Imagine being handed the keys to a car but told you can only drive it on one road, at one speed, and only during daylight hours. It’s still driving, but you’re restricted by so many rules that the freedom doesn’t feel quite so… free.

The reality is, this is what work can feel like for someone who is micro-managed or controlled to the point that those leadership skills they spent so long developing can’t be put to use. It’s a lack of autonomy – you’re given responsibility, but with little room to make your own decisions or take your own path.

Autonomy is a driving force behind employee satisfaction, innovation, and productivity. And, in a world where flexible working is now the norm, autonomy is quickly shifting from a “nice to have” to a must-have for organisations wanting to attract and retain top talent.

Autonomy fuels innovation: When employees are given the freedom to approach tasks in their own way, they’re more likely to think outside the box and come up with solutions that might not have surfaced under rigid oversight. Research from the CIPD highlights that employees who feel trusted and empowered are more likely to be innovative, contributing to new ideas and processes that drive the business forward. Take Dyson, the British tech giant. Known for encouraging its engineers to experiment, the company allows its teams a significant amount of autonomy in how they approach problems. The result? A reputation for innovation and a string of industry-changing products.

At its core, autonomy is built on trust. By offering your people the opportunity and freedom to make decisions, leaders signal that they believe in their team’s abilities. This reduces the need for micromanagement, which is often one of the biggest barriers to employee satisfaction. In fact, a study by the University of Birmingham revealed that 65% of UK workers felt micromanagement negatively impacted their performance. When you hand over the reins, you’re not only fostering a culture of trust, but you’re also freeing up time for leaders to focus on strategic thinking rather than day-to-day oversight.

Allowing employees to take ownership of their tasks encourages growth. Your people have the freedom to explore new approaches or tackle problems independently, they develop critical thinking and problem-solving skills that benefit both themselves and the organisation. Autonomy also gives employees the space to identify areas for improvement in their roles and take the initiative to upskill or develop new competencies. With the rise of online learning and professional development courses, employees now have more opportunities than ever to enhance their skill sets—but they need the freedom to pursue these without being tied to rigid schedules.

So, at the same time, how do we ensure this autonomy doesn’t hinder connection? We don’t want to isolate our people. We want to empower them to excel independently – so they can in turn thrive socially. Autonomy doesn’t mean isolation. The challenge is finding the sweet spot where employees feel empowered to work independently, while still feeling connected to their colleagues and the wider organisation. Like a driver who has freedom on the road but needs occasional check-ins at the service station, employees require balance: the space to be creative and self-directed, while also benefiting from collaboration and a shared sense of purpose. Above all, clear goals and expectations will pave the way to satisfied workers, who are simultaneously productive independently, and strong together.