How to help people feel empowered to act and work autonomously: Strategy #4.3 – Encourage people to ‘take responsibility’

We have previously published a series of people leadership strategies around the themes of people feeling supported, valued and safe; creating a ‘team environment’; supporting learning and growth; empowering staff and building autonomy; ensuring clarity of roles and expectations; and creating meaning and purpose.

Practical Ideas Guides

We are now going to explore the actionable steps that you can take to enable the suggested strategies and actions. This is one in a series of 31 posts providing specific descriptions of the actions in practice. (There is one practical idea guide for each people leadership strategy)

So, this post focuses on theme 4 – helping people feel empowered to act and work autonomously. In a previous post we have talked through 5 overarching strategies to support building an environment where people feel empowered to act and work autonomously:

4.1 Provide opportunities for empowerment

4.2 Set clear boundaries

4.3 Encourage people to ‘take responsibility’

4.4 Proactively manage the authorising environment

4.5 Provide coaching and support

In this post we take a deep dive into the specific strategy of:

4.3 Encourage people to ‘take responsibility’

Taking responsibility is not always a social norm in organisations – in risk averse cultures there may be a tendency to push responsibility up the chain. People need to be both encouraged and supported to take off the shackles, which will result in high levels of energy and commitment. So, here are some of the actions that can be taken to put this leadership strategy into practice:

1. Set high standards and express confidence in their ability to deliver.

People are more likely to stretch and perform well when expectations are clear and they feel trusted to meet them. As a leader, your role is to set the bar high and make it feel achievable.

1. Be explicit about what “high standards” mean

Avoid relying on general statements in performance plans. When assigning work, take time to clearly describe what ‘good’ looks like. You might do this by outlining 4–6 practical criteria, such as:

the quality or accuracy expected
how thorough or evidenced-based the work should be
what success looks like for key stakeholders
how risks or issues should be considered and managed
expectations around communication or follow-through

Use clear, neutral language so standards feel supportive, not judgmental.

2. Use real examples to bring standards to life

Where possible, point to examples of past work – either from your team or elsewhere – that demonstrate the level you’re aiming for. This helps people visualise expectations and reduces uncertainty about what “high quality” actually looks like in practice.

3. Explain why high standards matter

Connect the standard to purpose. Share why this work matters, what it enables, or what becomes possible when it’s done well. Express genuine enthusiasm for the outcome and the impact of doing the work to a high level.

4. Invite dialogue, not just agreement

After outlining expectations, ask questions such as:

“What stands out to you about these expectations?”
“What might be challenging about delivering this?”
“What support would help you succeed?”

This encourages ownership and helps surface risks early.

5. Explicitly express confidence in their ability

Say it out loud. Let people know you believe they can deliver to the standard you’ve set. Confidence from a leader is often the permission people need to stretch.

6. Stay present after setting expectations

High standards are not a ‘set and forget’. Make it clear you’re available for clarification, sense-checking, or problem-solving as work progresses—especially when people hit obstacles.

Our post on the SIMPLE model of accountability offers some more practical ideas.

2. Encourage them to make decisions – don’t allow them to push decisions upwards for things they are accountable for

Empowerment is not just about being supportive – it’s about encouraging people to make decisions and take responsibility for outcomes for which they are accountable. If you are not deliberate about encouraging people to make decisions, a pattern can develop where decisions are routinely pushed upward, which unintentionally disempowers individuals and the team. Key actions you can take include:

1. Set a clear expectation that decision-making is part of the role

Be explicit that making decisions is not a risk or a burden – it is a core part of owning your work. Reinforce the idea that greater autonomy comes with responsibility, and that you expect team members to exercise judgement within their role.

2. Define the decision-making ‘space‘

Rather than listing every decision someone can make, clarify the boundaries. For example, explain:

Which types of decisions must come to you (e.g. high risk, significant cost, people impacts, reputational issues)
Which decisions they are expected to make themselves

A simple rule of thumb can be helpful, such as: “If it’s within scope, low risk, and you’re accountable for the outcome, I expect you to decide.”

