Lead With Them, Not Just For Them: Balancing Advocacy and Authority
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Would they still follow you if they didn't have to?
That question hits different when the pressureâs onâwhen the deliverables are late, the feedback is tough, or your own confidence is shaky.
So letâs take it further: Would you still follow you?
Leadership That Lasts Isnât About Power. Itâs About Advocacy.
Back in March, we explored how authentic advocacy builds trust and earns followership. We talked about how people donât leave companiesâthey leave leaders who fail to show up and speak up for them.
But advocacy isnât a one-way street. And influence isnât a personality traitâitâs a leadership practice.
This week, weâre looking at what happens after trust is earned. How do you sustain it? How do you lead your team, champion your peers, and still let yourself be seen and supported?
You do it by balancing advocacy with authorityâand by learning to lead in all directions.
The Fine Line Between Empowerment and Enablement
Letâs be real: most well-intentioned leaders lean too far one way.
You jump in. You fix. You protect. And you tell yourself, âIâm supporting them.â
But hereâs the truth:
Empowerment builds capacity. Enablement builds dependency.
Empowerment sounds like:
- âI know you can handle this.â
- âWhat do you need to move forward?â
- âLetâs debrief after you try it.â
Enablement sounds like:
- âIâll just do itâitâs faster.â
- âI didnât want you to worry about that.â
- âLet me get in there and fix it."
See the difference? One builds a confident, capable team. The other builds a tired leader and a team afraid to own their growth.
The Three Directions of Advocacy That Build Real Influence
Letâs widen the lens.
True advocacy isnât just top-down. Itâs 360 degrees.
đź Up and Across: Advocacy from Leaders and Peers
Yes, even leaders need champions.
Maybe your boss publicly supported a bold idea when no one else would.
Maybe a peer spoke your name in a room full of decision-makers.
You didnât have to beg. They just saw your value and said something.
When that happens? Itâs game-changing.
And if it hasnât happened for you recently⌠I see you. Iâve been you.
- You donât have to wait for it to be modeled to be it.
- You can advocate for your peersâeven when theyâre too humble to ask.
- You can invite feedback from your own leader. Let them know how to best support you.
We lead best when we experience advocacyânot just offer it.
đ Reflect: Think about a time when you didnât feel supported by your leader or peers. How did it impact your confidence, energy, or performance? Are you unintentionally recreating that experience for someone else right now?
đ˝ Downward: Advocacy Toward Your Team
Now letâs talk about the direction you might default to first.
You want your team to win. To be seen. To thrive.
So you work overtime. You speak up in rooms theyâre not in.
You pave the way so they can shine.
Thatâs beautiful leadershipâwhen itâs balanced.
But ask yourself:
- Do they have opportunities to advocate for themselves?
- Are you protecting them from discomfort or preparing them to handle it?
Advocacy should make your team more capable, not more dependent.
Thatâs the line. Thatâs the growth.
đĄ Add this lens: Sometimes our desire to be helpful gets in the way of healthy stretch. Whatâs one place where you could step backânot to abandon your team, but to let them step forward?
đ And What About the Individual Contributor?
This message is for you, too.
If youâre an employee wondering why your nameâs not in the room⌠why your contributions go unnoticed⌠why your potential feels capped...
I want you to hear this: You are not asking for too much. You are asking the wrong person if the answer has always been no.
Advocacy at work is more than a nice-to-have. Itâs how culture is built. And if your leader isnât modeling it, you get to model it for yourselfâand maybe even for them.
đŻ Hereâs your invitation: Name what you need. Speak your value.
And if you lead othersâdonât assume they feel championed just because you care. Ask them. Invite honesty. And take action.
A Moment That Changed Everything
Years ago, I was leading a complex transformation projectâno formal team, high visibility, and even higher stakes.
I was working hard behind the scenes, doing everything I could to protect people from the chaos that comes with change.
Truthfully? I didnât want anyone to see the mess.
My perfectionism whispered that anything less than flawless would look like failure.
And as a people person, I carried a second weight: I cared deeplyâmaybe too muchâabout how people felt during the transition. I didnât want them to feel unprepared or frustrated or uncomfortable. So I worked harder. Stayed later. Held more than I should have.
Until one day, a mentor pulled me aside and said:
âI didnât ask you to lead this because I wanted it done perfectly. I asked you because I knew you could inspire others to take the journey with youâand more importantly, make them want to help you get to the new destination.â
That moment changed me.