Stuck in Your Career? Here's How to Build High Agency and Take?Control

Why some people thrive at work while others feel stuck, and how to shift from low to high?agency.

Originally Published on: Nara's Journal Blog

The other day, I was in a discussion where an industry product leader presented the High Agency Theory, a framework that categorizes people into four types: Go-Getters, Game Changers, Cogs in the Wheel, and Frustrated Geniuses. The message was clear; if you find yourself in one of the latter two categories, you need to take more initiative and break free.

On the surface, it sounded motivating. But as the discussion unfolded, a different sentiment emerged. Many felt it oversimplified the realities of workplace dynamics; as if agency was purely a personal choice, unaffected by leadership, company culture, or structural barriers.

That got me thinking. What does high agency really look like in practice? While personal mindset matters, it’s only part of the equation. The environment you work in; how decisions are made, how risk-taking is rewarded, and whether autonomy is encouraged; plays a huge role in shaping whether agency is even possible.

So, how do you develop high agency in a real-world workplace? And how can organizations foster a culture where ownership and initiative actually thrive?

In this article, we’ll break down:

• The four agency quadrants and what drives people into each category.
• Practical ways to increase your own agency.
• How organizations can support a culture of ownership and initiative.

Let’s dive in.

The Four Quadrants: Why People Fall into Different Levels of?Agency

The High Agency Theory categorizes individuals based on two key factors:

• Agency: How much ownership and initiative they take.
• Talent: Their level of skill, knowledge, and ability to drive impact.

While these categories might seem straightforward, people don’t end up in them by choice alone. Workplace structures, leadership styles, and company culture all influence where someone lands.

Let’s break them down.

Game Changers (High Agency, High?Talent)

Game Changers are visionaries and top performers, they take initiative and have the skills to execute successfully. They don’t just follow the playbook; they rewrite it.

Why do people become Game Changers?

• They are strategic problem solvers who know how to turn ideas into results.
• They take ownership of challenges instead of waiting for direction.
• They are in environments that reward initiative rather than suppress it.

Challenges They Face:

• Bureaucracy slows them down. They may struggle with approval processes or rigid structures.
• They need strong influencing skills. Good ideas alone don’t always get buy-in.
• Burnout risk. Taking on too much responsibility without proper support can be exhausting.

Go-Getters (High Agency, Low?Talent)

Go-Getters are driven and action-oriented, even if they don’t yet have the deep expertise of a Game Changer. They’re always looking for ways to contribute and learn by doing.

Why do people become Go-Getters?

• They prioritize action over perfection; they figure things out along the way.
• They are motivated by growth and willing to take on challenges.
• They are in cultures that value proactiveness over credentials.

Challenges They Face:

• Limited expertise can slow them down when tackling complex problems.
• Risk of inefficiency: taking on too much without a clear strategy.
• May struggle to transition into leadership without developing deeper skills.

Frustrated Geniuses (Low Agency, High?Talent)

Frustrated Geniuses have the skills but feel blocked from making an impact. They often have great ideas but lack the environment or support to execute them, leading to stagnation and disengagement.

Why do people become Frustrated Geniuses?

• They lack autonomy: their ideas are dismissed or ignored.
• They work in rigid environments that don’t value innovation.
• They have been demotivated by past failures or leadership resistance.

Challenges They Face:

• Chronic disengagement: high skill but no motivation leads to frustration.
• Career stagnation: without opportunities to contribute meaningfully, they may be overlooked.
• Fixed mindset trap: believing change is impossible, they stop trying.

Cogs in the Wheel (Low Agency, Low?Talent)

Cogs in the Wheel operate within defined boundaries; they execute tasks without questioning or taking ownership beyond their role.

Why do people become Cogs in the Wheel?

• Their job doesn’t require critical thinking beyond execution.
• Leadership discourages autonomy, preferring control over delegation.
• Past experiences taught them that initiative doesn’t lead to rewards.

Challenges They Face:

• Limited career growth: without initiative, opportunities remain stagnant.
• Low job satisfaction: doing repetitive tasks without ownership can feel unfulfilling.
• Vulnerability to job automation: if their work is purely executional, they may be at risk of redundancy.

Final Thoughts on the Four Quadrants

People don’t consciously choose to be in a low-agency role, the systems they work in shape where they land. While personal mindset plays a role, external factors like leadership support, organizational structure, and company culture determine whether agency is nurtured or suppressed.

Now that we’ve broken down the quadrants, let’s explore how to increase your own agency and create an environment where ownership thrives.

How to Increase Your Own?Agency

If you feel stuck in a low-agency role, the good news is that agency isn’t a fixed trait; it’s a skill you can develop. It’s not about forcing change in impossible situations or taking reckless risks. Instead, it’s about recognizing what you can control, navigating constraints, and owning your impact.

Here’s how to build real agency without making this process overwhelming.

1. Shift from Problems to Solutions

People with low agency often focus on why things can’t be done, while those with high agency ask, “How can I make this work?”

Instead of saying, “Leadership won’t approve this idea,” ask, “What do they need to see to support this?” Instead of thinking, “I don’t have the authority,” ask, “What influence do I have, and how can I use it?”

This shift in thinking helps you move from feeling stuck to finding a way forward.

2. Take Ownership in Small but Meaningful Ways

Building agency doesn’t mean you have to overhaul everything overnight. It starts with owning what’s in your control, even in small ways.

