The Science Of Successful Self-Management: 16 Crucial Factors
In both popular and academic management literature, self-managing teams are identified as one of the key innovations in progressive organizations. But successful self-management is not an easy task. It requires both a good grasp of the key elements and an understanding of the factors that influence them.
Recently we wrote that self-management has long been grounded in research. So, what can we learn from this immense body of academic literature for use in our day-to-day practices?
Fortunately, there is an excellent review of this literature by scholars Nina Cristina Magpili and Pilar Pazos (Self-Managing Team Performance: A Systematic Review of Multilevel Input Factors). It provides us with many of the answers.
The key factors (according to research)
These scholars reviewed almost 40 years of literature on the topic and presented an extensive overview of the essential factors that, according to research, influence the success of self-managing teams.
The factors they describe can be a guide for organizations wanting to implement self-managing practices. This evidence-based analysis describes the crucial factors.
What are these key factors? We lay them out below on the three key organizational levels:
- The individual
- The team
- The organization
Key factors at the individual level (according to research)
1. Autonomy
Employees need to establish a balance between individual and team autonomy. On the one hand, individual autonomy can promote motivation and successful self-management; on the other, it can frustrate collective success.
Too much individual autonomy is a liability when employees make significant plans or decisions without consulting the rest of the team.
2. Roles
Roles within self-managing teams evolve and change as the work of the team changes. Sometimes new roles need to be created and, at others, removed. Roles are no longer tied to job descriptions. Employees must decide for themselves what roles are needed to accomplish their work.
Successful self-managing teams are capable of rotating jobs when they have overlapping skill sets.
3. Leadership
In successful self-managing teams, leaders are chosen on their proven skills. They are able to gain the commitment of others and to delegate. Other important behaviors are mentoring and coaching of peers.
Effective leaders promote team cohesion by encouraging opinion-sharing, clarifying misconceptions, and addressing concerns.
4. Skills
Some studies suggest that the success of self-managing teams is dependent on having a mix of skills in the team. This improves flexibility and enhances collaboration. Both self-management and teamwork skills are important.
Crucial teamwork skills include the ability to lead, to communicate, and to conduct meetings effectively. Training is usually essential for successful skill development.
5. Experience
Once teams gain experience, they are likely to gain more autonomy. Similarly, employees with more experience tend to become the leaders, mentors and coaches in the team.
Long work experience can also be a negative: it is shown that experienced employees are more tempted to revert to old practices. That can hurt performance.
Key factors at the team level (according to research)
1. External leadership
Teams benefit from external leaders who provide supportive direction but are not involved in their day-to-day tasks. They enrich teams by facilitating constructive processes for conflict, communication, development, and decision-making.
Leader intervention is most productive when requested by the team. It hurts when intervention is experienced as excessive. Negative interventions include too much monitoring of teams, chairing meetings, assigning responsibilities and overriding team decisions. These all limit the sense of autonomy and ownership.
2. Peer control
Peer control influences behavior via social pressure. Peer control is significantly and positively related to team performance.
However, if peer pressure is used in combination with strict norms or standards it can reduce the team’s perception of autonomy.
3. Task characteristics
Findings show that some tasks are better suited for self-managing teams than others. Examples include those that are novel, uncertain, technological, interdependent, complex, and innovative.
Self-managing teams are less suitable for simple or repetitive tasks.
4. Team autonomy
A crucial component is team autonomy. Specific factors may prevent teams from achieving their desired level of autonomy, such as inadequate leadership, rigid organization structures and/or excessive peer control.
Key factors at organizational level (according to research)
1. Corporate culture
Successful implementation of self-managing teams is related to a culture that promotes autonomy, accountability, continuous learning, risk-taking, and change.
Unsurprisingly, retaining a top-down culture negatively influences the success of self-managing practices.
2. Corporate policies
Another unsurprising result is that highly prescriptive corporate policies limit risk-taking, creativity, and flexibility, leading to a decrease in team performance and unsuccessful self-management.
