Building Block 2: ‘How enabled I am to do my work’

I am returning to the 6 building blocks I’ve been using and refining across my coaching and advisory clients (and, of course, with myself), focusing this time on the ‘𝐇𝐨𝐰 𝐞𝐧𝐚𝐛𝐥𝐞𝐝 𝐈 𝐚𝐦 𝐭𝐨 𝐝𝐨 𝐦𝐲 𝐰𝐨𝐫𝐤’ block.



My previous post on these blocks (link in comments) focused on the ‘𝐇𝐨𝐰 𝐈 𝐰𝐨𝐫𝐤’ building block, which explores that which we each bring to our work every day — in our head, heart and hands — that makes us both unique and uniquely qualified to do our work.



The ‘𝐇𝐨𝐰 𝐞𝐧𝐚𝐛𝐥𝐞𝐝 𝐈 𝐚𝐦 𝐭𝐨 𝐝𝐨 𝐦𝐲 𝐰𝐨𝐫𝐤’ block explores the environment (with environment very broadly defined) in which our work exists AND all that work environment (and our employers who are responsible for it) could and should bring to support us doing our best work, and being at our best, day in and day out.



As a transitive verb, ‘enabled’ means ‘to provide (someone) with adequate power, means, opportunity, or authority (to do something)’. In the case of this building block, the enablers within it are things like:



➡Goals, objectives, imperatives

➡Company/team culture, values, behaviors

➡Leadership, management

➡Mentoring, coaching

➡Role clarity, organizational structure

➡Autonomy, accountability, empowerment

➡Feedback, performance management

➡Tools, technology, processes

➡Company workplace, resources

➡Equity, opportunity, flexibility

➡Policies, practices, agreements

➡Learning, development, growth

➡Incentives, benefits, compensation

➡Size, scale, reach

➡Health, wellness, balance

➡Company capabilities

➡Brand, reputation, credibility



So, why does this matter?



By working with the ‘𝐇𝐨𝐰 𝐞𝐧𝐚𝐛𝐥𝐞𝐝 𝐈 𝐚𝐦 𝐭𝐨 𝐝𝐨 𝐦𝐲 𝐰𝐨𝐫𝐤’ building block, we can gain a deeper understanding as to what enablement looks like and feels like to each of us so that we are positioned to put to great use all that we show up with every day, regardless of role, level, generation or other attributes. (And, importantly, so that we can clearly recognize when we are not enabled to do our best work and to be at our best day in and day out.)



When we are enabled to do our (best) work, we can then do our best work, which leads to increased and prolonged engagement and a better overall experience for all involved. (And the ROI on high engagement is clear, as is the cost of dis-engagement according to Gallup and others.)



Now, how enabled are you to do your (best) work?



(see this post on LinkedIn)






Robert is an credentialed leadership coach, facilitator, advisor and consultant with three-plus decades serving in corporate and industry leadership roles within the Technology, Real Estate and Financial Services sectors. Robert keeps a particular focus on employee experience and the ‘workplace’ — physical, experiential and otherwise — and their role in unleashing human potential.

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