Building Trust and Autonomy: Insights from a Senior Manager

My people management style is deeply rooted in my own experiences as an engineer and engineering manager. I’ve been fortunate to have had managers who gave me room to grow, but also others who would micromanage every decision. Those contrasting experiences have shaped how I lead today.

Micromanagement can stifle creativity and new ideas, limit individual and team growth and erode trust. I work to create a culture and environment where team members feel supported in such a way that enables ownership and the ability to deliver as a team.

In short, the key is trust.
 

Trust is the foundation for a productive working relationship where individuals and teams feel empowered to take ownership of their work while knowing they can rely on their manager for support when needed.

Within a culture of trust, people and teams are far more likely to take initiative, make confident, informed decisions and deliver autonomously. There is a mutual understanding that a manager can and will support and provide guidance and help when necessary—and instances when team members ask for such support are some of the most effective learning opportunities!
 

It’s important to note that autonomy may look different to different people. Strong managers adapt their approach to meet the unique needs and communication styles of each team member. Understanding that not everyone thrives under the same conditions and meeting people where they are is necessary when supporting any team. Listening, observing and being proactive in understanding what each person needs to succeed is another means of building that element of trust.

Becoming a strong people manager, like anything else, takes experience and practice. We all bring our personal experiences and skills to the role, and we each develop our own unique style. Here are some quick takeaways from my journey as a manager for building trust and supporting your team. While they may seem simple, each of these can have a big impact on becoming an effective leader.
 

• Be proactive: Be attentive and tackle issues before they grow.
• Adapt your approach: Tailor your management style to individual needs when possible.
• Foster autonomy: Empower your team to own decisions and outcomes, while making yourself available to provide guidance and support.
• Celebrate progress: Celebrate achievements, big or small. Share them outside of your team for exposure and to foster pride.
• Communicate openly: Build an environment where team members feel comfortable sharing ideas and concerns and receive meaningful support when they do.