ENABLING

OTHERS TO
BECOME A
LEADER
SUBMITTED TO: SUBMITTED BY:
MS. NEHA GULATI PRANJAL SETH
PRATEEK GERA
 ENABLING OTHERS TO ACT

• Enabling Others to Act is the behavior of a confident leader. Leaders who

understand the strengths of their employees and their potential for more
responsibility feel confident in enabling others to take control and initiative.
• Enabling is a leadership behavior while controlling and directing is a management
behavior. While there are times when leaders control and direct, the best behavior
is to shift toward enabling.
LEAD FROM THE FRONT
• People are much more likely to respect what you ask them to do if you’re willing to
do it yourself.
• An effort is made to allow them to take the lead on small projects or oversee smaller
teams initially to see how it feels so they can get comfortable with the position.

GIVE THEM OWNERSHIP OVER A PROJECT,

FROM START TO FINISH 
• The more responsibility you give to employees, more the leadership qualities
emerge.
• Giving them ownership of an important project from beginning to end shows us who
is best suited for a management role.
• It also helps teach important lessons in leadership and management before an
official role is taken on.
ENGAGE YOUR TEAM WITH YOUR VISION

• Many of the subordinates may be working primarily for their salaries, but the
potential leaders among them would want a greater sense of ‘meaning’ in
their work.
• The long-term vision must be constantly shared about what the organization
can achieve for its team and for the world at large.
• Make them feel that this is not just your vision, but something that they all
share by appealing to their hearts & minds.
• They will take full ownership on themselves to help to achieve that vision
alongside you. 
RECOGNIZE POTENTIAL IN YOUR TEAM
• Once you’ve engaged the team with your vision, involve them in difficult or
unusual situations that push them out of their comfort zone. This is a great
way to test which members have the potential to become leaders themselves.
• Get to know these potential leaders better by learning about their interests
and personal goals.
• Leaders exist in all levels of the organization, so make efforts to interact with
all the employees. 
GIVE OPPORTUNITIES FOR LEADERSHIP
DEVELOPMENT
• Once you’ve identified the potential leaders, give them a chance to develop
further by involving them in longer-term challenging assignments or rotating
their jobs temporarily into other departments.
• This gives them a chance to develop new abilities and deepen their
understanding of the organization.
• Supplement this with formal training via internal workshops, online learning
and sponsored courses in educational institutions.
MONITOR AND REWARD

• Along with receiving your support, these potential leaders also need to be
accountable for their performance and show improvement in their
capabilities over time.
• Set up systems that evaluate performance and reward excellence.
• A key aspect is that you should be willing to accept mistakes as team
members try to implement new ideas. They can only develop if they do not
have a sense of fear that they will be punished for honest errors.
• Additionally, do not give up on people too easily. There could be diamonds in
the rough that need further polishing.
BE A COACH RATHER THAN A BOSS
• Potential leaders should feel free to share their deepest concerns and
challenges with you via one-on-one discussions and receive support and
advice on how to deal with them.
• This should be an ongoing process that would facilitate learning for both your
team members and you as the organization grows. 
Some characteristics that seem common to all leaders—characteristics that were formed, or at least
exposed, in the crucible. These crucibles enables a person to become a leader:
A crucible is, by definition, a transformative experience through which an individual comes to a new
or an altered sense of identity.

Learning From Difference

It is perhaps not surprising then that one of the most common types of crucibles we documented involves the
experience of prejudice. Being a victim of prejudice is particularly traumatic because it forces an individual to
confront a distorted picture of him- or herself, and it often unleashes profound feelings of anger,
bewilderment, and even withdrawal. For all its trauma, however, the experience of prejudice is for some a
clarifying event. Through it, they gain a clearer vision of who they are, the role they play, and their place in the
world.
Prevailing over Darkness
Some crucible experiences illuminate a hidden and suppressed area of the soul. These are often among the
harshest of crucibles, involving, for instance, episodes of illness or violence.

Meeting Great Expectations

Fortunately, not all crucible experiences are traumatic. In fact, they can involve a positive, if deeply
challenging, experience such as having a demanding boss or mentor.
LEADERSHIP IS HARD IN A VERY
PRACTICAL WAY
• It’s about managing politics skillfully and effectively to achieve what’s most important;
• Building bridges between people, departments, and silos;
• Raising hard-to-talk-about issues in a way that others agree to address them;
• Acting courageously in risky situations;
• Showing up in critical leadership moments with confidence;
• Connecting with people in a way that inspires their commitment,
• Responding productively to opposition without losing your focus;
• Skillfully handling people who push back;
• Building trusted relationships, even with difficult people or people you don’t like
• Growing emotional courage is the key to being able to take any of these
risks.
• So, how do you grow those muscles?
THE SOLUTION?
Practice in situations where the perceived risk is much higher than the actual risk

• Try it yourself. Think of something you want to get better at: giving feedback,
listening, being succinct and direct, having hard conversations — anything you
think will make you a better leader.
• Now, try that skill in a low-risk situation. For example, let’s say there’s a
mistake on your mobile phone bill. Call the customer service rep and practice
being clear, succinct, and direct. You may be amazed at how difficult it is to
follow through. What if they don’t take accountability? Will you lose it? Will
you backpedal for fear of sounding like a jerk? Or will you remain strong,
polite, and direct?
Why do any of this?
• Because that’s how we expand our freedom to act on what’s most important to us.
 References
• https://hbr.org/2002/09/crucibles-of-leadership
• https://hbr.org/2019/04/to-develop-leadership-skills-practice-in-a
-low-risk-environment
• https://hbr.org/2020/03/the-key-to-inclusive-leadership
• https://hbr.org/2018/09/lincoln-and-the-art-of-transformative-lea
dership
THANK YOU