Approaching Autonomy

There are a lot of thinkers, models, research - and personal experience - that tell us autonomy is a good thing. It motivates us and makes our life better. No one wants to be told what, how and when to do everything. It's dehumanising.

So how come in the workplace, not everyone willingly embraces opportunities for exercising their autonomy? Maybe we need to take a walk through the different ways autonomy can show up in your people at work.

Don't have it - Don't want it

There are people not wanting to have any responsibility or think proactively beyond doing the tasks they are set and have always done. This can mean an aversion to risk-taking and make changes harder to implement. Anything beyond their current everyday tasks requires explicit and sometimes repeated instruction.

Have it - Don't want it

People averse to taking on tasks and working autonomously who nevertheless are required to do so can find it all pretty stressful. And, as we know, high stress levels diminish brain activity for planning, decision-making and creativity. So the things they need for success are less available. Prolonged distress is a risk factor for health and well-being - and no manager wants to put people in harm's way.

Don't have it - Want it

Others want to be given more opportunities to show what they have, to do things their way and suggest improvements. They are ready for and love solving challenges and working in a way that brings their best and achieves great outcomes. COntinually shutting down avenues to autonomy and micromanaging every aspect of their work is a special kind of hell for these people. It saps their confidence and their mental well-being.

Have it - Want it

When people are keen for the freedom and opportunities to take things on their way, to have some control and show what they can do. They are engaged, satisfied and need less supervision.

Recognise anyone?

#doonethingdeep #autonomy #leader #manager