Autonomy Is All We Need
What Drives High-Performance Teams
I must confess that the inspiration for the title of this article hit me because of the groundbreaking 2017 paper, Attention Is All You Need, authored by Google engineers. Their pivotal discovery significantly influenced the technology underpinning ChatGPT. However, this post is not about Transformers and Large Language Models but about leadership and what drives high-performing engineering teams, individuals and organizations. Of course, autonomy is not all we need, but I firmly believe it is crucial for unleashing our full potential.
Research suggests that if we provide individuals with autonomy over their work, ownership of their tasks, and a sense of purpose in their contribution, they will be motivated to accomplish their best. Daniel H. Pink's book Drive: The Surprising Truth About What Motivates Us suggests that motivating employees engaged in tasks beyond the basics involves focusing on three key areas to enhance performance and satisfaction:
Autonomy – The desire to be self-directed.
Mastery – The desire to improve one's skills.
Purpose – The desire to do something meaningful.
While providing employees with a meaningful purpose and supporting them in job mastery are undeniably crucial, I believe it is autonomy where we, as people managers, can wield the most substantial impact.
What is autonomy and what is not
In an organizational context, autonomy refers to entrusting individuals or teams with accountability for the outcomes they deliver, without prescribing explicit instructions on achieving them. It's important to note that autonomy doesn't mean a lack of direction or control. Instead, it means that after aligning with your manager on objectives, you have the freedom to choose the specific approaches to achieve them.
Autonomy is not wanting your manager to leave you alone or work on anything you want. Effective managers remain engaged, offering feedback and guidance when necessary while maintaining a delicate balance between team autonomy and alignment. To achieve successful autonomous team functioning, it is important to align the team's objectives with those of the organization. This helps to foster a shared purpose and push towards a common destination.
Three short stories about autonomy
In 2004, I began my first job as a programmer. My initial role was clear: translate specifications from my analyst into code, as outlined in my employee agreement. The task assigned to me was described in a printed program specification sheet (or "Cuaderno de carga" in Spanish). This document, diligently prepared by my analyst, included every detail necessary for the assignment—function name, input parameters with names and types, output details, and more. Looking back, I learned that the approach left me with minimal autonomy. The detailed specifications, while informative, constrained my ability to exercise independent decision-making in my work.
In 2015, when I began leading a team of software engineers, I realized the importance of autonomy when managing others. I noticed that my team relied heavily on my input and guidance to complete their tasks, and they struggled to deliver when I was unavailable. That made me realize that my involvement was becoming a kind of bottleneck—a constraint for the team's productivity, according to the Theory of Constraints (TOC) introduced by Eliyahu M. Goldratt in his book titled The Goal. After entrusting them with more autonomy and empowering them to make independent decisions, they could take on more responsibilities and operate more efficiently. That led to a more productive and successful team.
In 2022, as I was leaving my job, I experienced a touching moment that still lingers in my memory. One of my most senior team members gave me heartfelt feedback that left a deep impression on me. He said something along the lines of, "You have had a great impact on my career. You gave me the autonomy I needed to unlock my full potential while providing me with the right guidance." Although I don't think his success was because of me or my leadership, as his attitude and competencies were superb, his words made me reflect on the power of giving autonomy to others.
Why autonomy is powerful and effective
In my two decades as a software engineer and engineering leader, I've seen the power of autonomy in driving success, as reflected in the personal anecdotes shared earlier. When balanced thoughtfully, autonomy stands out for its impact and effectiveness, with key reasons being:
Enhanced intrinsic motivation: Autonomy cultivates a genuine, internal drive to perform well. When individuals have the freedom to make decisions and drive their work, they find greater satisfaction and engagement.
Nurtures accountability and ownership: Autonomy instils a sense of responsibility and ownership. Team members feel a personal connection to their work, leading to heightened commitment and dedication.
Yields faster results: Operating with autonomy allows for quicker decision-making and action. This agility contrasts with the often slower pace associated with a culture built around seeking permission.
Facilitates individual growth: Autonomy provides an environment conducive to personal and professional development. This, in turn, becomes a fertile ground for the emergence of new leaders within the team.
Navigating the risks of excessive autonomy
You have probably heard the mantra "hire great people and get out of their way", as it has become a rallying cry for fostering autonomy and empowering talented individuals within organizations. However, a nuanced perspective is essential, as there are instances where an excess of autonomy may not be the most effective strategy.
For instance, managing underperformance in a team requires careful consideration. While autonomy is a powerful motivator, it may not be the ideal solution for struggling team members. In such cases, a hands-on approach with targeted guidance and support might be necessary to help individuals overcome challenges. Similarly, with inexperienced team members, excessive autonomy could be challenging. Early in their development, these team members may benefit from more structured guidance and mentorship to accelerate their growth and ensure a smoother transition into more autonomous roles in the future.
In essence, while autonomy is a cornerstone of a dynamic and innovative work environment, leaders need to recognize the contextual nuances and adapt their management approach accordingly. Striking the right balance between autonomy and targeted support ensures that teams can harness their full potential while effectively addressing specific challenges as they arise.
I hope the insights shared in this article have effectively communicated the value of autonomy and its direct correlation to enabling high-performance teams, individuals and organizations. Have you successfully established a culture of high autonomy within your teams or organization? How did the experience unfold? Feel free to share your insights with me.
A great title, and a great article! I’ve loved Pink’s simple explanation of what matters to teams, and the book Team Topologies is also a great read.