Julius R Sims II, MAEd

Follow up is essential. And I’m a big proponent of driving your own development. In many work environments, autonomy is incentivized as opposed to something that’s freely given. Therefore, use your subsequent meetings and coaching sessions to talk about your development and work progress. (If you’re unable to meet, be sure to send emails instead.) Highlight your achievements as they display your ability to manage autonomy, effectively and responsibly. Lastly, go the extra mile by seeking feedback from your peers and other leaders. 360 coaching is underutilized, but often the key to someone’s success!

Two things can be true as you prepare for dialogue: 1) You arrive to the discussion with an open mind. 2) You arrive to the discussion with an open plan. 1.) Open mind: Autotomy in the workplace is a spectrum. It’s not so black and white. Be open to hearing your leaders’ ideas on autonomy. Actively listen and ask discovery questions to obtain deeper understanding. 2). Open plan: Be prepared to speak about your own ideas on autonomy. Have cogent examples on what it looks like for you (and you, only) as it relates to your job/environment. Also explain why autonomy is valuable to you—not just a want, but a need.

As you are assessing, remember this: Autonomy is a spectrum, a range. It’s not as black or white as “You have autonomy“ or “You don’t have autonomy.” Please understand the nuance around this topic. Secondly, understand that ‘feelings are not facts.’ So, give yourself data, information, or examples on why you feel your autonomy is waning. As humans, our perspectives get a little flawed because of stress, conflict, or misunderstandings. This is especially important as you will most likely need to present those examples during discussions. Additionally, provide examples on what autonomy looks like to you. As I mentioned earlier, autotomy is a spectrum. Formulate what that looks like so you can explain to others, particularly your leader.

Prezi and PowerPoint and Canva, oh my! Choose the presentation tool you’re most comfortable with. (Unless you’ve been instructed otherwise.) Don't solely focus on format and background. Familiarize yourself with all tabs, settings, and technical components of the tool. Gaining this knowledge will inspire confidence and allow you to quickly get back on track if something hitches or glitches. This really comes in handy if you’re not the one navigating the slides. (Perhaps, you had to submit your presentation ahead of time.) You’ll be able to call out troubleshooting techniques and look like an expert.

Resist the urge to use frequent animations and flying colors—let your content make the biggest statement. Know your audience, and start there. What do they believe in? What is their brand identity? How do they typically deliver internal and external messaging? Allow the answers to inform your design choices. More times than not, less is more. Simple is better. Lastly, do not overload your slides with words and content. Make each page short and sweet while reserving the longer narrative for the Notes section or verbal explanation. You got this!

How do you handle stressors that are static? What do you do when triggers are consistent? For example: Constant high turnover. This is a systematic stressor that rarely has a quick fix. To address issues that just won't let up, start from the outside then work your way in. Using high turnover as an example: Leaders can attend classes, partner with mentors, read articles, or book conferences that will help equip and arm them with resources. Gaining knowledge then trading secrets with others are the tactile approach you need to combat the anxiety. It may not be a "feel-good" strategy, but it will feel good in the end.