Tip 15 - How to give your teams autonomy - lessons from Timpsons, The Navy Seals and my mum.
Giving your teams ownership of their work
“Make your own mistakes, not mine.”
My mum, sometime around 1990 (I was 16 at the time).
Pre-approval
I recently attended a workshop on how to make people happier at work, and I was introduced to the concept of pre-approval. The idea is, if you need someone to do something, you don’t tell them what to do and how to do it; you just give them the requirements, the boundaries and then let them do it the way they want. You give them “pre-approval”. You don’t ask for a plan or check in along the way. The theory is, that by giving someone complete freedom and autonomy, they will be able to fulfil their potential.
The speaker gave an example of a website project. He had told the developer; “This is what I want, and these are the targets. Off you go.” He had so much trust in his approach that the owner didn’t even see the final result until it was online and working.
What happened?
The website enjoyed 50% more visitors and 25% more income. An undeniable success.
I asked the speaker what would have happened if the website had been a failure; if he hadn’t liked the design, or if visitor numbers had dropped. He said the team would have celebrated it, and everyone would have learnt a lesson.
In theory, this approach sounds amazing and should be the way that everyone runs teams and companies. Give everyone full control of their work and, unhindered by the chains of their manager, they will fulfil their potential. After all, a feeling of autonomy is one of the main drivers of happiness, and research shows that teams that don’t fear failure are more innovative.
At Timpson’s everyone in their team has a £500 budget to solve customer complaints that they can use without approval. At Zappo’s (the online shoe store sold to Amazon for $1bn), their customer service team can do whatever it takes to keep their customers happy, including buying their customers pizzas! (Delivering Happiness - Tony Hsieh).
Timpsons and Zappos use pre-approval and it works really well. They say they’ve saved millions.
However … Many managers I’ve worked with feel very uneasy handing over total autonomy to their teams. “Surely, someone has to keep an eye on them?”
Pre-approval with boundaries
At WL Gore, they have a concept called the waterline principle. Imagine the company is a boat; you can make decisions that are above the waterline without approval, but anything below the waterline (that may sink the boat) needs approval from their “captain”.
In Jocko Willink’s book “Extreme Ownership”, he talks about the concept of pre-approval but adds his own little twist. If he asks someone to complete a task or project, he has a look at their plan beforehand. If he is 95% happy with the plan, he lets them get on with it without his guidance; if he is 80% happy he also just says “well done, good job” and lets them start. If it is 70% he will congratulate them on the work they’ve done yet suggest they look at some areas and make some changes; he won’t tell them what to do, he’ll just say what needs improving. (Diary of a CEO podcast April 2024)
But what if they make a mistake?
I have run teams for many years, and I know how difficult it is to fully let go and not be involved. So I know many leaders will be reading this and thinking, “this won't work in my team” “I need to keep them in check.” “I need to make sure they are doing things right” “We can’t afford to make a mistake.” And I hear you; I was (and still am sometimes), that person.
However, micro-managing or helicopter managing is not the answer. If your team doesn’t feel they have autonomy, if they don’t feel they are trusted, firstly they won’t perform to their highest potential and secondly, they won’t be happy!
So what do you do?
According to the Harvard Business Review, your team should not feel they are being managed but that you, as a leader, are there to offer support when needed. This HBR article has many useful tips on how not to micromanage.
So while I like the idea of “pre-approval”, in reality I think many teams also need to know they have support when they want it. They need to know they are not totally alone and you have their back. Some will feel comfortable if their plan is approved; some will want your advice. So give your teams freedom if they want it but also be there when they need it. Not quite ready for that? Follow Jocko Willink’s advice and approve any plans first.
Tip of the week.
Team leaders or managers, if you are struggling to let go, if you are struggling to give full ownership to your team, remember what it was like being a kid and the frustration you felt not being able to try to do it “your way”.
Instead of being a helicopter manager who needs to make sure everything is done the way you want, give your team some freedom to fulfil their own potential, but let them know you are there if they need you.
Tell them you want them to make their own mistakes, not yours, and you’re around if they ever want your help.
Thank you mum.
Feeling you are trusted to do your work is a key driver of happiness in the workplace. It fulfils your human needs for autonomy and flexibility.
Further reading
HBR - How to Help (Without Micromanaging)
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Next week … Why measuring team happiness may be the best decision your company will make this year.
I definitely appreciate being trusted to do a good job. However, we know people crave feedback and now there's feedforward too!