The larger the business, the less able the CEO is to monitor and manage everything that goes on. And while control can be comforting, it might not be the best idea (or even possible) to oversee every aspect of operations, or make every call and decision. 

Study after study have shown organisations perform better when leaders learn to let go. Those leaders who go beyond ‘empowerment’ to create environments where individuals and teams have autonomy to do their best work are those benefiting from better performing teams, less churn, improved customer experience and innovation. 

Fundamentally, letting go is hard. Leaders fear what happens when they cede genuine decision-making rights to employees. But the impact can be significant.

So here are six ways leaders can foster autonomy without fear. 

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1. Align your teams around organisational goals 

You can help employees make the right decisions for your business by being clear on the organisation’s goals and encouraging them to keep your strategic objectives in mind when choosing a course of action.

When it comes to setting goals, focus more on the outcome you want, rather than the process you think will get there. This will help teams closest to the problem or day-to-day work identify the best possible resolution or approach.

2. Principles rather than rules Rules 

This is great for specific situations where clarity is fundamental. Think about health and safety in a nuclear power station. Rules are also easy to create. The downside of rules is they must be imposed and policed, and that people can focus on working to the rules rather than making the right choice.

Principles on the other hand require individuals to consider how their actions play out and meet the standards set. As far as shifting a company culture goes, principles trump rules every time. Once you have set these principles (or values), you can leave people free to act in the confidence they will adhere to these agreed upon standards.  

3. Create a culture of careful, considered communication 

Transparency and clear communication are vital to well-functioning autonomous teams and individuals. Unfortunately, the tools we have to improve our digital communication, have created a demand for instant response rather than deeper, thought-through responses.

You can create a culture of considered collaboration by prioritising written content and asynchronous communication. It enables teams and individuals to work in ways that suit them, reduces the stress they feel to respond to any minor question, and gets you out of more meetings. It’s a win for everyone. 

Using push techniques as much as pull when it comes to communication is also helpful. Encouraging people and teams to post updates frequently and openly, which will in turn help you avoid the temptation to helicopter in and ‘problem solve’ for them. 

4. Encourage honest feedback to edit and refine ideas 

One concern about autonomy is teams will pursue too many disparate ideas and initiatives. A strategic mindset (see #1 above) will help a lot. And when you do need to cull some ideas, put the responsibility back onto teams to reflect on why this idea isn't something to pursue right now.

You’ll find that by asking questions that help them work out whether their project aligns to the organisation’s objectives, teams start to focus more on value-generating activities.

5. Support your teams 

Autonomy does not mean abandoning your people to work without support. Leadership with autonomous teams is still leadership, for example:

• Mentor your people, invest in them and nurture their skills training
• Clearly articulate your goals and operating principles
• Provide them with the tools, information and partnerships that enable them to do their jobs.

And remember, everyone has a unique skillset. This is the reason you hired them, and you risk losing their potential for your business if they become just another cog in the machine. 

6. React to mistakes the right way 

Not every decision will be the right one. No one is perfect. Mistakes will happen. That’s as true under a top-down, controlled organisation as it is in an autonomous one, but the temptation is to respond to mistakes by imposing rules or direction.

This undermines the culture of self-direction, accountability and taking a strategic vision that makes autonomy so successful.

Perhaps the biggest challenge in letting it go is learning to cope with mistakes, knowing your people will benefit from the lessons in the long run.