Trust Is Not Enough
Empowerment leadership has gained traction in recent decades—and rightly so. When leaders give ownership, responsibility, and voice to their teams, they unlock remarkable creativity, loyalty, and growth. I am an unapologetic proponent of this model. However, I’ve also seen it go badly wrong.
Empowerment isn’t magic. And it isn’t passive. One of the biggest mistakes I’ve made—and one I’ve seen in other well-meaning leaders—is entrusting too much, too soon, to a green leader without proper mentoring.
The Cost of Over-Delegation
When an eager but inexperienced leader is given too much freedom without enough support, two outcomes are common: (1) they make decisions that cause serious institutional setbacks, or (2) they freeze under pressure, unsure of what is expected, and lose confidence. In either case, the damage can ripple through teams, morale, and momentum.
The failure isn’t usually with the young leader. It’s with us—the ones who empowered them and walked away too soon.
Trust, But Mentor
Empowerment leadership does not mean passive trust. It means intentional, guided trust. When we invite someone into leadership, we are not handing off the baton and disappearing from the race. We are running alongside them—watching their form, encouraging their pace, correcting missteps—until they can run well on their own.
This is where the true strength of empowerment shows itself: when delegation is paired with development, and trust is matched with time.
I Am an Empowerment CEO—and a Culture CEO
As a CEO, I lead not only with strategy but also with culture. I am deeply committed to building an environment where trust, growth, and mutual care define the workplace.
That means I often hire and surround myself with relationship-driven leaders—people who excel in empathy, communication, and team cohesion. They are the culture carriers I want in the room. But they don’t always arrive with the strongest budgeting or operational skills.
When financial concerns arise, I don’t write them off. I don’t reassign their responsibilities or quietly replace them with someone more numbers-oriented. If I’ve got the right person on the bus, I roll up my sleeves and help them grow.
I’ve found that relationship leaders—when mentored well—can become incredibly effective financial stewards. They just need someone to walk with them as they learn how to balance empathy with hard calls, vision with cost, and compassion with accountability.
The Role of the Empowerment Leader
An empowerment leader is not just a delegator. They are a coach. A mentor. A safety net. They don’t micromanage, but they also don’t disappear.
They ask:
- “What decision are you about to make?”
- “Why did you choose that direction?”
- “How can I help you think through the risks?”
They affirm strengths and clarify blind spots. They come alongside when budgets are tight, when cuts are necessary, when the right decision will disappoint good people—and they help navigate those moments with wisdom and care.
Maturity Matters
Timing is everything in leadership development. Trusting too little stifles growth. Trusting too much sets people up to fail. Wisdom lies in discerning when a leader is ready for more, and when they still need scaffolding.
It’s easy to champion empowerment as a virtue. It’s harder—but more effective—to pair it with the quiet, steady labor of mentorship.
Conclusion
Empowerment leadership is powerful—but not because it trusts blindly. It’s powerful because it trusts wisely. And wise trust always walks hand in hand with patient, persistent mentoring.
So let’s not abandon empowerment because we’ve seen it go wrong. Let’s do it better—by standing beside our leaders, not just sending them ahead.
Joseph Bartosch, EdD
Certified Professional Business Coach