Hi leaders! We’re here for episode 65! Autonomy.
It is one of the top reasons Direct Sales Leaders report why they love what they do.
Yet it can be both a blessing and a curse.
Autonomy simply put, means to act according to your own desires, interests, and values. It means freedom. It means you get to create something and build something of your own.
This is the blessing. You get to decide when, how, with whom, and in what way serves your own desires and values. Amazing!
The curse?
Well, for some, it’s very much the same thing. Too much freedom can be paralyzing for some of your emerging leaders, and even for some of you already at the top of your rank structure.
Because there’s no one else that’s done it before. There’s not even a little bit of structure or path to follow if you’re in the group of firsts to pave the way. Exciting! But a blessing and a curse at the same time.
In my experience, every leader does their best with their own unique ratio of structure and autonomy.
In some areas, the structure is helpful. It’s typically helpful in areas you do not have an interest a value or a desire. You want it to just be done for you so you can focus and soar in the areas you do have interests and desires.
Your role as a leader means you get to gauge this unique ratio of structure and autonomy with your emerging leaders. And this unique ratio may look very different than yours. And it may look very different from one leader to the next.
The joys of mentorship.
Many times, your emerging leaders won’t even know themselves, or what their ideal ratio of structure and autonomy is because this is all new.
First things first, get super clear on your own interests, values, and desires. Then identify the areas that are likely a thorn in your side that keeps nagging at you because your interest just isn’t there.
One example, maybe you’re not into earning the next trip, for whatever reason. It conflicts with a family trip, a family event that you don’t want to miss. But you need to communicate the conditions and help your team know how to earn it.
You still have to familiarize yourself with all the things so that you can speak to them and support your team.
What about your emerging leaders? Are they interested in the next trip? Or not? Do you see the trickle-down impact here? Where do their interests lie that meet the interests of their team members and where are the gaps?
Autonomy can be a blessing and a curse. Ok, maybe not quite a curse, but you get the idea. And the importance of not only identifying this for yourself but helping your emerging leaders navigate this as well.
It’s knowing where your autonomy blind spots are and then addressing them. Because everyone has them. They just may be different from one leader to the next.
Maybe it’s not an incentive trip. The point is to identify where your interests and desires are and where they aren’t. Help your emerging leaders to see this as well. How you mentor them on this is well, another area of autonomy. You get to decide. You have the freedom to navigate this.
The importance of doing so is to build a well-rounded group of leaders and a deep, connected team that feels included in a group where her own interests and desires, and values have a place. Even if they’re different.
Let autonomy continue to be one of the main reasons you love what you do by using the strategy of knowing your autonomy blind spots.
The best is yet to come. Always.
