How many truly great leaders have you worked for?

If you are like most of us, it’s not many.

There are plenty of leaders that aren’t bad. Even some that are pretty good. But great? Few ever make it that far.

That’s why there are so many books, articles, blog posts (like this one), and podcasts about leadership.

It’s hard.

Warning: I’m about to commit business heresy.

It’s a mistake for everyone to think they should be a “great” leader. (Should is the operative word here.) A better leader? Of course. An outstanding leader? Excellent goal.

Great leader? Don’t bother.

Why?

We must be honest and admit that most people don’t have the time, inclination, or temperament it takes to be a great leader. (Here come the pitchforks and torches.)

A great boss is one that is loved by their employees for various reasons. A great leader? There is no agreed-upon definition.

Wall Street might think you are the best that ever lived, but people in your company know you are a horrible tyrant. Who is correct?

Many leaders with books or long articles written about them are not necessarily people you want to work for. While a brilliant visionary leader, Steve Jobs was also famous for being an absolute jerk.

Take a deep dive into famous leaders throughout world and business history, those that got “results”, and you quickly see most of them were brutal to work with or, worse, be married to.

Can you be a decent person and a great leader? Of course. Your best shot is to develop your own leadership criteria and go from there.

Research has found that it is best to aim for incremental improvement when developing new skills. This includes improving your leadership. On a scale of 1-10, figure out the steps you need to get from a 6 to a 7. Then, take a leadership inventory and proceed from there.

Why? It’s a stronger systematic approach that allows for adjustments as you get more information and feedback.

One skill that can immediately improve your leadership?

Empower your people to make decisions.

While some famous leaders are notorious control freaks, a significant shift in leadership has been recognizing the importance of autonomy in decision-making.

For sophisticated business leaders, understanding and implementing this concept can be a game-changer for employee engagement, morale, and retention.

Empowering employees with the autonomy to make decisions fosters a more innovative and agile organization and builds a resilient and motivated workforce.

The Benefits of Autonomy

Fostering Innovation and Creativity

Creativity and innovation don’t thrive with micromanagers.

When employees are granted the autonomy to make decisions, they are more likely to experiment, take calculated risks, and think outside the box. This freedom can lead to breakthrough ideas and solutions that a top-down approach might stifle.

Google, for example, is renowned for its 20% time policy, which allows employees to spend 20% of their time on projects of their choosing. This policy has led to the creation of some of Google’s most successful products, including Gmail and AdSense. By giving employees the freedom to pursue their passions and ideas, Google has cultivated a culture of continuous innovation.

Enhancing Employee Engagement and Satisfaction

Employee engagement is a critical determinant of organizational success. Autonomy is a significant driver of engagement, as it satisfies the psychological need for self-determination.

When employees feel that they have control over their work and the authority to make decisions, their job satisfaction increases. This sense of ownership and responsibility often translates into higher levels of motivation and commitment to the organization.

Studies have consistently shown that employees who experience higher levels of autonomy at work are more satisfied with their jobs. This satisfaction is not just about the work itself but also about the working environment and the relationship with the employer. A culture of autonomy signals trust and respect from leadership, which strengthens the employer-employee relationship.

Improving Decision Quality and Speed

In a hierarchical structure, decision-making can be slow and cumbersome, often requiring multiple layers of approval. By decentralizing decision-making, organizations can respond more swiftly to market changes, customer needs, and emerging opportunities.

Moreover, the individuals closest to the problem or opportunity often have the most relevant insights and information to make informed decisions. Empowering these individuals to act without waiting for higher-level approval can lead to better and faster outcomes. It also fosters a sense of accountability and ownership, as employees see the direct impact of their decisions.

The Challenges of Autonomy

While the benefits of autonomy are clear, it is not without challenges.

Leaders must strike a balance between granting freedom and maintaining control. It requires careful consideration of the organization’s culture, the nature of the work, and the individual capabilities of employees.

You can’t snap your fingers and employees will start acting with more autonomy. One memo or team meeting won’t cut it. It takes work. Autonomy should be gradually introduced and tailored to fit the unique context of the organization. Here are some practical steps:

• Create a Trust-Based Culture: Trust is the foundation of autonomy. Leaders must cultivate an environment where trust is mutual. This means trusting employees to make the right decisions and employees trusting that their leaders will support them. Building this trust requires transparency, open communication, and a willingness to accept mistakes as part of the learning process.
• Provide Clear Vision and Boundaries: Autonomy does not mean a lack of direction. Leaders must a clear vision and strategic goals that guide decision-making. This framework ensures that while employees have the freedom to make decisions, those decisions align with the organization’s overall objectives. Establishing boundaries also helps in managing risks and maintaining coherence in the organization’s actions.

• Invest in Development and Training: For autonomy to be effective, employees must have the necessary skills and knowledge to make informed decisions. Investing in continuous learning and development is crucial. This not only enhances employees’ competencies but also boosts their confidence in their decision-making abilities.
• Encourage Collaboration and Teamwork: While individual autonomy is important, collaboration and teamwork should not be overlooked. Encourage employees to seek input and feedback from their peers. This collaborative approach can lead to more well-rounded decisions and ensures that diverse perspectives are considered.
• Recognize and Reward Initiative: Recognizing and rewarding employees who take initiative and make effective decisions reinforces the value of autonomy. This recognition can be in the form of public acknowledgment, career advancement opportunities, or tangible rewards. It signals to the rest of the organization that autonomy and initiative are valued and encouraged.

Hire The Right People

Anyone who has managed for a while knows there is a wide range of personality types and some enjoy more autonomy than others.

There is nothing wrong with this. We need all types of people in all different positions to make organizations work.

We have found that people who thrive when given autonomy are Pathfinders. Pathfinders are individuals who challenge the status quo, are curious and self-directed, and innovate when faced with opportunities and challenges. These are often excellent individuals to be part of a team or the team leader for an innovation project.

To find out more about how to hire or identify Pathfinders for your organization, please contact us here.