I’ve been reflecting a lot recently on autonomy and flexibility and why they matter so much to me.

For most of my career, I worked at McDonald’s for over thirty years, progressing into Area Manager roles, leading large teams and supporting multiple restaurants, where no two days were ever the same. What many people don’t always realise is that while the days were often fast-paced and unpredictable, they were built on strong systems, clear processes and consistency. That structure was one of the organisation’s greatest strengths and I thrived in that environment.

My role was always centred around people. Coaching, supporting, influencing, problem-solving and developing teams. I had autonomy within my role, but it sat within a well-established framework. I never really stopped to think about it because it was the way I had always worked.

Then everything changed.

When I moved into a role outside of McDonald’s and joined PeopleUnboxed, I found myself working in a completely different way.

My days became less about operational routines and more about creating learning experiences and facilitating virtual sessions for the first time. I was working remotely, managing my own time and learning entirely new ways of working, which felt very strange!

What surprised me most was the change in mindset. While I had autonomy within my previous role, there was always a framework around me. Now I found myself responsible for creating that structure for myself, and I didn’t immediately feel the freedom that came with it.

I remember feeling uncomfortable stepping away from my laptop during the day or adjusting my hours to work in a way that suited me. Intellectually, I knew I had flexibility, but emotionally, I was still operating with the mindset I’d developed over many years.

Over time, as I settled into the role, that started to change. I began to realise that what mattered wasn’t when I worked but how effectively I managed my time around commitments and the quality of what I delivered and the difference I made.

People trusted me.

They trusted my judgement, my experience and my ability to organise myself around the outcomes I was responsible for delivering. Looking back, I think one of the biggest lessons was realising that autonomy isn’t simply about being given freedom. It’s about learning how to use that freedom well.

That lesson stayed with me as my career evolved and I found myself leading a team again. This time, though, I brought a different perspective.

For a long time, I probably viewed it through my own lens. I assumed that because I enjoyed ownership and flexibility, other people would too. What I’ve learned is that autonomy looks different for everyone:

• Some people thrive when they’re given broad goals and space to find their own path.
• Some feel more confident when they have clearer boundaries and regular support.
• Some gain energy from independence.
• Others gain it through conversation, collaboration, and shared thinking.

One of the biggest lessons I’ve learned as a leader is understanding what helps and supports each individual thrive.

For me, autonomy comes from trust, ownership and having the space to use my judgement, but for someone else, autonomy might include structure, guidance, and regular check-ins. So, I’ve started to think about autonomy less as something I give people and more as something I help them create.

What I’ve learned.

For years, I learned how to lead within structure. Then I learned how to create structure for myself. Working at PeopleUnboxed taught me that autonomy doesn’t look the same for everyone, and neither does the support that helps people succeed.

Now I’m learning that the most important skill of all is understanding that everyone experiences autonomy differently and leading with that in mind.

Reflecting on my own journey, four lessons stand out:

• Trust creates confidence. When people know they’re trusted, they’re more likely to take ownership of their work.
• Autonomy and support can exist side by side. Giving people freedom doesn’t mean stepping away from them.
• Structure isn’t the opposite of autonomy. For many people, the right amount of structure helps autonomy flourish.
• The best approach is rarely the same for everyone. Understanding individuals will always take us further than applying a single leadership style.

Reflection. 

Understanding my own relationship with autonomy has taught me something important; good leadership isn’t about getting people to work like you do. It’s about helping them find the conditions in which they can do their best work.

Creating the conditions for people to do their best work isn’t always straightforward, and that’s what makes it so interesting. If you’d like to chat about leadership, autonomy or helping people find the way of working that works best for them, feel free to get in touch by email or on LinkedIn.