of our customer experience (CE) managers answers.
On the other end: a very angry customer.
The customer launches into a complaint – severely irritated, talking quickly.
Our manager was on the receiving end of an avalanche.
The customer then paused, steadied himself, and took a deep breath.
“Look,” he asked calmly, “I need to get answers. And I need them now.”
At this point, let’s ask ourselves two key questions:
- What do we truly expect to happen?
- More importantly, what do we want to happen?
The answers to these questions can tell us a lot about how we really think about empowerment. Are we ready for what it means?
Let People Run — Empowered
If you’ve been following this series, today marks the fifth and last post in the Let People Run series. In my earlier posts, I introduced the F.A.R. framework elements — Freedom, Alignment and Responsibility. Together, they define a culture where people are not just allowed but expected to accept freedom and take ownership.
In this final post, I would like us to reflect on how we, as leaders and team members, can assess our own beliefs about empowerment. A culture defined by Let People Run can only work if everyone involved accepts both its core elements and its ultimate goal — real empowerment.
Before returning to the two questions I asked at the outset of this post, let’s take a moment and simply talk about “empowerment”. Empowerment is another word we tend to throw around frivolously, making us feel enlightened. To avoid confusion, however, let’s pause and settle on a definition:
Empowerment is an ongoing environment that allows people to have the authority, clarity and confidence to take ownership and act — without waiting for permission.
It’s not about just delegating tasks but about two-way trust.
And most importantly, it means letting go — not of accountability, but of control.
With this meaning established, I still believe we may inadvertently just be giving “empowerment” lip service. We proudly tell people they should be empowered only to undermine them with our actions.
It’s natural — we should accept that. We feel pressure to perform and achieve the outcomes we’ve been tasked with. Relying on others to “run” with a project or task can feel daunting and scary.
What ifs enter our thought process, leading to the “parade of horribles” that could happen.
And then we make some subtle shifts to micromanage:
We check in constantly.
We instruct instead of guiding.
We finish things “on their behalf”— telling ourselves it’s just easier this way.
We may say we are empowering, but our actions reveal the reality. We have the best of intentions, yet we end up stunting the growth of our teams. We deprive them (and ourselves) of opportunities to learn, fail, and grow.
We may understand – cognitively – the benefits of a truly empowered team.
But we don’t always trust it.
So, we settle for something less than true empowerment.
And, in so doing, we limit not only the potential of our teams, but our customers, our investors, our company’s, and, yes, even ourselves.
What do we truly expect to happen?
Let’s go back to the angry customer.
What do you expect the CE manager to do?
Most of us would answer with words like escalate, follow protocol, or even alert a supervisor.
Someone else may say, “Well… it depends.”
My argument is that it shouldn’t depend (if we’ve created the right environment).
If the CE manager is truly empowered, then they will act – confidently.
They’ll handle the situation with urgency and ownership.
Even if they need support, they’ll lead the process.
But if our environment leads people to answer “no” to any of these questions:
- Do I feel free to handle the situation?
- Have I accepted this freedom?
- Am I aligned with how best to proceed?
- Will I own the process and outcome?
…then chances are, the outcome won’t be optimal — ranging from, at best, a lingering unresolved issue with an angry customer or, more likely, to a lost customer.
What do we want to happen?
This second question may seem obvious – right?
We believe we want them to handle it. To fix it. To resolve the issue with a favorable outcome?
But do we?
Or do we want to be involved?
To oversee it? To approve it?
If we’re the CE manager’s supervisor, we might feel responsible – and that’s good and expected.
But too often, we use that feeling as a license to insert ourselves into every detail.
We convince ourselves:
“This one’s too important.”
“I just need to sign off.”
“I’ll step in just this once.”
But, over time, this behavior chips away at empowerment.
It sends a message:
“I don’t fully trust you.”
“I don’t really want you to run.”
We hold onto the notion of “chief doer” or “chief knower” and, perhaps intentionally, become the “chief blocker”.
But none of that works. If we really want to empower, we need to align our desires with that outcome. We need to “let go” intentionally and with purpose.
Personal Reflection on Let People Run
I will admit something. The first time I let go and “let someone run”, I ended up feeling burned. I felt I had done my part by granting freedom with alignment and even had them acknowledge their responsibility, their ownership. And yet the outcome was suboptimal. Does that mean that I should have abandoned the concept as a failed narrative?
No.
It simply meant I needed to try harder. Note my language above — I “felt” doesn’t mean that I did. Upon closer inspection, I realized that not all the F.A.R. elements existed at the necessary level. We needed to work on them. And we did.
I mention this because Let People Run isn’t easy nor does it guarantee positive outcomes. If you try it (which I strongly encourage), expect to make mistakes.
It’s an art and a science. It requires an open mind with judgment and care.
It requires constant attention and reinforcement.
It is not a speech delivered and then only referenced when it suits us.
Yet, if we truly want to tap into all the talents our teams offer, we need to commit.
This is a process, not a destination. Feel free to start small. Announce the intention. Act — as our actions will be the best communicator.
Finally, embrace empowerment by leading with the core elements of Let People Run – Freedom, Alignment and Responsibility.
Try This
If you want to check yourself on how comfortable you feel with empowering others, ask yourself these questions:
- Do I create space for others to lead — or do I quietly pull it back?
- Do I insert myself where I add value — or when I feel fear?
- Do I tell others they are empowered — but act in ways that limit their growth?
Now let’s be honest. Do your answers align with what you say you believe?
If not, ask yourself — are you going to do anything about it?
Key Takeaway
In the end, the Let People Run culture can only thrive when our words and actions align. Let People Run isn’t passive, it’s active.
It requires everyone in an organization to both let others run while running ourselves.
We need to grant freedoms and accept the freedoms.
We need to actively get alignment and provide the tools and methods to be aligned.
We need to demand ownership while not abdicating our own responsibility.
Let People Run is a two-way street for everyone.
Once we embrace this reality, we will truly reap the benefits waiting for us.
And it’s a journey worth taking.
