Are You an Enabler?

 

I've never really thought of being an enabler as being a good thing? Most of the time enabling behavior is couched in the context of someone who enables another persons negative behavior—which is why Dimitri Ivanenko's recent Voices on Project Management blog caught my attention.

Ivanenko describes an enabler as someone who goes "...beyond the task of effectively driving the project activities and focus on the elements that empower the team by fostering a strong work ethic, high morale, satisfaction, and attaining personal and professional accomplishments. Enablers are very good at working with all the team members—internal and external to the project and organization..."

He suggests that this type of leader allows everyone on the team to achieve the following four behaviors that I'd like to expand upon:

1. Align to the overall goal: I think this is critical for the team to feel that what they're doing is meaningful. My team's objectives and the associated projects that roll up into them are generally a reflection of the greater departmental objectives which roll up into corporate objectives. As we set goals and establish project plans, it's not uncommon for the members of my team to ask how our objectives roll up into those larger departmental and corporate objectives. In fact, if they don't, it is questioned why we are working on them in the first place. However, for that to happen, they/we need visibility into what those objectives are. Without a transparent working environment, this would be impossible.
2. Emotionally connect why the project's overarching goal is important: Although there might be many who suggest that this is a superfluous step—"It's important because I say it's important"—if the team is unable to understand why any particular initiative is important, they'll never be able to individually connect with the goal and will unable to take any ownership. At that point, they become "butts in seats" and can do more than what they're told. This step is vital to creating an environment where the team can step up performance and contribute at a higher level.
3. See their own purpose on the the team through their contribution and knowledge: I firmly believe that people want to contribute to something greater than themselves and that they want to provide value to that contribution. Working with a very motivated group of young people has taught me that when I give the team opportunities to do what they do best and contribute with their unique talents and abilities, they give their best efforts—and our organization gets their best work.
4. Feel validated for their inputs and recognized for their efforts and outputs: There is no question in my mind that people (myself included) like to be recognized for their contributions and achievements. That's not to say that insincere "atta-boys" are what team members are looking for. They are looking for validation that what they do is considered valuable. What's more, meaningful acknowledgement of superior performance and accomplishment will never be unappreciated.

Ivanenko suggests, "The great value of project managers serving as enablers is that—when combined with authority, they are able to drive the project and enable their teams to deliver higher quality projects and longer lasting results. This value is reflected in the quality of the product or service, processes and process adoption rate, plus greater organizational awareness and integration."

I think he hits the nail on the head. Are you an enabler?