Introduction
As a line manager or team leader, you may have faced the challenge of trying to foster a self-managed team within the constraints of a traditional organisational structure. The demands placed on leaders – performance reviews, authorisations and decision-making hierarchies – often leave little room for teams to operate independently. In fact, many organisations inadvertently discourage self-management through a culture of micromanagement, rigid controls and the expectation that the manager holds all the answers.
However, the goal of self-managing teams remains vital, as it not only boosts productivity but also enhances employee engagement and satisfaction. So, what can you do to enable your team to become more self-reliant, even within a structured environment?
The Challenge: Creating a Culture for Self-Managed Teams
You, as a manager, may be finding it difficult to empower your team to take ownership and responsibility for their work. Despite your best intentions, your role often feels more like that of a controller than a leader. If you are working in an environment where you’re expected to have final authority over key decisions, or the team’s performance is continually reviewed by higher management, achieving self-management may feel like an elusive goal.
In traditional organisations, the autonomy that teams need to self-manage is often stifled by rigid processes, limited authority, and top-down expectations. For example, teams may be restricted by processes that mandate certain approvals, and this limits their ability to work autonomously. This challenge is compounded when organisational culture discourages open dialogue or encourages an over-reliance on managerial decisions.
This can be disheartening and frustrating for both you and your team, leaving you feeling trapped in a cycle of dependency.
The Goal: Empowering Your Team to Self-Manage
For self-management to thrive, your team must have both the responsibility and the tools to make decisions that affect their work. The aim here is not just to delegate tasks, but to create an environment where your team takes collective ownership of their actions, learns from their mistakes, and makes proactive decisions.
The challenge is finding ways to move away from micromanaging. Instead move towards enabling your team to step up, make decisions and be accountable without feeling overwhelmed by the weight of authority.
The Practice: Developing Self-Management Through Contracting
One of the most effective ways to foster self-management in your team is through contracting – a collaborative process where the team agrees on how they will work together. This isn’t a one-time activity, but an ongoing process of continual refinement. Here’s how you can use contracting to enable self-management within your team.
1. Contracting as a Team
The first step towards developing a self-managed team is ensuring that all members of the team are involved in defining their roles, responsibilities, and behaviours. When a team takes part in contracting, they have the chance to discuss and agree upon the norms and rules that will govern how they work together.
In a traditional leadership structure, you may be used to telling the team what to do. In the case of self-management, the focus shifts to facilitating rather than directing. Encourage open dialogue about how they want to collaborate and what guidelines they believe will help them work more effectively.
By involving everyone in the process, you make the contract more than just a set of rules—it becomes a shared commitment that the entire team owns. This sense of ownership is key to self-management, as it encourages accountability and trust.
2. Relinquishing Control
As a manager, the most difficult but crucial step is to relinquish some of the control you may hold over the team’s processes. You don’t have to be the one making every decision. In fact, you should encourage the team to make decisions on their own. Your role is to facilitate discussions, provide guidance when necessary, and ensure the team has the resources they need. The day-to-day decisions should be made by the team itself.
One way to model this is by asking someone else to facilitate the contracting session. This not only helps shift control away from you but also empowers other team members to step into leadership roles. By taking a back seat and allowing the team to discuss their needs, goals, and challenges, you create an environment where self-management can flourish.
3. Letting Your Team Learn from Mistakes
Another key aspect of self-management is the ability to learn from mistakes. No team is perfect, and there will always be setbacks or challenges along the way. However, as a leader, it’s essential that you allow your team the space to make mistakes and learn from them.
Instead of rushing to solve problems for the team, encourage them to reflect on what went wrong and how they can improve moving forward. Ask questions like, “What didn’t work, and why?” rather than immediately offering a solution. This fosters critical thinking and encourages problem-solving within the team, rather than relying on you to provide all the answers.
Remember, the aim is not to avoid mistakes, but to create an environment where the team feels safe to make them and learn from them. This learning process is what will eventually lead to a more self-sufficient team.
4. Acting as One of the Team
To truly foster self-management, you need to position yourself as part of the team, not above it. This doesn’t mean abandoning your responsibilities as a leader, but rather adopting a more collaborative approach. Offer guidance when needed, but avoid dictating how things should be done.
It’s important to recognise that some organisational structures and processes may be out of your control, such as authorisations or performance reviews. Be transparent with your team about what can and can’t be changed. Focus on what is within their control and encourage them to explore ways to improve those areas. When your team sees you as a fellow contributor, rather than a figurehead, they are more likely to take ownership of their roles and work together as a cohesive unit.
5. Ongoing Review of the Contract
Self-management is not a static goal. Teams evolve, and the conditions in which they operate change over time. For this reason, it’s crucial to continuously review and adjust the team’s contract. As a leader, you should encourage regular check-ins to assess how well the team is adhering to the agreed norms and processes.
Frequent reviews allow you to identify any emerging issues early on. It gives the team the opportunity to discuss challenges and refine their approaches. By keeping the contract alive and organic, the team remains flexible and adaptable in the face of change.
6. Building Trust Within the Team
Trust is the foundation of any successful self-managed team. The more frequently you revisit the team’s contract and the more actively they participate in decision-making, the greater the trust within the team will become. Trust fosters collaboration, and as team members share ownership of how things are done, they will feel more invested in the team’s success.
Conclusion: A Collective Journey Towards Self-Management
In conclusion, while achieving a fully self-managing team may seem like a difficult challenge, it’s not an impossible one. Through contracting, relinquishing control, and encouraging learning through mistakes, you can empower your team to take more responsibility and make decisions independently. By consistently reviewing agreements and acting as part of the team, you’ll build trust and a strong sense of collective ownership that will ultimately drive success.
Remember, developing a self-managed team is a journey, not a destination. The more you practice these techniques and the more your team is involved in the process, the more empowered they will become to manage their own work. And that’s when the real magic happens.
