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Bite-Size Insights: What do leaders need to know about autonomy?

Aug 04, 2020 | 00:00

00:00 00:00

Episode Description

As the work environment continues to shift to either remote or adherence to social-distancing guidelines, we’ve received questions around the drivers of engagement.

One of the drivers emerging as more important than ever is autonomy. It may seem like an obvious one at first, but autonomy touches so many factors.

So what do leaders need to know about autonomy to increase engagement? That is what this week’s bite-size is addressing. We asked Sam Yoder, Employee Engagement Coach at Emplify, and Gerry Praysman, Senior Director of Sales Development at SalesLoft to help us understand more on the subject.

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Episode Transcription

[00:00:03] Hey, Insight's listeners, Nicole here and thanks for joining me for this week's Bite Size Insights Empowering People Leaders with best in class information. In 10 minutes or less, as we begin to settle into our new normal, we took to our data to understand what's going on in the hearts and minds of our employees.

[00:00:21] And one of the elements of engagement that's more important now than ever before is autonomy. It may seem like an obvious one at first, but it touches so many different factors. So what do leaders need to know in order to foster better autonomy? Well, that is what this week's Bite Size Insights is all about. We asked Sam Yoder amplify his first employee engagement coach, and Jerry Prey's man, the senior director of sales development at Sales Loft, to help us understand more about autonomy.

[00:00:55] Autonomy is really important because, as it sounds, people have to be able to make decisions about how to do their job. And if you are working from home and you're used to going to your boss who sits at the next desk and saying, OK, what do I do next? You can't do them anymore. It requires setting up a meeting or sending a instant message in some way. And sometimes that's not quick enough. And so people are often working from home, either felt hamstrung by the fact that they can't talk to their teams. And so they just feel a little bit. We've been using the word floaty, so kind of aimless, a little bit lack of definition in terms of what they can control and what they should be taking control on and what they can't. Autonomy is interesting in this season because people are hyper nervous about micromanagement. I mean, I'm finding a lot of my managers that I'm talking to are not wanting to get too involved in the day to day activities of their team members, but then their team members aren't hitting their goals or they're not performing. And this isn't true of everyone, but autonomy is earned. And so I'm talking a lot about the difference between management and micromanagement and sometimes poor people's actions. They're telling us that they need more help staying on task or they need more help really staying focused. And so that might feel like micromanagement and may not have been necessary when everyone was in office. But because we asked people to go work from home with without much training on how to do that. I mean, a lot of scenarios or we're having to have shift meetings and we're all having to be six feet apart. And so we can't be as involved. People don't know how all the time. And then that's the manager's responsibility to help them. There are so many factors, influence at autonomy. Say you have individuals with young children at home. It's really. And they aren't able to focus. You're gonna have to have very open conversations with them about their performance. So I would say they probably have shown you even since working from home, either, you know, whether or not they have earned that taught me. Are they get are they meeting deadlines? Are they communicating clearly when their kid got sick and so they had to take a break? Or, you know, all of these things that are regular life, things like if they're not communicating and instead they just drop off? Well, that's that's a little bit of a red flag. And I'm not saying we jump from, hey, you do you get in your work on time to send me a report every single day and what you're working on, there has to be many different levels between that. But we have to be having really open conversations about it. And so I would say I would be looking at, you know, performance, meeting, goals, communication, all of those types of things.

[00:03:32] And it's is a really interesting one, especially Curcio development team, because our team metrics are measured on a daily basis. Right. I mean, I would say skills development teams are measured and managed on average for more militantly than most other teams in your company. You know, we saw that if we kept going down that path, it was going to lower engagement. So instead of telling people how many dials they have to make every single day, I mean, e-mails we had to said we presented them with data that showed how many dials essentially like they needed to be making based on how well they converted. Right. And where did the actions that you might want to consider doing based on what you're doing? Every day we ask them to come and tell us what would we commit to on doing on any given day. So explain to us what you're going to do today. Why? And that's how we've kind of started to transition the team instead of doing 60 days every single day. So setting up twelve different emails into your cadences, you tell me what you're going to do and why and what's your logic? And then just go and do it. Make the commitment and hit that commitment. You know, the managers always have the right to jump in and change something if they feel like somebody is missing or they're holding yourself accountable to the wrong activities. But net net, it really starts with the SDR telling us like it is bottom up. Tell us what you think you need to be doing. We can have a conversation about it. If we're not aligned, what is your call?

[00:05:05] Thank you for joining this week's Bite Size Insights. How are you creating autonomy in your teens? Share them with us at amplify dot com slash questions.