He can decide to make people do something relevant for the organization.

He can decide to help people see what is possible and asked for within the organization.

Both approaches require working with people and finding ways to relate with them as human beings.

The first approach emerges from the belief that what needs to be done has to be explained and controlled. The second approach emerges from the belief that once people know what is possible within their context, they will know what to do.

The intriguing detail is that both approaches may seem to happen using the same means, for example, a shared vision or strategy. What may be forgotten in such a situation is how those on the recipient’s end find themselves enabled to integrate what they are being told.