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GIVE
autonomy

"We don't succeed in working our own way"
Do your associates express a lack of autonomy and freedom?

If your team perceives a lack of autonomy, your team can lose both its creativity and its sense of belonging.

Ask yourself about your organization.

Breaking an employee's dependence on his or her manager is a fundamental challenge to be able to delegate tasks with complete confidence. The lack of autonomy can partly deprive you of their know-how and tends to depreciate them on their professional skills.

You have a common interest with your team: its development.

Knowing how to offer your associates the opportunity to benefit from autonomy will allow you to have a motivated team capable of taking initiatives...

To be autonomous in your work is to have the opportunity to express yourself and to propose the right solutions. It means being able to submit ideas and reflections to colleagues and managers and thus encourage internal mobilization.

The 4 stages of autonomy to support your team’s development

  • Dependence

    This is often the situation of a new employee in a learning process on his or her assignments. There is almost no room for manoeuvre, the employee is dependent on his manager. Ask yourself about your organization and methods. Are they too prescriptive?

  • Counter-dependence

    The first reflex to save time and give a common thread to follow is to suggest to each one to write and present you his list of priorities. You are therefore proposing a semi-autonomous approach that will not lose associates who are not ready for greater autonomy and that will be the subject of an initial positive action with associates who want autonomy. To do this, leave them, as far as possible, the choice of way things are done, tools, the order of tasks, for example. Also give them the opportunity to choose their break times, if this is compatible with the activity.

  • Independence

    Your employee is no longer in opposition and can start to fly on his own. You must accept that he doesn't want to have you on his back and leave him the necessary space. Listen actively; discuss openly how to achieve the objectives set. Your associates are involved, think about valuing and making it possible to develop their know-how.

  • Interdependence

    Mutual enrichment, sharing of experience, confrontation of points of view without conflict or power relations. Your working relationship is healthy and is based on contracts of trust and exchanges.

Don't forget, if you have any problems you have internal resources

Human Resources

Your Managers

Staff representatives

Occupational Health Services

Want to go further?

Talk on the phone with one of our coaches. This service is supported by your company.

Roxane Jarry
HR Consultant

Managing time and priorities
Winning in leadership

06 63 02 39 60
rjarry-ext@qualisocial.com

Micheline Avayou
Clinical psychologist

Communication consulting
Decision support

06 70 79 88 53
mavayou-ext@qualisocial.com

Marta Serafim
Work Psychologist

Coaching
Priority Management

06 22 54 96 25
mserafim-ext@qualisocial.com