British Values Spotlight: Individual liberty

What does 'individual liberty' mean in the context of the workplace?

In the UK, we enjoy many civil liberties that have been negotiated and fought for over centuries, ranging from freedom from arrest for no reason (Magna Carta, 1215), to freedom from “cruel and unusual punishment” (Bill of Rights, 1689), to freedom for women to vote (1929). 

While these particular liberties are similar to those outlined in the UN’s Declaration of Human Rights, one important difference is that they are protected by UK law, just as other countries enshrine slightly different liberties in their own laws. 

Individual liberty, on the other hand, is a little different. It is generally understood as meaning the right to believe, act and express oneself freely – but what does that actually mean? 

Certainly, not everyone has the same definition of liberty. Some philosophers, including John Locke and Simone de Beauvoir, argue that acting on our ‘base’ desires, such as eating nothing but pizza and ice cream and washing it down with buckets of sherry, makes us no better than animals.

For these thinkers, real liberty involves us being able to resist our natural instincts and to exert some degree of self-control. In other words, while we might have the freedom to act how we want, insisting on our right to do so does not make us truly free if we are enslaved by our own desires. 

Rights and responsibility – a two-way street

  So, what does 'individual Liberty' mean in the workplace? And is pizza still allowed? 

Some would argue that we should create workplaces where employees can ‘bring their whole selves to work’ and act as they authentically wish to act. But most would agree there should be limits and reasonable restrictions on what kind of behaviours are acceptable and unacceptable – or undesirable in certain contexts. For example, an airline may support an individual’s right to be a flat earther while at the same time choosing not to employ them as a pilot. 

Within the specific restrictions set out by our workplace, there are also degrees of liberty in terms of how we expect our direct reports to carry out their tasks. The management thinker Daniel Pink argues that giving our people more autonomy about how they go about their work is crucial for motivation.

Others make the case for fostering a psychologically safe culture where everyone feels free to express their true opinions in order to nurture innovation and guard against potential pitfalls. As business executive, billionaire and philanthropist Sheryl Sandberg reminds us: “When companies fail, it’s usually for reasons that almost everyone knows but almost no one has voiced. When someone isn’t making good decisions, few have the guts to tell that person, especially if that person is the boss.” 

As a guiding point, it’s worth remembering that rights and responsibility are a two-way street. 

As leaders, we have a responsibility to ensure that our people feel as free as possible while also respecting the rights of others and the formal restrictions set out by our organisation.

And we must also remember that what we do ourselves also has an impact; something encapsulated in the concept of ‘ubuntu’ – often translated as “I am because you are” – which has its roots in humanist African philosophy. 

Do look out for how the British understanding of individual liberty applies within your own organisation, perhaps when delegating tasks or giving colleagues more autonomy in how they work.