Studies have defined work autonomy as a central factor in reducing stress, increasing engagement, and promoting well-being and health in work, with substantial research models based on work life for the past seven decades. In fact, 40% of people say they experience "a lot of stress" at work, which implicates a lack of autonomy for many people.
Autonomy means the right or condition of self-government, or in laymans terms, it is the right to choose the way one works and govern ones own time and actions. It's no surprise that autonomy is linked to reducing stress and increasing wellbeing at work. Autonomy says, “I’ll just define for myself what to do.“ Let’s factor in quiet-quitting, because the definition is fascinating! When Gallop reports 80% of people are quiet-quitting, It means 80% of people don’t know what to do or why it matters in their work. Consider for a moment that much of the inaction we take for disengagement may be stemming from not knowing what to do or why it matters. Seriously, how in the world can we be fully engaged and in action when we don't know what to do???
In our modern American individualistic and highly independent culture, we value and celebrate personal freedom, self-reliance, independence, and individual rights and responsibilities. In many ways, it's the norm. When someone tries to help you, have you ever said, “I’ve got it”, even though you could use the help? Ever said or heard phrases like, “speak your truth” or “you do you.” I still remember the seeds of independence growing in me at a young age. I felt a strong desire to buck the system, go against the rules, and forge my own path--it was part of my identity. This mindset helped me overcome the brokenness I experienced through some of my family's dysfunction, and it helped me to be successful in many ways. Perhaps you can relate?
I'm not here to discount our independent spirit at all. Yet, I recognize that in a team, there's a cost. When a group of autonomous people each govern and rely on themselves, what place is there for a connected, unified team? Usually, the team comes second. When independent, self-reliant people gravitate towards and achieve leadership positions, they can sometimes inadvertently create disconnection and silos in their teams, as they foster and exemplify what matters to them.
Agency means a person who acts to produce a particular result. In other words, a person who does know what to do and why it matters, and that knowing enables action.
Remember the phrase, “you do you”? In a team, we do we. We have a shared context that guides us in the form of:
Shared vision.
Shared values.
Shared strategies.
Shared goals.
And a shared definition of what it looks like to do truly excellent work.
How many teams actually define this together before every project and decide what it looks to work together and produce a particular outcome, in a way that everyone agrees is a success? That rarely happens, so everyone defines success independently and self-governs themselves towards their own objectives and standards. Then, people measure others' actions according to their personal ideals and context and are disappointed because they don't think other people were engaged, did their part, or did their best.
Agency bridges the gap between our independent spirit and right to make our own choices in life with what it takes to build that rare, immeasurably special and coveted team where incredible things are accomplished every day. I think our cultural obsession with winning sports teams evidences our longing for this kind of experience within a team. Fostering agency is the best way for people to know what to do, why it matters, and to be empowered to do it with all their might in a team to accomplish truly excellent work together. And so, the choice is before us: do we forge ahead and hold fast to our autonomy? Or, do we release it in favor of agency and choose team over individual achievement believing that our potential is greater with others than alone?
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