I do not like the term “empowerment”. “Empowerment” is everywhere in the world of change leadership. It’s in the top three of the most commonly used leadership terms globally according to @DigitalDefynd. Personally, I never use “empowerment” unless I’m working with someone who is doing so already. When organisations or leaders seek to "empower" people, it's often them choosing what's best or how much control others can have. This puts the person or group doing the empowering above everyone else & doesn't really give true freedom to those on the receiving end. Empowerment suggests that power is something that “we” give to “them,” reinforcing the status of the “giver” & (often unintentionally) making others feel weak or dependent, which is the opposite of what empowerment is supposed to do. “Agency” is a better principle than “empowerment”. It means recognising people's innate ability to contribute & lead rather than relying on managers to bestow permission. People with agency decide what to do, take action & shape what happens. It’s their own drive & ability, not because someone else says they can. Agency makes people active collaborators in change & leads to better, more sustainable change outcomes. As leaders, we can give people empowerment, by granting permission or sharing authority. We cannot give people agency: people have to build it for themselves through practice, experience & reflection. But leaders can create a climate for agency to thrive through encouragement, resources & space. Being “agentic” means acting with or displaying agency. This term has become popular recently because of the development of “agentic AI” – AI systems that can act autonomously & make decisions, rather than just react to commands, prompts or rules. We don’t just need agentic AI; we need agentic people too. “Agentic” is beyond “empowered”; it means shifting from a top-down model of control to one that trusts & supports people to make their own choices, solve problems & shape their own work. This shift requires us to let go of rigid structures, foster open dialogue & design systems that enable autonomy & collective discovery. When teams operate with agency, they become active collaborators, driving innovation & resilience in the face of uncertainty. The future belongs to leaders who encourage agency - rather than empowerment - where people don’t wait for permission, but act with purpose & ownership. “Designing for agency: how leaders move past empowerment”: agileleadershipjourney.com/b…. By Daniel Gagnon & Pete Behrens. Graphic adapted from “Agency is the highest level of personal competence”: psychologytoday.com/us/blog/…. By @ThomasSBateman.