{"id":108314,"date":"2023-07-18T10:18:00","date_gmt":"2023-07-18T14:18:00","guid":{"rendered":"https:\/\/www.shortform.com\/blog\/?p=108314"},"modified":"2023-07-21T14:01:39","modified_gmt":"2023-07-21T18:01:39","slug":"level-of-autonomy-at-work","status":"publish","type":"post","link":"https:\/\/www.shortform.com\/blog\/level-of-autonomy-at-work\/","title":{"rendered":"The Right Level of Autonomy at Work: Where\u2019s the Sweet Spot?"},"content":{"rendered":"\n

What level of autonomy at work<\/a> should you give to your employers? How do you find the balance of control as a manager?<\/p>\n\n\n\n

Will Guidara’s book Unreasonable Hospitality<\/em> shares excellent lessons that anyone can apply to their career. One lesson is to find a good balance of control at work, letting your employees take initiative while also stepping in when needed.<\/p>\n\n\n\n

Here’s how to find that balance, according to Guidara.<\/p>\n\n\n\n\n\n\n\n

Find the Balance of Control<\/strong><\/h2>\n\n\n\n

After graduating from Cornell, Guidara began working as a manager at a restaurant owned by Danny Meyer\u2019s Union Square Hospitality Group (USHG).  Guidara quickly fell in love with the restaurant group\u2019s \u201crestaurant-smart\u201d culture, which prioritized teamwork and cultivating trust in both the kitchen and the floor staff to do their jobs well. This is also where he learned the perfect level of autonomy at work that managers should give to employees.<\/p>\n\n\n\n

(Shortform note: In Setting the Table<\/em><\/a>, Danny Meyer provides further context on why USHG had a restaurant-smart culture. For many years, Meyer believed that running his restaurants as a group and creating corporate structure would ruin the individuality and soul of each restaurant. As a result, he resisted turning USHG into an official restaurant group\u2014and as a consequence lacked several essential departments, such as marketing and public relations\u2014until 2003, shortly before he opened his restaurants at the MoMA (Museum of Modern Art).)<\/p>\n\n\n\n

However, Guidara\u2019s father warned him that he needed to work somewhere with a \u201ccorporate-smart\u201d culture\u2014a more business-like attitude to running restaurants that favored more controlled, corporate systems over on-the-ground staff autonomy. So Guidara joined RA, his father\u2019s old company, first as their assistant purchaser and controller and then as assistant general manager and controller of Nick + Stef\u2019s Steakhouse in Madison Square Garden.<\/p>\n\n\n\n

(Shortform note: Restaurants have two broad departments<\/a>: the front of house and the back of house. The front of house is made up of guest-facing roles such as the general manager, the servers, and hosts, while the back of house is the team that keeps the restaurant running behind the scenes: the chefs, purchasers\u2014who buy what the restaurant needs from third parties\u2014and finance people, including the controller who oversees accounting and payroll. Guidara thus had a well-rounded experience at RA, which gave him a more holistic view of the restaurant business.)<\/p>\n\n\n\n

Switching Jobs May Come With Culture Shock<\/strong>

Thinking of moving to another company? Keep culture in mind. Not everyone has an easy time switching between companies that have vastly different cultures. Many companies hire for \u201cculture fit\u201d\u2014<\/a>and while this is ostensibly a method of evaluating whether a potential employee shares your company values, it often translates to hiring the person who looks and acts like everyone else at your company.\u00a0

So if you come from a company with a different cultural style and <\/em>your background is different from that of your potential new coworkers\u2019, you may struggle to break into a company. Guidara may have had an easier time switching to corporate-style culture due to his family connection; after all, 22% of American men with non-absentee fathers join the same company as their father<\/a>.)\u00a0\u00a0<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

Guidara\u2019s time working at RA taught him that it\u2019s essential to have some <\/em>but not too much <\/em>control over your employees. Sometimes, control can help your employees. For example, when RA noticed that the increased price of lobster was negatively affecting a restaurant\u2019s profits, the controller banned their chefs from using the ingredient. The controller\u2019s focus on the restaurant\u2019s bottom line freed the chef to focus on serving great food without having to worry about serving a financially viable lobster dish.<\/p>\n\n\n\n

(Shortform note: It may be tricky to determine how much control is too<\/em> much. Some research suggests that the degree of control may vary depending on the task and circumstances<\/a>: Controls seem to work best in jobs that require performing routine tasks<\/a>, while more autonomy may work better for jobs that require creativity\u2014in the case of RA, the controller only had control over the bottom line, but didn\u2019t dictate what the chef could serve, enabling the chef to exercise culinary creativity.) <\/p>\n\n\n\n

That said, too much <\/em>control can harm your employees. While working at Nick + Stef\u2019s, Guidara fired a server who regularly disrupted the dinner service due to his unprofessional behavior. While USHG would have trusted Guidara\u2019s decision, RA\u2019s head office rehired the server, explaining to Guidara that this server made the company a lot of money because his customers loved him. Guidara was furious; he believed that the server\u2019s profit potential<\/a> didn\u2019t outweigh the damage that he did to the rest of the dining team\u2014damage that the head office couldn\u2019t see because they weren\u2019t in the dining room every evening. <\/p>\n\n\n\n

(Shortform note: Guidara\u2019s assertion that company leaders should defer certain decisions to employees who are in the restaurant every day reflects a common military tactic. In Superforecasting<\/em><\/a>, Philip Tetlock and Dan Gardner describe the military principle of \u201cmission command,\u201d in which commanders determine the overall strategy <\/em>of their forces but defer decisions on how to execute <\/em>that strategy to on-the-ground troops. This allows troops to make flexible decisions based on the dynamic situations they encounter firsthand\u2014as Guidara did when he fired the disruptive employee.)<\/p>\n","protected":false},"excerpt":{"rendered":"

What level of autonomy at work should you give to your employers? How do you find the balance of control as a manager? Will Guidara’s book Unreasonable Hospitality shares excellent lessons that anyone can apply to their career. One lesson is to find a good balance of control at work, letting your employees take initiative while also stepping in when needed. Here’s how to find that balance, according to Guidara.<\/p>\n","protected":false},"author":14,"featured_media":15069,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[45,14,30],"tags":[1099],"class_list":["post-108314","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-business","category-management","category-work","tag-unreasonable-hospitality","","tg-column-two"],"yoast_head":"\nThe Right Level of Autonomy at Work: Where\u2019s the Sweet Spot? - Shortform Books<\/title>\n<meta name=\"description\" content=\"You shouldn't hold your employees' hands. But, you also can't give them all the control. 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