The Power Of Self-Managed Teams At Work

Imagine a workplace where employees don’t wait for instructions, micromanagement doesn’t exist, and innovation flows organically. This is the world of self-managed teams—groups of individuals trusted to make decisions, solve problems, and drive results without relying on traditional hierarchies. Sound too good to be true? While the concept isn’t new, the post-pandemic workplace has made it more relevant than ever. With remote work, changing employee expectations, and the demand for agility, self-managed teams are redefining how we think about work culture, leadership, engagement, and innovation.

What Are Self-Managed Teams at Work?

Self-managed teams operate without a traditional, top-down manager. Instead, team members share accountability for setting goals, making decisions, and delivering outcomes. This approach requires clear expectations, trust, and the right mix of skills within the team. Think of companies like Gore-Tex, which has thrived with a lattice-style organizational structure, or Buurtzorg, a Dutch healthcare provider whose self-managing nurses deliver care more efficiently and with greater patient satisfaction than traditional models.

In my conversation with Jos de Blok, founder of Buurtzorg, he shared how their self-managed nursing teams have transformed healthcare not only in the Netherlands but across 25 countries. By empowering nurses to work autonomously in teams without managers, Buurtzorg has achieved outstanding results, including lower costs and higher patient satisfaction. Jos emphasized that this approach stems from trust, intrinsic motivation, and creating conditions for people to excel. Nurses at Buurtzorg design their own workflows, hire colleagues, and handle patient care collaboratively—showcasing a scalable model that reduces bureaucracy and inspires engagement.

The Commonwealth Fund’s case study on Buurtzorg adds further credibility to these claims. It documents that Buurtzorg reduced healthcare costs by 30–40% compared to traditional home care organizations in the Netherlands. This success is largely attributed to the elimination of management layers, allowing nurses to focus on holistic patient care without being bogged down by bureaucracy. Moreover, patients consistently rated their satisfaction at an impressive 9.1 out of 10. These results highlight how self-managed teams can deliver better outcomes with fewer resources.

The success of these teams lies in their autonomy. By empowering employees to lead themselves, companies create an environment where people feel trusted and motivated to bring their best ideas forward.

The Impact Of Self-Managed Teams On Leadership

Self-managed teams don’t eliminate the need for leadership; they redefine it. Instead of directing, leaders in these environments act as facilitators, providing support, resources, and guidance without micromanaging. This shift from a control mindset to a coaching mindset aligns perfectly with the post-pandemic need for flexibility and empathy in leadership.

Consider how Spotify uses a model of autonomous squads, each tasked with owning specific aspects of the product. Squad members collaborate freely across functions, while “chapter leads” offer mentorship rather than oversight. This balance allows Spotify to remain innovative and nimble in a fast-changing industry.

Buurtzorg offers another lens on leadership redefined. Jos de Blok described how the organization eliminated traditional management roles and instead encouraged nurses to work collaboratively to address issues as they arose. By replacing managers with coaches, Buurtzorg reduced bureaucracy and created a culture where employees felt truly empowered. This approach shows that leadership doesn’t disappear in self-managed teams; it simply takes on a more supportive and adaptive role.

When employees lead themselves, leaders focus on empowering others rather than dictating outcomes. This requires a high level of emotional intelligence, the ability to build trust, and a willingness to let go of control—something many leaders find challenging but deeply rewarding.

Employee Engagement And Self-Management In The Workplace

Engagement levels rise when employees feel a sense of ownership. According to a Gallup study, employees who feel trusted to make decisions are more likely to be engaged at work. Self-managed teams tap into this principle, giving people control over how they achieve their objectives.

Take Zappos, which embraced a self-management system known as holacracy. While the approach faced its challenges, the initiative encouraged employees to rethink traditional roles, take on new responsibilities, and pursue ideas that aligned with company goals. This created an environment where employees could bring their full creativity and problem-solving skills to the table.

Buurtzorg demonstrates this effect vividly. Jos de Blok noted that their nurses feel more connected to their work because they can focus entirely on providing care rather than navigating unnecessary bureaucracy. This sense of ownership leads to incredibly high satisfaction rates, with Buurtzorg consistently scoring 9.3 out of 10 in patient ratings. Additionally, the absence of micromanagement has created a culture where nurses are highly engaged and work together to solve problems, often with little oversight.

However, the Commonwealth Fund study also highlights potential challenges. Critics have raised concerns about whether the Buurtzorg model is fully scalable in other countries, particularly those with less supportive healthcare systems or more complex regulatory environments. Additionally, some skeptics question whether Buurtzorg’s high satisfaction ratings may partly reflect patient selection, though the study found no substantial evidence to support this claim.

Critics might wonder whether employees are truly motivated without constant oversight. The key lies in hiring the right people, fostering trust, and providing clear goals. When these elements are in place, engagement flourishes.

Driving Innovation Through Self-Management

Innovation thrives in environments where people feel safe to take risks and experiment. Self-managed teams naturally encourage this behavior. Without layers of approval processes, ideas can move quickly from conception to execution.

A striking example is Morning Star, a tomato processing company that operates entirely on self-managed principles. Employees draft their own job descriptions, set goals collaboratively, and hold each other accountable. This approach has not only driven operational excellence but also fostered continuous innovation, allowing Morning Star to remain a leader in its industry.

Buurtzorg also exemplifies how innovation can flourish under self-management. By integrating nurses into decision-making and giving them control over their daily work, Buurtzorg has reduced healthcare costs by 30–40% compared to traditional models. Jos explained how this success wasn’t achieved through rigid protocols or control mechanisms but by trusting professionals to innovate in real time based on patient needs. This freedom has led to creative solutions in patient care, from reducing hospital readmissions to improving care for those with chronic conditions.

The connection between self-management and innovation is clear: when people feel empowered to act, they’re more likely to contribute fresh ideas and solutions.

Is Self-Management Right For Every Organization?

While the benefits are compelling, self-managed teams aren’t a one-size-fits-all solution. They require a culture of trust, clear communication, and employees who are motivated to take ownership. Organizations must also provide the right infrastructure and training to support self-management.

Acknowledging potential pitfalls, the Commonwealth Fund study points out that the Buurtzorg model may face challenges in settings where healthcare systems are less cohesive or where cultural norms resist decentralized authority. Additionally, some organizations may struggle with the initial disruption that self-managed teams can bring, including resistance from employees who prefer more structured environments.

The Bottom Line About Self-Managed Teams

Self-managed teams are a response to the evolving nature of work. By giving employees the autonomy to lead themselves, companies can unlock higher levels of engagement, innovation, and agility. As the Buurtzorg model proves, self-managed teams can revolutionize industries by reducing costs, improving outcomes, and empowering employees to manage workflows and collaborate creatively. While challenges like scalability and cultural differences exist, thoughtful implementation can provide an effective alternative to traditional hierarchies, letting innovation thrive.