Moving beyond Empowerment to Autonomy

Empowerment can be confused with autonomy. It involves for example, a manager granting authority to employees so they can complete their work. Autonomy is different because it is self-directed: the employee's work only requires guidance or feedback from a manager when necessary or if an issue arises that necessitates a higher level of attention. In simpler terms, autonomy is a state of being self-governing. It’s when individuals can make their own choices about what, where, when and how to work.  

But trying to make decisions without all the necessary information is like building a house with only half the bricks. You can probably still make it stand, but it will be fragile and riddled with holes. The idea that people who control information have the power to determine the direction of a business can be damaging. The same goes for the flow of information from top to bottom. It often leads to confusion at the frontline if middle management obscures critical details to protect higher-level politics. These scenarios directly affect service or product delivery, customer satisfaction, and retention of people. 

 

You don't know what you don't know

When we talk about empowerment in the workplace, it's easy to be excited by the prospect of being able to make our own decisions and act where needed. But the trouble with empowerment is that it is a limited form of control—it has its own set of rules, procedures and boundaries. On the other hand, autonomy means making your own, informed decisions because you know exactly what to do and why. The more you know about how the company works and why it works that way, the better equipped you are. 

For example, consider a call centre worker empowered by their boss to talk directly with customers. They have been equipped with a call script and a procedure handbook full of scenarios. When they get a call outside of this script or book, they are forced to leave customers on hold until they know what to say. Is this employee really empowered? What would this look like in an autonomous workplace? People access all necessary information from day one, including training information and data on past calls. They are encouraged and expected to use their best judgement when facing new situations.  

In today's fast-paced, ever-changing business climate, people that adapt quickly to the times are the ones that will succeed. People who can make decisions on their own have a massive advantage over those who cannot. They can do more in less time, and they don't need to wait on anyone else before they can begin work on an idea or project. 

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Share knowledge without fear 

Being part of a culture that encourages every team member to speak up and share their ideas creates an environment where people can be proactive rather than reactive. The key is to create a two-way flow of information that allows you to learn from each other's successes and failures to upskill independently when required.  

For this to happen, you need certain things in place. First and foremost, you need trust between your top levels of management and those at the frontline. You should have the opportunity to share knowledge and experiences without fear of failure or reprisal. Additionally, you need to ensure you aren’t at risk of losing valuable information. Create a standardised process with your manager and formalise it as much as possible.  

Kick start this process by: 

1. Drawing up an internal knowledge sharing plan.
2. Setting up monthly meetings with new starters to explain the importance of knowledge sharing in the workplace.
3. Creating a list of experienced managers who can be called upon when you need help with a specific task or project.
4. Identifying key areas in which knowledge gaps exist.
5. Asking your manager to set aside time regularly for sharing best practices and lessons learnt with other team members.

A solid knowledge-sharing process, especially when paired with the right choice of platform, ensures all people feel comfortable asking questions and contributing answers. The process doesn't become an obstacle to solutions; instead, it becomes part of your autonomous environment. People across departments can easily access a wealth of expertise and know-how in real-time. 

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Know the right questions to ask 

Getting the correct information isn’t always easy, especially if your organisation has many rules and processes that inhibit your ability to get the data you need. So, how do you get around this? How do you access the correct information when there are so many barriers in your way? 

You need to find out where the relevant knowledge is hiding. If you don’t understand what information is essential (and where it is), you won’t know what to look for or how to find it. So be a detective. Take a moment and think about what would help you make better decisions and how you could get hold of it. Additionally, you need access to the people who have specific expertise and access to what they know and how they think it will help you make your best decision.  

When we give people autonomy, they become invested in their job and the company because they feel ownership over what happens. This investment leads to higher productivity and greater engagement with colleagues, which is essential for any business looking to grow or expand its reach.