SCARF model - Part 4 of 6: Empowering Autonomy
Autonomy, the third component of the SCARF model, recognizes our inherent desire to have a sense of control and influence over our actions and decisions. When individuals feel empowered to make choices and take ownership of their work, they are more likely to be engaged, motivated, and aligned with organizational goals. As a leader, understanding how to foster this kind of ownership within your team can unlock their full potential and contribute to a culture of innovation, passion and purpose.
Let's explore an example that highlights how a leader can create greater autonomy for a team member:
Suppose you are a manager leading a project team, and you have a team member who is highly skilled and capable. However, they often feel micromanaged and constrained in their ability to make decisions and contribute their unique expertise. This lack of autonomy can hinder their motivation and limit their ability to innovate and take ownership of their work.
To increase autonomy and empower your team member, here are three actions you can take as a manager:
Delegate Meaningful Responsibilities: Entrust your team member with meaningful responsibilities and tasks that align with their skills and interests. Clearly define the goals and expectations (the “what”), and then step back and allow them to take the lead (the “how”). Provide guidance and support as needed, but avoid micromanaging or imposing rigid processes. By delegating meaningful responsibilities, you communicate trust and respect for their capabilities, enabling them to take ownership and feel a sense of purpose in their work.
Encourage Decision-Making and Problem-Solving: Foster an environment that encourages decision-making and problem-solving at all levels. Empower your team member to make decisions within their realm of responsibility and provide the necessary resources and information to support their choices. Encourage them to identify and address challenges independently, while being available for guidance or consultation when needed. Use a “coaching approach” by asking questions to help them with their decision making process rather than giving specific instruction. By nurturing their decision-making skills, you foster autonomy, facilitate their growth, and enable them to contribute their unique perspective to the team's success.
Offer Opportunities for Growth and Development: Provide opportunities for your team member to grow and develop both personally and professionally. Offer training, mentoring, or stretch assignments that allow them to expand their skills and expertise. Encourage them to pursue their passions and explore new areas of interest within the project or organization. By investing in their growth, you not only enhance their autonomy but also demonstrate a genuine commitment to their long-term success and fulfillment.
By implementing these actions, you create an environment that values autonomy and empowers your team member to take ownership of their work. When individuals have the freedom to make decisions, explore innovative solutions, and take responsibility for their outcomes, they are more likely to grow professionally and are more engaged, motivated, and committed to achieving excellence.
It's important to strike a balance between autonomy and accountability. As a leader, you must provide guidance and support while still holding your team member responsible for their actions and results. This balance promotes a sense of ownership and purpose while maintaining alignment with organizational objectives.
In our next installment, we will explore the concept of relatedness in the SCARF model, highlighting the importance of building meaningful connections and fostering a sense of belonging within your team.