What is Autonomy Support?

I wrote a few weeks ago about the advocacy program, our distributed peer-to-peer continuous-improvement program. One of the important components of the program is autonomy support. But what is that? As Daniel Pink notes in his book Drive:

Researchers found greater job satisfaction among employees whose bosses offered “autonomy support.” These bosses saw issues from the employee’s point of view, gave meaningful feedback and information, provided ample choice over what to do and how to do it, and encouraged employees to take on new projects.

In the advocacy program, autonomy-support meetings are an optional opportunity for employees to meet with executive management to give feedback on how the executive leaders can help the employee realize career goals in the organization. The meeting can be scheduled by the employee’s advocate, who also can be part of the meeting, acting as an intermediary or ambassador for the employee to the manager(s). Multiple managers may be part of the meeting, depending on which ones the advocate and employee feel are vital and able to help.

The dynamic should be one in which the traditional organizational structure is flipped upside-down:

Autonomy-support meetings

Therefore, rather than the traditional dynamic of the employee “working for” the manager, in the autonomy-support meeting the servant-leader — in this case, the role of executive leader — should have the mindset of “working for” the employee.

A good starting point for the discussion is the “autonomy-support feedback for executive leaders” section of the employee’s review. Basically, it’s whatever the employee needs executive leaders to do in order to do his or her job better or reach goals. This might be a request for a different project or role switch, more time to explore a particular skill or technology or simply clearer vision or expectations set. Premised on the executive leader’s commitments to the employee, the employee has the right to ask for the executive leader for support in various career-development goals, including timelines for when those things would occur.

Questions that the executive leader might want to ask:

  • How can I help you realize your goals in the next year?
  • By when would you like me to achieve these things for you?
  • In what areas have I failed to help you in the past, and how can I improve?
  • What kind of things would help you feel more engaged?
  • How can I help smooth your path toward mastery of certain skills?
  • What does success look like for you, and how can I help you succeed?

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