The Power of Autonomy in Business Results

Let's talk about autonomy in small and medium-sized companies.

Many professionals I follow on LinkedIn complain and criticize when the administrator, partner or owner of a company acts directly in the operation.

They feel uncomfortable with the role of the manager in their daily actions or when the manager intervenes in a certain practice they perform.

On the other hand, when they decide to work in a larger company, they feel exhausted with the responsibilities entrusted to them, often without any guidance.

?So, how do I know if I have autonomy in my management and how to deal with this situation?

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?1. The dilemma of Autonomy

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Autonomy carries with it the responsibility of delivering some positive result. Over the years as a manager, I've realized that the laziest job in the world is one where you have full autonomy and no responsibility for results.

If you are temporarily seeking a source of income, this job is ideal. However, if you care about your career and the challenges required to learn new skills, this place will be like quicksand.

Therefore, autonomy is accompanied by the responsibility to deliver the result that was defined at the beginning of your journey in the company.

If this has not been clarified by the administration, it is necessary to question.

A tip for professionals: a company with healthy management always has clear goals for the coming years.

Perhaps these goals are not structured in a presentation, which will require a little more understanding and questioning from you.

Seek this information, as it is essential for you to develop a good job.

It's comfortable to sit in a chair and just perform tasks, but as a manager, you can't do that with yourself.

If you have been offered autonomy and the management of this company is healthy, be sure that you will need to deliver results. Find out what they are.

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2. Priority of outcome versus time?

The professional's fuel is to be valued for the result. But when and how to prioritize this? In our administration, we started to classify the results as fast, expected and extraordinary.

• Quick results: they are like the manager's business card. He needs to demonstrate, right at the beginning, that he is not just passing through. This helps us assess whether we made the right hire, whether the manager knows how to separate priorities based on his experience, validate the planning and generate minimum results quickly. Our evaluation begins the day after the end of the integration, analyzing weekly whether the deliveries are spontaneous, the level of maturity in the use of autonomy and how the manager uses the available resources.
• Expected results: these are those that a professional manager usually delivers to the administration on a regular basis. He has already carried them out in other companies and now replicates them, focusing on the defined goals. These results begin to be measured from the first month of management.
• Extraordinary results: they challenge management's own goals. In rare cases, they occur in parallel with speed. This type of result exceeds expectations on a scale that management did not foresee, creating positive problems, such as exceeded goals. Professionals who achieve extraordinary results are candidates for bonuses, salary increases, and organizational recognition

It is prudent for the manager, when starting in a new company, to know how to choose short-term battles while preparing for long-term ones.

In other words, set your priorities from day one. This demonstrates competence for the administration.

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3. Be afraid of not having goals

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We experienced the parallels of two opposing company cultures, which helped us learn how to deal with professionals while maintaining what works for the moment.

For those looking for recognition, one thing is certain: don't be afraid of goals, assertiveness, and results.

If you have received goals, be prepared for meetings in which you will need to be direct, quick and assertive.

Avoid wasting time questioning the "fairness" of the goals. Focus on finding the best solutions within the available resources.

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4. Affection doesn't hit the goal

South Americans have a tendency to interact in a friendly way to break the ice and avoid failures.

?While this is culturally acceptable, it can be seen as unprofessional depending on the company's management.

?Adapt to the corporate environment and remember that the result does not depend on affection, but on deliveries.

?Confusing affection with results can generate unnecessary frustrations in professional life. Consistently prioritize deliverables.

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5. Emotions are not part of the goal

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The company has no emotions. It has numbers and goals. A good manager will project expectations based on indicators such as past results, investments, and future goals.

?Don't get distracted along the way. The result is the final goal. During this journey, you will gain skills and build relationships, but the path is not the priority.

Especially among younger people, there is a belief that emotions are an essential part of work. However, the market requires a focus on results.

Autonomy and goals go hand in hand, and transparency in expectations is essential for an efficient environment.

If the company communicated its expectations from the beginning, you know what needs to be done. If not, reflect on whether you are in the right place.

Choosing a workplace is challenging. Ask about the company's culture and how it sees the word "result".

?From the first week, understand your autonomy and responsibilities. Be clear about your ability to handle them.

?By following these guidelines, everyone wins. After all, numbers never lie.

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