Disclaimer: These communications are intended for the employees of HB Global. We recognize that the general public will have access. The views expressed in these communications represent Bob Whalen in the context of HB Global and may not apply to broader audiences.
Part of our mission is to make HB Global a great place to work, and a major component of doing this is ensuring employee owners get the opportunity to pursue meaningful work. Motivation flourishes in an environment where you have the space to demonstrate your expertise, which is why we’re rolling out Radical Autonomy at HB Global. Because it’s easy to make assumptions about what this means, we’ll be talking about what it is, why it’s important, and how leaders can start to implement this.
Radical Autonomy is not meant to replace our mission or core values but rather it is meant to support them. It allows for more creative problem-solving which creates value, and it increases motivation which makes HB Global a great place to work. Radical Autonomy requires mutual Trust between supervisor and team, creates new ways for the Team to work together, fuels Grit by increasing motivation, and creates immense Growth opportunities.
What is Radical Autonomy?
Radical Autonomy creates an environment where you, as an employee owner, receive a level of autonomy appropriate for your role and experience level. We know that you know your job better than most, and we want you to have the freedom to demonstrate your expertise through creative problem-solving and process innovation.
Radical Autonomy is powered by effective delegation. While this may mean getting to try your hand at new tasks and projects, it also means that you are held accountable for your performance on those tasks and projects. Yes, there is a learning curve when taking on new work, but without accountability, neither you nor the organization can grow.
Radical Autonomy applies to our divisions as well as our individual employee owners. While there are some standards that apply across all divisions at HB Global, we know that each division knows their customers, region, and specialty work best. Therefore, we believe that each division should have the autonomy to serve their customers in the way they see fit. This ability to serve the customer in a way that is unique to them then trickles down to each individual employee owner.
We also need to talk a little bit about what Radical Autonomy is not. This level of autonomy does not mean getting to show up to work only when you feel like it, only getting to do the projects you want to do, etc. Our mission and values are still our top priority. Therefore, Radical Autonomy needs to be used in a way that serves our mission and core values. It is a concept that allows you to work more effectively and enjoyably within your role.
Why is Radical Autonomy Important?
Increased motivation is the primary outcome of Radical Autonomy. When we have the space to be creative and problem-solve, we are far more motivated than when we are being micromanaged. Daniel Pink discusses this in his book Drive, where he provides examples and evidence that support what we anecdotally know to be true. When you are given the space and freedom to perform your role, you are able to see the various ways in which you can add value to the company through your expertise and growth. If, however, you are being told exactly what to do all the time, work becomes more monotonous and less meaningful.
That leads us to creative problem-solving. If one or a few leaders are dictating how work is done, creativity is stifled. Top-down guidance from one or a few leaders only allows for a limited view of the work. However, when every level of the organization has the space and freedom to problem-solve, there are more opportunities for better solutions to come to the surface. This helps serve customers better and also can make our entire organization more efficient.
Furthermore, when we encourage leadership at every level of the organization, we are developing the next generation of leaders. Radical Autonomy creates an environment where stretch assignments become more plentiful which helps you to learn and grow. This also leads to great mentorship opportunities throughout the organization. When we develop leaders at every level, we are able to better scale and grow as a whole.
Leading with Radical Autonomy
The key to the success of Radical Autonomy is how it is implemented by leaders throughout the organization. One of the main components that enables Radical Autonomy is effective delegation. However, delegation doesn’t just mean passing off a task or a project and calling it a day.
For delegation to be effective, the supervisor needs to clearly communicate the purpose of the initiative and provide proper training.* In some cases, the training may be the experience that is gained on the job. At the time of delegation, it is crucial that the purpose, training plan, and deadline are collaboratively defined between the supervisor and team member. It is the duty of the supervisor to provide all the necessary information when they assign the task so that the team member can make appropriate decisions. That being said, team members also have a duty to ask questions when there is lack of clarity.
It’s important to mention that training will look different for different roles across the company. For example, in the field, safety needs to be a top priority when considering proper training. Training for aspects of the job related to safety cannot be done through experience. For office roles, however, our decentralization model allows for learning on the job.
Your role as a leader doesn’t stop after the initial delegation. It’s your duty to then hold the team member being delegated to accountable for their results. Holding your team accountable is beneficial for both the individual and the organization. By checking in on progress and clearly communicating expectations, the individual has a chance to learn and improve throughout their efforts. This level of accountability also creates better results for the overall organization which creates more value for all employee owners.
Balance is the key. Just because delegation is a key component doesn’t mean that all tasks and projects should always be delegated. Supervisor discretion is crucial when determining what to delegate and who to delegate it to.
Balance is not only key in delegation but is key to the whole of Radical Autonomy. We must balance: Radical Autonomy and Team, freedom and accountability, value creation and our people first culture. We’ll be diving more into Radical Autonomy throughout 2025, but for now, if you have your own thoughts or questions about Radical Autonomy at HB Global, send them to [email protected].
*Pink, Daniel. Drive: The Surprising Truth About What Motivates Us. Riverhead Books, 2009.