3. Organizational goals
Organization goal clarity is a predictor of a self-managing team’s performance. They can then set their own goals to offer maximum support. Lack of clear goals causes confusion and frustration and ultimately undermines team performance.
4. Organizational structure
Flat organization structures are more likely to promote a self-managing team’s success. Very hierarchical structures are shown to restrict communication, and therefore, collaboration.
5. Training
Training in self-management has a positive effect. Notably, it can improve decision-making and problem-solving. Training is most effective when it is offered before the implementation of self-management and continued after—rather than being a one-time event.
6. Resources
External leaders should allow teams access to all necessary resources, technology, equipment, space, tools, and materials to perform their work well. Access is essential for performance, and leads to better decisions, more innovative ideas, and improved self-management.
7. Rewards
Team-based rewards have a positive effect on a self-managing team’s performance. They enhance the sense of ownership. Individual rewards can undermine this.
Self-managing employees feel rewarded by social rewards. These could be becoming an informal leader, gaining the respect of the team, and being nominated by peers or leaders for good performance.
Conclusion
Flatter organization structures, reduced formalization, and an empowered, supportive culture provide the ideal context for self-management to thrive. All of this is very much in line with our 8 habits of highly progressive workplaces.
Self-management thrives when all levels of the organization clearly understand their supporting roles. Awareness of the key factors reported in this research will build this clarity. Equally, overlooking these key factors will almost certainly lead to failure and frustration!
Questions 
Answers
Below, you'll find answers to some common questions about the factors affecting self-management.
To figure out if your organization is ready for self-management, look for signs that it’s open to change and autonomy. A culture that encourages risk-taking, continuous learning, and accountability is a good fit. If your workplace still clings to rigid hierarchies and micromanagement, it might need a cultural overhaul to support successful self-management.
Implementing self-managing teams can hit some bumps along the way. Common challenges include resistance to change, unclear goals, and lack of training. Organizations might struggle with balancing individual autonomy with team cohesion, and ensuring that roles evolve smoothly as the team progresses. Tackling these issues head-on can make the transition to self-management a lot smoother. Check out our Membership if you're looking for a community of fellow self-management enthusiasts, where we discuss common challenges and share our experiences.
To measure how well your training programs are working for self-management, track key performance indicators like team productivity, decision-making quality, and overall job satisfaction. Gather feedback from team members on how training has impacted their skills and autonomy. Regular assessments and adjustments to training programs can help ensure they’re hitting the mark.
Balancing individual and team autonomy is crucial for self-managed teams. Encourage open communication and regular check-ins to make sure everyone’s on the same page. Set clear team goals while allowing individuals the freedom to contribute their own ideas and solutions. It’s all about creating a flexible framework and a clear operating rhythm where both individual and collective needs are met.
Integrating new roles into self-managed teams requires flexibility and clear communication. As work evolves, involve the team in identifying and defining new roles based on their changing needs. Make sure everyone understands how these roles fit into the overall team structure and provide any necessary training to ensure smooth transitions.
To build a culture of continuous learning, encourage curiosity and provide opportunities for growth. Offer regular training, workshops, and access to educational resources. Recognize and reward employees who seek out new knowledge and skills. This proactive approach supports the key elements of self-management by keeping everyone sharp and adaptable.
In self-managing teams, everyone can be a leader. External leaders should adopt a supportive, hands-off approach and know when to step up and when to step back. Facilitate constructive processes for conflict resolution and decision-making without micromanaging. Be available for guidance and feedback when requested, but avoid taking over tasks or imposing solutions. This balance helps maintain the team’s sense of autonomy and ownership.
Organizational structure plays a big role in self-management success. Flat structures with little to no hierarchy are the best for self-managing teams, as they promote open communication and collaboration. In contrast, rigid, hierarchical structures can stifle team autonomy and hinder performance, making it impossible for self-management to thrive.
