Self-leadership is by no means a new concept, yet it seems to be everywhere right now. So what does it actually mean? How can employees take greater responsibility for their work and development? And how can managers create the right conditions for that to happen?
An overflowing inbox. A calendar that keeps filling up with meetings. Countless tasks to complete and problems to solve. And as soon as you finish them, there is always a steady stream of new ones waiting for your attention. Sound familiar?
When the workload starts piling up, it is easy to shift into a higher gear and run even faster in an attempt to get everything done. Picking up the pace can certainly work as a temporary solution. In many professions, it is also necessary to keep the work and the working day running smoothly. Over time, however, constantly rushing can become both overwhelming and exhausting. Motivation also tends to drop when you realise that the sprint never really seems to end.
We all need to pause occasionally, reflect and consider where we are actually heading. And what about our colleagues? Where are they going? Are we even moving in the same direction? Could we change any of our routines to create a more sustainable working environment? This is where self-leadership comes into the picture.
What Is Self-Leadership?
As the name suggests, self-leadership means taking greater responsibility for managing your own work and development. By planning and organising your working day and learning how to prioritise effectively, you can become more independent and proactive.
This brings several valuable benefits. It can support your personal development while increasing your motivation, engagement and performance. Managers and organisations also have plenty to gain. Greater self-leadership can make the business more efficient and competitive while helping to reduce stress levels in the workplace. In other words, it can be a win-win for everyone involved.
However, self-leadership does not simply happen on its own. It requires reflection and a clear understanding of what it involves if it is to work for everyone. Nor does it mean leaving employees to manage entirely by themselves. For self-leadership to be sustainable in practice, employees need clear goals, the right level of authority and a manager who is available to provide support and feedback.
So how do you start developing self-leadership within a team, workplace or organisation? Here are a few things for both managers and employees to consider.
What Works and What Doesn't?
How can I change the things I am unhappy with? What are my strengths, and am I currently able to use them effectively? What are my weaknesses? What would I like to do more or less of to feel more motivated?
Taking the time to pause and reflect on what is working in our day-to-day work, and above all what is not, is one of the keys to self-leadership.
Prioritise With Purpose
Do you have a clear understanding of your short-term and long-term goals? Great. Having a clear picture of where you are heading and when you need to get there makes it much easier to set the right priorities.
One of the foundations of effective self-leadership is clear communication from managers about both organisational goals and their own expectations. Employees who know what they are working towards and what is expected of them are better equipped to embrace self-leadership.
Keep Track of Stress Levels
What are stress levels like at work? Is the workload sustainable, not only from one day to the next but over a longer period? How are your colleagues coping?
By asking these questions regularly and considering whether anything needs to change, it becomes easier to prevent harmful stress and create a more sustainable working environment. It also gives the team a clearer overview and makes it possible to set aside time for recovery.
Read More: Optimise Your Working Hours – 7 Tips for Better Time Management at Work
Greater Freedom Means Greater Motivation
Have you started the report that is due next week? Have you sent that email? Did you call that customer?
A fundamental part of self-leadership is being able to trust that employees will do their jobs, even when their manager is not directly overseeing the work. Letting go of some control can be difficult for managers at first. However, giving employees greater personal responsibility and more freedom to organise their work can also increase motivation.
It is important to remember that managing a team built around self-leadership does not mean less work for the manager. Quite the opposite. It becomes even more important to remain available for support and feedback, set clear goals and communicate both personal and organisational expectations.
Self-leadership – Three Tangible Tips for Managers
Developing self-leadership in the workplace is not something that happens overnight. Here are three strategies for managers.
1. Encourage Employees to Reflect
A good way to develop self-leadership is to start by looking inward. How do I respond in different situations? What do I feel, think and do, and why?
This is about developing self-awareness. The better you understand yourself and your behaviour in different situations, the easier it becomes to lead yourself effectively.
As a manager, you can support this development by asking reflective questions and encouraging daily or weekly reviews, preferably in writing. How did things go? What could have gone better? How did I respond to the different situations that arose during the working day? Is there anything I need to change going forward?
2. Create Confidence Around Independent Decision-Making
An important part of self-leadership is being able to make independent decisions and take responsibility for the outcome. This means building confidence in both the decision-making process and its consequences, including the ability to take responsibility when a decision turns out to be wrong.
For employees to feel comfortable making their own decisions, managers need to clarify the boundaries of their authority and create an environment where mistakes can be used as opportunities for learning. Provide support when needed, but avoid automatically taking over as soon as a difficult situation arises.
3. Give Each Other Feedback
Last but certainly not least, make sure feedback is given and received on an ongoing basis. Both managers and employees will have valuable insights and knowledge that can help individuals in their daily work and help the team develop and take its collaboration to the next level.
Remember that feedback does not always need to come from the manager. By encouraging employees to ask one another for feedback, you can strengthen self-leadership across the entire team.
Bonus Tip: Take Control Over the Time Thieves
Do you and your colleagues want better control over how you spend your time? In the time management system Flex HRM Time, both managers and employees can gain valuable insights into where their hours go, making it an excellent tool for self-leadership. As a manager, you gain invaluable oversight and can support employees in planning their time and prioritizing tasks. As an employee, you quickly identify your time thieves and can easily adjust and reallocate the hours you spend on different projects.
We have also made time and project reporting as simple as possible in real-time with just one click on your mobile or web. If you want to learn more about time reporting in Flex HRM Time, please get in touch with us!