3. Align authority with accountability

Check that people actually have the authority they need to deliver what they’re responsible for. If someone is accountable for an outcome but lacks decision rights, either adjust expectations or expand their authority – misalignment here is a common source of frustration.

4. Coach decisions rather than making them

When someone brings a decision to you unnecessarily, resist the urge to solve it for them. Instead, ask:

“What do you recommend?”
“What options have you considered?”
“What’s the risk if you decide this yourself?”

This reinforces ownership while still providing support.

5. Normalise learning from imperfect decisions

Make it clear that not every decision needs to be perfect. Share your own experiences and the learning that came from decisions that didn’t go exactly as planned. What matters most is the quality of the thinking – using sound judgement, learning before, during and after the decision, and taking accountability for it. Back people when their decisions are reasonable, even if the outcomes aren’t ideal.

6. Revisit this expectation regularly

This conversation works well alongside discussions about high standards and performance. Re-clarify decision boundaries as people grow in confidence and capability.

3. Encourage them to implement improvements or innovations and not be bound by convention.

Teams can easily fall into the habit of doing things ‘the way they’ve always been done’. As a leader, you can actively encourage people to challenge convention, improve processes, and experiment – especially with low-risk improvements that make work easier or more effective. Things to consider include:

1. Regularly invite people to spot improvement opportunities

Use existing conversations – one-on-ones, team meetings, planning sessions, or performance discussions to ask questions like:

“What’s frustrating or unnecessarily time-consuming right now?”
“What feels pointless or repetitive?”
“If we were starting this process from scratch, what would we do differently?”

Frustration is often the best signal of an improvement opportunity.

2. Help them focus on what’s within their control

Once issues are identified, guide people to separate:

what they control
what they can influence
what’s outside their scope

Encourage action on the first two, rather than waiting for permission or perfect solutions.

3. Encourage small experiments, not big redesigns

Reframe improvement as testing ideas rather than getting everything right first time.
Encourage people to try small, low-risk changes, observe what happens, and adjust. Make it clear that:

they don’t need approvals for sensible improvements
progress matters more than perfection
learning is expected – and of value, even if an idea doesn’t work

4. Promote practical use of tools (including AI)

Encourage team members to use available tools, such as AI, to:

streamline routine tasks
create checklists or templates
summarise meetings or documents
pressure-test processes or ideas

Position tools as assistants that free up time for higher-value work, not as extra work.

5. Ask them to communicate changes, not seek permission

Set a clear expectation:

“If it’s low risk, within your role, and improves how we work – go ahead and do it. Just let others know what’s changed.”

This builds confidence, momentum, and ownership.

6. Reinforce and recognise improvement efforts

Regularly ask:

“What have you improved recently?”
“What did you try that worked (or didn’t)?”

Acknowledge effort, not just outcomes, to keep innovation alive.

4. Allow them to go outside organisational boundaries to get things done – not to be bound by chains of command.

Teams often default to escalating issues up the chain of command. While escalation is sometimes necessary, over-reliance on it can slow progress and reduce ownership. As a leader, you can encourage people to work across organisational boundaries to get things done – respectfully and effectively. Steps you could undertake include:

1. Set the expectation that peer-to-peer resolution comes first

Be explicit that, wherever possible, people should try to resolve issues directly with the relevant area or individual before escalating.

You might frame it as:

“If you can resolve it directly, that’s usually the fastest and most effective approach.”

This normalises lateral problem-solving rather than default escalation.

2. Give permission to engage beyond hierarchy

Reassure your team that it’s appropriate to contact colleagues in other teams – or even more senior people – when it’s relevant to the work.

Emphasise that:

conversations should be polite, professional, and solution-focused
they are representing the team and the organisation
openness and curiosity go further than authority

This builds confidence, especially for less experienced team members.

3. Clarify when escalation is appropriate

Make it clear that escalation is still valid when:

attempts at direct resolution haven’t worked
the issue involves significant risk, conflict, or sensitivity
authority beyond their role is genuinely required

This helps people exercise judgement rather than avoid responsibility.

