The Law of Empowerment

Lesson 12 from The 21 Irrefutable Laws of Leadership

John C. Maxwell

• Publisher: HarperCollins Leadership
• Year: 2012
• eBook ISBN: 9781400275717
• Topic: Theology & Religion
• Subtopic: Operations

Henry Ford is considered an icon of American business for revolutionizing the automobile industry. So what caused him to stumble so badly that his son feared Ford Motor Company would go out of business? He was held captive by the Law of Empowerment.

THE LAW OF EMPOWERMENT

Only Secure Leaders Give Power to Others

Nearly everyone has heard of Henry Ford, the revolutionary automobile industry innovator and legend in American business history. In 1903, he cofounded the Ford Motor Company with the belief that the future of the automobile lay in putting it within the reach of the average American worker. Ford said,

I will build a motorcar for the multitude. It will be large enough for the family but small enough for the individual to run and care for. It will be constructed of the best materials, by the best men to be hired, after the simplest designs that modern engineering can devise. But it will be so low in price that no man making a good salary will be unable to own one—and enjoy with his family the blessings of hours of pleasure in God’s great open spaces.

Henry Ford carried out that vision with the Model T, and it changed the face of twentieth-century American life. By 1914, Ford was producing nearly 50 percent of all automobiles in the United States. The Ford Motor Company looked like an American success story.

A LESS-KNOWN CHAPTER OF THE STORY

However, all of Ford’s story is not about positive achievement, and one reason is that he didn’t embrace the Law of Empowerment. Henry Ford was so in love with his Model T that he never wanted to change or improve it—nor did he want anyone else to tinker with it. One day when a group of his designers surprised him by presenting him with the prototype of an improved model, Ford furiously ripped its doors off the hinges and proceeded to destroy the car with his bare hands.

For almost twenty years, the Ford Motor Company offered only one design, the Model T, which Henry Ford had personally developed. It wasn’t until 1927 that he finally—grudgingly—agreed to offer a new car to the public. The company produced the Model A, but it was incredibly far behind its competitors in technical innovations. Despite its early head start and the incredible lead over its competitors, the Ford Motor Company’s market share kept shrinking. By 1931, it was down to only 28 percent, a little more than half of what it produced seventeen years earlier.

Henry Ford was the antithesis of an empowering leader. He continually undermined his leaders and looked over the shoulders of his people. He even created a sociological department within Ford Motor Company to check up on his employees and direct their private lives. As time went by, he became more and more eccentric. He once went into his accounting office and tossed the company’s books into the street, saying, “Just put all the money we take in in [sic] a big barrel and when a shipment of material comes in reach into the barrel and take out enough mo...

Table of contents

• COVER PAGE
• TITLE PAGE
• COPYRIGHT
• DEDICATION
• CONTENTS
• ACKNOWLEDGMENTS
• THE LAW OF EMPOWERMENT
• NOTES
• ABOUT THE AUTHOR