We continue with the summer readings and work with the HBR Guide to Motivating people of the Harvard Business Review to meet again with what makes us feel good, perform better, motivate ourselves and even enjoy work. If something sums up what every manager should work for the well-being and performance of all employees, this would be to make everyone feel autonomous, well-connected and competent every day in our work.
To feel autonomous we need to be able to decide and act on our work. As managers, we must ensure that our workers have the information and resources necessary to perform well. Having the opportunity to achieve a meaningful goal can be more useful and lasting than winning an award or even status. People work well when we choose to do it, not when they force us to.
To feel part of something, we must connect with those around us with confidence and without fear. Validating the exploration of feelings, listening to how people feel about their goals and projects is useful. We must also facilitate the development of values at work by aligning them with personal and business goals and connecting our work with noble purposes.
Feeling competent also contributes to engagement and finding motivation. We need to feel capable to face the challenges and opportunities of each day demonstrating and using our abilities and feeling how we grow. Training contributes and valuing learning is crucial. We must set and set learning goals, not just outcome goals, and ask ourselves every night not only what I have achieved, but what I have learned that will help me and help others.
These are three basic psychological needs that, once satisfied, motivate us and create passion. If you are a manager ask yourself what I can give my team to motivate and involve them. How can I operationalize the feelings of autonomy, relationship and competition. And if you are not, ask yourself what I can do to satisfy those needs and that coming to work is a pleasure and not an obligation.