Out of all the things we have heard about the pandemic, one of the more obvious facts is that employees have, in general, appreciated the value of working with autonomy, freedom, and flexibility. This is arguably the main trigger underpinning the growing demand for hybrid work, and why some people are not just quitting their jobs, but even employment altogether, when they are not given freedom.

However, decades of scientific research suggest that autonomy, much like anything else, is best in moderation. Sure, people do want freedom, not least because it signals trust, but they also need clear directions, feedback, and management.

Consider that hands-off or laissez faire leaders (who are known mostly for their absence) generally fail to drive high-performance in their teams. Yet being a micromanager is almost as bad. The art of good management always called for a careful balancing act, addressing the natural tension between empowering and guiding people on the one hand, and setting them free to deliver on the other.

In that sense, not that much has changed with the current pandemic. If anything, this crisis provides a good opportunity to remind leaders of some basic scientific lessons for motivating employees, and unlocking their potential.

Nothing will work unless you can measure output

Unless you can measure what people produce and deliver and the value they add, attempts to give people freedom will backfire. This is easier said than done. The more skilled and complex the...

Read Full Story: https://www.fastcompany.com/90727944/employees-want-more-freedom-heres-how-to...