• Own the process. If something is inefficient, suggest an improvement instead of waiting for someone else to fix it.
• Own the results. Don’t just complete tasks; think about how you can improve the outcome.
• Own the communication. Keep people informed instead of assuming they know what’s happening. If you’re always waiting for someone else to take the lead, you’re reinforcing low agency. Start small, but start somewhere.

3. Navigate Constraints Instead of Complaining About?Them

Every workplace has limitations; bureaucracy, difficult stakeholders, slow processes. High-agency individuals don’t just complain about these obstacles; they figure out how to work around them.

• If your company has slow approval processes, find a small-scale pilot to test an idea instead of waiting for full approval.
• If you’re not given leadership opportunities, start leading informal projects or cross-functional collaborations.
• If your team resists change, introduce small, low-friction improvements that show value over time.

The reality is that constraints will always exist; how you handle them determines your level of agency.

4. Learn to Build Influence, Not Just?Execute

Taking ownership is important, but real agency requires influence; otherwise, you’ll keep hitting roadblocks.

• Understand what leadership values and frame your ideas in a way that aligns with company goals.
• Find allies who can support your initiatives and help push ideas forward.
• Be visible. If no one knows what you’re working on, your contributions won’t get recognized.

Sometimes, the difference between being stuck and making progress isn’t effort. It’s knowing who to get on board and how to frame the conversation.

5. Ask for Clarity and Opportunities

Low agency isn’t always about mindset; sometimes, it’s just a lack of clear expectations or career direction. If you feel like you’re in limbo, start by seeking clarity.

Ask leadership:

• “What does success in my role look like beyond just completing tasks?”
• “What areas of ownership can I take on to grow?”
• “How can I align my work with bigger company goals?”

Many people assume they aren’t given opportunities because none exist. But often, it’s just because they haven’t asked.

Making Agency a?Habit

High agency isn’t about being fearless or taking massive risks. It’s about owning what you can, finding creative ways to navigate constraints, and learning to influence where it matters.

If you feel stuck, don’t wait for the perfect opportunity, start small. The more you build agency in the areas you can control, the more impact you’ll have.

But here’s the thing: individuals alone can’t fix a broken system. Organizations play a critical role in either fostering agency or shutting it down. Next, let’s talk about what companies need to do to create an environment where agency can thrive.

How Organizations Can Foster High?Agency

While individuals can work on developing agency, companies are often the biggest factor in whether agency thrives or gets shut down. The reality is that many organizations say they want employees to take ownership but then create structures that make it nearly impossible.

When employees don’t step up, the blame is often placed on them, without questioning whether the system they’re in even allows for high agency. If companies genuinely want a culture of ownership and initiative, they need to stop being the cause of low agency.

1. Stop Penalizing Initiative

If taking initiative leads to extra work with no recognition, getting ignored, or even facing resistance, employees will stop trying. Companies can’t expect people to step up if they’ve seen others get punished for it.

Instead of waiting for “perfect” ideas, encourage experimentation, support employees who challenge the status quo, and make it safe to take risks. If people don’t feel like they’ll be backed when they try something new, they won’t bother.

2. Remove Unnecessary Bureaucracy

A company can’t demand initiative from employees while drowning them in approval processes, rigid policies, and unnecessary red tape. If every decision requires multiple layers of sign-offs, high agency becomes impossible.

Give teams real ownership over decisions within clear guardrails. Reduce the number of unnecessary approvals for initiatives that should be within an employee’s control. The more friction there is to getting things done, the less agency people will have.

3. Create Clear Growth?Paths

If employees don’t see a future for themselves in the company, why should they take initiative? When career paths are unclear or promotions feel arbitrary, people default to just doing their job instead of going beyond it.

Growth isn’t just about promotions; it’s also about expanding ownership. Give employees stretch opportunities, invest in mentorship, and make sure there’s a clear way for them to advance. When people see a real trajectory, they naturally take more ownership.

4. Encourage Ownership at Every?Level

If agency is only rewarded at the leadership level, don’t expect it to exist anywhere else. Too many companies unknowingly train employees to just follow instructions instead of solving problems.

Decentralize decision-making so teams can own their work instead of everything needing executive approval. Recognize and reward those who improve processes, not just those who execute tasks efficiently. If employees feel their input is valued, they’ll take more initiative.

5. Build a Culture Where People Can Speak?Up

High-agency employees question things, challenge ideas, and push for change. But if the company culture punishes dissent, whether explicitly or subtly, people will stop engaging.

If employees hesitate to speak up, that’s a sign of a deeper problem. Leadership should welcome constructive disagreement, value feedback, and create an environment where people feel comfortable bringing up ideas or concerns. Without this, agency dies before it even has a chance to develop.

At the end of the day, high agency isn’t just an individual trait, it’s a culture. If a company wants employees to take ownership, it needs to remove the barriers, reward initiative, and create an environment where stepping up is actually worth it.

That’s it, folks! High agency isn’t just about mindset, it’s about having the right environment to apply it. If you’ve ever felt stuck, I hope this article gave you some practical ways to regain control. And if you’re in a leadership role, I hope it made you rethink whether your organization is truly enabling agency or just expecting it without providing the right conditions.

Where do you see yourself in the High Agency Theory framework? Have you ever transitioned from low to high agency? I’d love to hear your experiences, drop a comment below!

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Signing off,

Kavindu Narathota

narathota.com