“Tell me and I’ll forget. Teach me and I’ll remember. Involve me and I’ll learn.”

admin — Fri, 04 Jul 2025 15:43:39 +0000

I recently read the quote:

“Tell me and I’ll forget. Teach me and I’ll remember. Involve me and I’ll learn.”

In reading it, I couldn’t help but feel that this was true now more than ever — especially as upskilling, culture and engagement become even more important across organizations.

In the public service, we often focus on processes, policies, and outputs. But real transformation, the kind that builds engaged teams and drives lasting change, comes from involvement.

It’s not enough to pass on information or deliver a training session. When we involve our teams, be it in decision-making, in problem-solving, or in modernizing our organizations, we empower them to lead, grow, and take ownership.

I’ve seen firsthand how involvement builds confidence, unlocks creativity, and strengthens accountability … but also how it sustains change, which is more often than not one of the hardest parts to manage.

But what does involvement look like?

Truthfully, it can look different across organizations, projects, and teams but here are some general examples to keep in mind.

Think about:

Bringing staff into early stages of planning — not just asking them to execute, but including them in shaping ideas, identifying risks, and co-developing solutions. This builds ownership and leverages the frontline perspective that leadership may not always see. This is true for clients and other stakeholders too.

Creating space for ideas by carving out time during team meetings for staff to pitch improvements, share lessons learned, or propose new ways of working. When people feel heard, they show up with more energy and initiative.

Delegating with trust — not just assigning tasks, but giving team members the autonomy to lead on files, make decisions, and learn through experience …with support, not micromanagement.

Making learning and development participatory by encouraging staff to co-lead lunch-and-learns, facilitate onboarding, or mentor colleagues. This reinforces their skills while helping others grow.

Involvement isn’t about adding more to people’s plates, it’s about unlocking their potential. It builds confidence. It builds capacity. And most importantly, it builds a culture where people feel seen, valued, and trusted.

The post “Tell me and I’ll forget. Teach me and I’ll remember. Involve me and I’ll learn.” appeared first on Amanda Bernardo.

What are employees really asking for when they ask for autonomy?

admin — Fri, 14 Jul 2023 17:19:00 +0000

When we consider the future of work, many employees are demanding more autonomy from their organizations.

But what are they really asking for when they ask for autonomy?

Autonomy is not about a lack of structure or accountability; rather, it entails empowering individuals to make decisions and take ownership of their work. It’s about providing employeees with the freedom to choose the best approach to their work while aligning with shared goals. By granting autonomy, we can enable creativity, innovation, and a sense of purpose that ultimately serves both the employee’s growth and that of our organizations.

When individuals are entrusted with autonomy, they are empowered to leverage their unique strengths and perspectives. This sense of ownership cultivates engagement, enhances problem-solving skills, and nurtures intrinsic motivation. With the freedom to experiment and learn from failures, individuals can unleash their full potential. In other words, in many cases what employees are not asking for us to be micro-managed in how they work.

Micro-management is a management style where a supervisor excessively and closely monitors and controls the work of their subordinates. The opposite of autonomy. In such cases, the manager tends to be overly involved in the day-to-day tasks, often scrutinizing every detail, providing constant direction, and lacking trust in their team’s abilities.

So, to leverage autonomy effectively, it is essential to strike a balance between direction and autonomy. Encouraging open communication channels and fostering a supportive environment are vital. By providing clear expectations, guidelines, and resources, we empower individuals to make informed decisions. Regular feedback and coaching enable course correction and continuous improvement. Autonomy then fuels learning opportunities that will make your team members stronger in their roles when managed correctly.

However, promoting autonomy not only fuels personal growth but also drives organizational development. A culture that embraces autonomy fosters innovation, as diverse ideas flourish and collaboration thrives. It nurtures agile decision-making, adaptability, and an entrepreneurial spirit within the workplace.

When your employees therefore ask for autonomy in the workplace, we should be seizing the opportunities that such autonomy presents, particularly around fostering an environment that values trust, accountability, and growth.

Are you building an autonomous workforce?

The post What are employees really asking for when they ask for autonomy? appeared first on Amanda Bernardo.

employee experience Archives - Amanda Bernardo

“Tell me and I’ll forget. Teach me and I’ll remember. Involve me and I’ll learn.”

What are employees really asking for when they ask for autonomy?

But what are they really asking for when they ask for autonomy?

Are you building an autonomous workforce?