Recently, I participated in an international initiative aimed at strengthening collaboration among multilateral hubs engaged in global peacebuilding. It was a dynamic platform that convened stakeholders across contexts and disciplines to exchange knowledge, share best practices, and highlight locally driven peace efforts and personal stories of resilience. At its core, the initiative sought to elevate the work of peacebuilders and expand the space for every individual and institution involved in building sustainable peace.
During a coffee break, I approached one of the organizers with a request for additional information. What struck me wasn’t just the depth of their response—it was the speed and professionalism with which it was delivered. That simple interaction underscored a glaring contrast with many workplace environments I’ve encountered, particularly in local contexts, where decision-making is often hindered by rigid hierarchies and a pervasive fear of stepping out of line.
In many of our institutions, even mid-level managers hesitate to make decisions within their own areas of responsibility. Staff with authority are often reluctant to act, even when convinced it’s the right thing to do. The reasons vary—lack of motivation, insufficient information—but one key driver stands out: a culture shaped by superiors, sometimes deliberately and other times unwittingly, that discourages independent thinking and fosters a deep-seated fear of making mistakes.
According to Harvard Business Review, autonomy is a hallmark of innovative organizational cultures. When employees have the power to make decisions, motivation rises. That, in turn, boosts performance, well-being, and creativity. It also frees up leaders to focus on high-level strategic thinking and long-term value creation. Empowering employees requires a shift—one that decentralizes authority and gives the front line the agency to act.
Research published in Forbes reinforces this point. An analysis of data from more than 7,000 employees found that those who felt disempowered ranked in the 24th percentile for engagement. Those who felt highly empowered soared to the 79th percentile. The correlation is clear: empowered employees are more engaged, more committed, and perform better. They also feel more connected to their organization’s mission and vision—a critical asset in today’s increasingly purpose-driven workplaces.
This recent encounter reminded me of a training I took years ago on employee engagement. It examined two cultural paradigms: one in which fear of failure stifles initiative, and another that champions transparency, accountability, and the freedom to take calculated risks. These opposing environments produce vastly different outcomes—one stagnant, the other dynamic.
The media industry offers a parallel: the phenomenon of self-censorship. Journalists often hold back facts, perspectives, and opinions—not because they’re explicitly forbidden, but because they fear repercussions. The same dynamic plays out in businesses and NGOs, where talented employees are held back, their potential contributions overlooked, simply because they aren’t trusted to make decisions.
Ultimately, the strength of any organization is the sum of its people. Empowered employees, equipped with knowledge and the autonomy to act, can unlock extraordinary results. On the other hand, indecision at the front lines—where opportunity often strikes—can cost organizations dearly. A major business deal lost. A critical partnership unpursued. A transformative idea never voiced.
Technical skill and knowledge are vital. But they are not enough. In a competitive global landscape, innovation, motivation, and engagement are just as essential. Whether in government, business, or civil society, we must recognize that motivated and empowered individuals are at the heart of effective institutions.
It’s time to stop treating employee autonomy as a luxury—and start treating it as a necessity.
Contributed by Selamawit Kidane
