Detailed Summary of "This Enablement Cycle Destroys Accountability | Ep 201"
Podcast: Build with Leila Hormozi
Host: Leila Hormozi
Release Date: November 1, 2024
Introduction
In Episode 201 of Build with Leila Hormozi, titled "This Enablement Cycle Destroys Accountability," host Leila Hormozi delves into the detrimental impact of enabling behaviors within leadership and team dynamics. Drawing from personal experiences and professional insights, Hormozi outlines the differences between enabling and helping, explores how enabling manifests in the workplace, and provides actionable strategies to transition from enabling to empowering leadership.
Understanding Enabling vs. Helping
Hormozi begins by clarifying the often-confused concepts of enabling and helping. She defines enabling as performing tasks for team members that they are fully capable of handling themselves, typically driven by fears of confrontation or failure.
"Enabling is doing something for our teams that they can do for themselves, but we don't want them to because we will feel bad or they will feel bad." [02:30]
In contrast, helping involves assisting team members with tasks they are not yet equipped to handle, thereby fostering growth and skill development.
"Helping somebody is doing something that they cannot yet do. We give them a model or it's just part of our job." [03:15]
Manifestations of Enabling in the Workplace
Hormozi identifies three primary ways enabling surfaces in professional settings:
a. Rescuing Team Members from Mistakes
Leaders often intervene to prevent team members from making errors, rather than allowing them to navigate challenges and learn from their mistakes.
"First and foremost, rescuing people from their mistakes rather than teaching them, providing them with instructions, providing them with clarity." [05:10]
b. Solving Every Problem
When overwhelmed, leaders may habitually solve every issue presented by their team, inadvertently stifling the team's problem-solving abilities and ownership.
"We get in this cycle, especially when we're really busy, where like people are bringing us problems and what we're doing is we're just constantly solving, solving, solving." [09:45]
c. Avoiding Accountability
Fear of confrontation or the desire to be perceived as a "good boss" can lead leaders to shy away from holding team members accountable for their responsibilities.
"A lot of the times, you avoid holding people accountable because of fear of confrontation or wanting to be seen as the good boss." [14:20]
The Costs of Enabling
Hormozi underscores that while enabling may create a superficially harmonious environment, it ultimately fosters long-term dysfunction. Key consequences include:
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Burnout and Resentment: Leaders feel overwhelmed and resentful from constantly addressing others' shortcomings.
"Enabling always feels like we're being the good guy... in reality, you're being the fucking bad guy." [18:55]
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Stifled Innovation: Teams that are enabled rather than empowered become risk-averse, hindering creativity and innovation.
"When people are enabled, not empowered, they don't take risks, they're not creative, and you don't get any innovation out of the department." [23:10]
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Lack of Accountability: Teams lack ownership and responsibility, leading to stagnation and increased turnover.
"People avoid responsibility and you are mad when you're trying to put it back on them and they're like, I don't want that shit." [26:35]
Personal Anecdote from Leila Hormozi
Hormozi shares a deeply personal story about her experience with enabling behaviors in her family, which profoundly influenced her leadership approach. She recounts how enabling her alcoholic mother led to her own misery and eventual estrangement, highlighting the emotional toll of such behaviors.
"I was completely enabling her and preventing her from experiencing the consequences of her actions... I was thrown at this... I decided I was like, I will not do this anymore." [31:15]
This experience paralleled her early days in business, where her desire to help led to excessive enabling of her team, resulting in inefficiency and burnout.
Transitioning from Enabling to Empowering
Hormozi provides a structured approach to shift from enabling to empowering leadership through four key strategies:
a. Ask Before You Tell
Instead of providing immediate solutions, leaders should encourage team members to think critically by asking guiding questions.
"Instead of just giving your answer to your team, ask them before you give them the answer." [35:40]
She illustrates this with her "question answer framework," where team members must present a potential solution when seeking guidance.
"I would have that in their end of week reports, I would have that in our one on ones and I would ask them to slack me with that format." [38:05]
b. Delegate, Don't Abdicate
Proper delegation involves not merely offloading tasks but setting team members up for success by providing context, explaining the "why," and allowing room for experimentation.
"It's not about giving them everything and going completely hands off. It's about giving them context and giving them frames to think with." [42:20]
Hormozi emphasizes the importance of guiding rather than abandoning responsibilities.
c. Set Clear Expectations
Defining roles and responsibilities clearly helps team members understand their areas of accountability and where the leader's involvement is appropriate.
"Set clear expectations with your team and explain where the boundaries lie of what your job is and what their job is." [47:50]
She shares how transparency about stepping back led to increased ownership among her team.
d. Introduce Accountability
Accountability should focus on growth and future improvement rather than punishment for past mistakes. It involves constructive conversations that empower team members to take corrective actions.
"Accountability is about growth. Accountability is talking about what we could do differently next time, not what we did wrong this time." [52:30]
Hormozi dispels the myth that accountability equates to criticism, advocating for a supportive approach that fosters development.
Conclusion: Embrace Change for Sustainable Growth
Leila Hormozi concludes by urging leaders to recognize the long-term benefits of empowering their teams over the short-term comfort of enabling. She reinforces that while making this shift may introduce initial discomfort, it is essential for building resilient, high-performance teams.
"If you're gonna do it eventually, you might as well do it now because it's only gonna be more painful with waiting." [56:10]
By adopting strategies such as asking before telling, delegating effectively, setting clear expectations, and fostering accountability, leaders can break the enabling cycle and cultivate an environment where both individuals and the organization can thrive.
Key Takeaways
- Differentiate Between Enabling and Helping: Ensure that support fosters growth rather than dependency.
- Identify Enabling Behaviors: Recognize patterns such as rescuing, over-solving, and avoiding accountability.
- Implement Empowering Strategies: Use questions to guide problem-solving, delegate with intention, clarify roles, and emphasize constructive accountability.
- Understand the Long-Term Impact: Prioritize sustainable team development over immediate, superficial harmony.
Notable Quotes
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On Enabling vs. Helping:
"Enabling is doing something for our teams that they can do for themselves... Helping somebody is doing something that they cannot yet do." [02:30] -
On Accountability:
"Accountability is about growth... It's empowering somebody to take corrective action." [52:30] -
On Leadership Change:
"If you're gonna do it eventually, you might as well do it now because it's only gonna be more painful with waiting." [56:10]
Final Thoughts
This episode serves as a crucial guide for leaders seeking to foster accountability and high performance within their teams. By avoiding the pitfalls of enabling and embracing empowering leadership techniques, leaders can build unshakeable businesses that thrive on resilience, innovation, and mutual growth.