4. Coach escalation requests instead of automatically stepping in

When someone asks you to intervene, pause and explore first:

“Who have you spoken to so far?”
“What approaches have you tried?”
“What’s stopping this being resolved directly?”
“What would you like me to do specifically?”

Often, this helps them see a next step they can still take themselves.

5. Support and back them when needed

When escalation is genuinely required, step in decisively – and let your team member know you’re backing them. This reinforces trust and ensures they don’t feel punished for trying to resolve issues independently.

5. Support them to make presentations to senior management.

Presenting to senior management is a powerful way for people to build confidence, credibility, and ownership of their work. It also signals trust. To make this a positive development experience, your role is to set them up for success, not leave them to figure it out alone:

1. Be deliberate about who presents and why

Look for opportunities where it makes sense for a team member – rather than you – to present.
Explain clearly:

why they’ve been chosen
what the purpose of the presentation is
what success looks like for the audience

This helps them see the opportunity as developmental, not risky.

2. Provide a simple, repeatable presentation structure

Give them a clear framework they can rely on, for example:

context and purpose
key message or recommendation
supporting evidence or insights
risks or implications
what decision or feedback is required

A consistent structure reduces anxiety and improves clarity.

3. Share examples and explain what “good” looks like

Provide examples of strong presentations (slides or recordings if available) and talk through why they worked – clarity, focus, pacing, or how questions were handled.

This helps people model success rather than guess at expectations.

4. Create safe opportunities to practise

Build in time for a rehearsal:

run-through with you or another experienced presenter
focused feedback on message, structure, and delivery
guidance on likely questions and how to respond

Practising once or twice can dramatically increase confidence.

5. Prepare the audience where appropriate

Where possible, give senior leaders a heads-up:

clarify the purpose of the presentation
ask them to be constructive and encouraging
set expectations about time and level of detail

This reduces the chance of unhelpful surprises.

6. Debrief and capture learning afterwards

After the presentation, take time to reflect together:

what went well
what they would do differently next time
what feedback they received
how their confidence or capability has grown

This turns the experience into lasting learning.

6. Allow them the space to make decisions – do not micro-manage their activities or override their decisions.

Empowering people to make decisions is essential for engagement and growth, but it can be challenging for managers who are ultimately accountable for the team’s outcomes. The balance involves having a degree of control without being controlling. The key is to provide freedom with clear boundaries, so people feel trusted while maintaining overall accountability:

1. Define boundaries and decision-making scope

Be explicit about:

which decisions must involve you
which decisions they are expected to make themselves

Explain that the freedom to decide comes with responsibility for outcomes. This prevents confusion and reduces micro-management.

2. Align freedom with skill, experience, and motivation

Adjust the level of autonomy according to the individual:

more experienced or confident team members may need minimal guidance
newer or less confident staff may benefit from clearer guardrails

This ensures people feel supported, not abandoned.

3. Clarify accountability

Even when giving decision-making freedom, remind them that you are ultimately accountable as the manager. Frame it positively:

“You are empowered to make decisions within this scope. I trust your judgement and will back you, while I remain accountable for the overall outcome.”

This makes expectations clear without undermining their autonomy.

4. Resist the urge to override

Once boundaries are set, avoid stepping in unnecessarily. If a decision turns out to be imperfect, treat it as a learning opportunity rather than a failure. This builds confidence and reinforces ownership.

5. Make it an explicit conversation

Have a direct discussion about:

freedom and responsibilities
what decisions they are empowered to make
the expectation that they will escalate only when necessary

This avoids misunderstandings and ensures mutual trust.

Check out our post to see if you ‘check in’ or ‘check up’…

What Next?

Having read this practical guidance, some questions you may want to ask yourself might be:

Are there one or two ideas emerging for me that I might want to put into practice?
What is the smallest thing I could do that might have a positive impact?
How will I hold myself accountable for following through on my actions?

Good luck!

Empowerment, Leadership, Practical Ideas Guides