What's up, guys? On this episode of Build, I want to talk about breaking through the cycle of enabling and leadership.

Okay, so I'm guessing that you are listening to this and you're like, enabling, great, what is that?

Enabling is really, when you are not helping someone, you are enabling them.

A lot of people mix up the two. So let's talk about what it is and what it isn't. What is enabling?

It 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. Helping somebody is doing something for our

teams. They cannot yet do for themselves. So we give

them a model or it's just part of our job. Okay. So that is what enabling is and what it isn't.

Helping somebody is when we do something that they cannot yet do. Enabling someone is when we do

something that they can do. But maybe we're fearful that they're going to mess up, that they're going to

feel bad, that they're not going to like it.

And so what does that look like in the workplace?

This is going to look like so many different things, and I'm sure you guys can resonate

with some of this.

One, first and foremost, rescuing people from their mistakes, rather than teaching them,

providing them with instructions, providing them within clarity,

we jump in and we just don't allow it to happen. Have you ever had a time or maybe like you're leading a project or someone on your team's leading a project and then you start to see that things

aren't going too well and you're like, ah, fuck it, I'm just going to jump in. Okay, jumping in is

enabling. You could have done other things as well.

You could have provided with them with instruction. You could have asked them if they need help.

You could have provided them with just like a little bit of feedback. There's a lot of stuff you can do

rather than just jump in and enable them to not acquire the skill. The second way this shows up is you

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