The Agile way to “treat your employees like adults”

The phrase “Why don’t you just treat your employees like adults?” seems to be making the rounds on LinkedIn lately. It’s a compelling argument on the surface—who wouldn’t want more autonomy and trust in their work environment? But there’s always a "but." Being treated like an adult at work isn’t just about having the freedom to do things your way. It also means taking accountability and being responsible with that freedom.

The reality is that managers might have a different perspective on what it means to “treat people like adults.” It’s not necessarily about withholding trust or control; they may have seen firsthand what happens when people aren't ready for such responsibility. Both sides—managers and employees—often want the same thing, but they experience challenges differently.

Understanding the ideals behind Agile organizations

This idea of the independent, self-sufficient adult isn’t just something we dream up after one too many late-night TED Talks. It’s deeply rooted in our cultural and philosophical background, particularly the ideals of liberalism.

Liberalism champions the individual as autonomous, rational, and capable of making their own decisions. It’s a philosophy that celebrates personal freedom and self-determination—the idea that we should be able to chart our own course, free from unnecessary interference or judgment.

It’s important to note that this discussion isn’t about political opinions but about the philosophical context in which modern work practices, like Agility, have developed. Understanding this connection is crucial because these philosophical views shape how we approach work and leadership, especially in organizations that aim to be Agile.

The Agile Manifesto, written in the early 2000s, emerged from a liberalist environment where these ideals were strongly influential. The Manifesto’s emphasis on individuals and interactions responding to change, and customer collaboration reflects a broader cultural shift toward valuing autonomy and flexibility in both personal and professional spheres.

On paper, the principles of liberalism align perfectly with the structure of a flat, Agile organization. After all, what could be more in line with liberalism than a workplace where hierarchy is minimized, and everyone is empowered to lead themselves?

It’s like being given the keys to a well-stocked kitchen—no recipes, no instructions, just the freedom to create your own culinary masterpiece. But with that freedom comes the responsibility to ensure you don’t turn it into a mess that someone else has to clean up or eat!

The challenge: Is everyone ready for the responsibility?

Despite the appeal, there’s often skepticism around whether everybody or the necessary majority, is ready to handle this level of autonomy that this way of working requires. But maybe the issue isn’t to do with their capability; it's whether they’ve been equipped with the right tools and guidance to do so.

Around a year ago, I read Raising Adults by Julie Lythcott-Haims. As the title suggests, it’s a parenting book, but it brilliantly illustrates a crucial point that applies far beyond raising children. The book teaches us all a valuable lesson: We’re not just preparing children; we should gradually give them more responsibility as they grow.

The same principle applies in the workplace. Self-sufficient, autonomous teams don’t just emerge fully formed, they’re nurtured. Autonomy isn’t about handing out freedom without support; it requires thoughtful coaching, consistent encouragement, and a culture that promotes continuous growth and self-awareness.

Building a culture of responsibility and growth

In the workplace, the goal isn’t simply to assign tasks but to develop individuals who can take on increasing levels of responsibility. Trust is a crucial part of this process, and it’s a two-way street between managers and teams.

It’s not about assuming that employees are incapable or that managers are reluctant; it’s about recognizing that trust needs to be earned and built over time by both parties.

Teams must take responsibility not just for delivering work but for deeply understanding the purpose and impact of their contributions. Managers, in turn, need to provide the support, context, and autonomy that enable meaningful growth. When both sides actively engage with these responsibilities, they create an environment where autonomy and meaningful work thrive.

As we recognize the potential for growth, our confidence increases alongside our competence. This ties into the concept of a growth mindset—the understanding that our abilities aren’t fixed and that we can improve through effort and support.

Neuroscience backs this up by showing that our brains are adaptable and capable of learning and developing new skills throughout our lives. This adaptability means that with the right guidance and opportunities, we can continually enhance our capabilities.

Coaching plays a crucial role in fostering this mindset, offering the structured support needed to help individuals and teams take on greater autonomy. By creating an environment informed by both the growth mindset and the principles of how our brains adapt, we encourage realistic and sustainable growth, benefiting everyone involved.

In today’s fast-paced world, there’s a tendency to rely on external experts, which can sometimes undermine confidence in solving problems independently. This isn’t about rejecting expertise; it’s about using it as a foundation and then applying and adapting that knowledge to suit specific contexts. By doing so, you're giving people the confidence to take what they’ve learned and apply it for continuous improvement.

Agility, at its core, isn’t about following a rigid framework but creating a workplace where everyone feels capable, confident, and ready to tackle challenges on their own terms. It’s about fostering a culture where autonomy is a practical reality, supported by a foundation of continuous learning and encouragement.

Rising to the responsibility

In flat organizations, the shift towards autonomy places new demands on employees and managers alike. Success in such environments doesn’t happen automatically or overnight; it requires intentional guidance and support to help people grow into their roles.

A key element to this is helping people identify their own challenges, reflect on what hasn’t worked, and discover solutions. This process empowers autonomy and says, "You're capable of making informed decisions and solving problems."

For managers, this approach addresses the fear of losing control that often comes with increased autonomy. But, rather than controlling every decision, shift your attention to supporting and guiding your teams to foster a culture of trust and growth. This not only builds stronger, more capable teams but allows you to focus on strategic leadership.

While the focus of this blog post has been on personal and team development, don't forget about technical capabilities. The most successful implementations of autonomy happen when guidance is combined with the right tools and technologies.

Ultimately, this approach creates a win-win situation where employees develop confidence and competence and managers find fulfillment in enabling their teams to thrive.

By investing in this process, you can build a culture of continuous learning and adaptability, leading to a more dynamic, resilient, and effective workforce.