Letting Go to Level Up: How to Engage Your Team with Autonomy
Giving employees the freedom to make decisions, take ownership of their work and control how their tasks are completed is a powerful way to boost productivity and engagement. Numerous studies have shown that when managers support autonomy, staff perform better, enjoy higher psychological well-being and feel more motivated.
Despite the positive outcomes, I find that it’s not always easy for supervisors to let go of the day-to-day and empower their people to take the lead.
Navigate Potential Obstacles
In working with managers, I’ve noticed that one common roadblock is often the organizational environment.
Supervisors are typically sandwiched between their bosses and direct reports. Depending on the demands coming from leadership, managers may feel that they must have every answer when prompted and be in the know regarding all the actions taking place inside of their team. Under these circumstances, it’s difficult for autonomy to flourish.
The second roadblock is more personal in nature. Usually, individuals are promoted because they are excellent contributors. They may feel hesitant to release control if their staff approach their jobs differently from the supervisor’s preferred and successful methods.
As leaders get further removed from hands-on work, they may feel a loss of influence, which can be especially challenging under stress. People tend to retreat into their own preferences in times of tension. If a manager feels significant pressure or performance metrics are not met, they may be more inclined to take a directive approach and less likely to invite in staff input to realize results.
These challenges are all common, especially with new supervisors, so there’s no shame in recognizing the behaviors in yourself. What is important is to find ways to reset your perspective, so employees feel encouraged to make reasonable decisions and take initiative.
Invite Ownership
Start with Self
I recommend supervisors take time to identify fears about what might happen if they let go of the day-to-day. Write out the list of concerns, and sort them into two buckets:
- Personal views or preferences
- Employee knowledge and skills
It’s important to identify actions to manage and address personal matters. After all, these challenges tend to be less about performance obstacles and more about a person’s chosen way of working.
Then, turn attention to skill gaps. Define a development plan that will allow staff to increase their understanding or capabilities, so they have the tools to operate more autonomously.
Engage the Team
Through this process, get input from personnel about the skills gaps they’ve identified for themselves and what actions would be most helpful in their growth.
Additionally, be transparent about your commitment to advance autonomy and talk to your direct reports about how you can work together to empower the team. Establishing clear communication channels and committing to checking in when challenges arise can set the foundation for managers to feel adequately informed and staff to feel appropriately supported.
If your team has Emergenetics Profiles, share your results with one another. I find that when bosses and staff talk about their preferences, they can better understand what the manager may need to be confident in relinquishing control and what the employee may need to feel encouraged to take ownership of their tasks.
Support the Manager
Human Resources (HR) and Learning & Development (L&D) professionals who coach supervisors can serve as their sounding boards to promote growth. Ask managers to share reflections about negative past experiences that may be contributing to their concerns as well as their fears about what could go awry if they let go. HR and L&D experts can then steer the conversation toward strategies to mitigate these challenges.
I also recommend assessing the organizational environment. Explore any climate factors that make it challenging to promote decentralized decision-making and collaborate with executives to refine these conditions.
Lastly, Emergenetics Associates can offer insights that will empower supervisors to adapt their approach to autonomy based on each employee’s needs. Below are a few tips to help personnel to take the lead based on their Most Preferred Attributes.
Analytical
Explain the project’s purpose and target outcomes, offering any data you have to inform next steps.
Structural
Describe the details of the task, including the what, when and where, as well as the expectations of the team member. If possible, provide examples of the final product, so staff feel prepared to deliver on the initiative.
Social
Share who needs to be involved or consulted as well as any colleagues who may serve as a thought partner to help them move the project forward.
Conceptual
Offer the big picture and vision for the task and provide insights into its future-focused implications.
Expressiveness
Create space for staff to share feedback, concerns and roadblocks. Speak to the team member’s preference by creating avenues to provide this input in writing or in person.
Assertiveness
Explain the expected pace and any milestones for the initiative, including points where additional buy-in is required.
Flexibility
Identify what is non-negotiable about the project as well as opportunities where the team member has freedom to iterate.
Promoting autonomy is an important skill for supervisors to develop. By stepping outside of the day-to-day, managers create an environment where employees learn, grow and take the lead, creating a more sustainable path to performance. It starts by bringing voice to underlying concerns and creating the channels for personnel to communicate and collaborate successfully. When they do, companies will be better equipped to promote an engaging, motivating environment where all team members can use their strengths to drive productivity.
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