Author of
The Gauntlet
Daniel Pink cites 3 motivators that drive performance for those doing cognitive work:
1. Their purpose: yearning to do meaningful work that makes a difference, to do what they do in the service of something larger than themselves;
2. Their pursuit of mastery: striving to continuously improve “something that matters;”
3. Their desire for autonomy: wanting to direct their own lives.
Daniel’s theory ranks autonomy as the primary motivator, and purpose as the 3rd . But for leaders seeking to improve results, and develop those they lead, the application of these motivators tends to follow the sequence presented above. Providing the opportunity to live one’s purpose at work, creates the opening to master, and earns the potential for greater autonomy.
To remain competitive, businesses need more initiative, collaboration, innovation, and agility. But often, their culture and structure seek to ensure compliance, rather than encouraging the freedom to challenge the status quo, to learn, and to improve how things get done, which are the expectations of autonomy.
But like all freedom, the freedom of autonomy isn’t free. It comes at the cost of being willing to accept responsibility – the responsibility to take ownership, strive to make things better, and then be accountable for one’s actions. A culture grounded in purpose, with values like mastery, and leaders who nurture that culture, fosters that willingness to accept responsibility. And with that willingness in place, the compliance risk is lessened and greater autonomy is possible.
A culture that motivates people to seek answers and take responsibility strengthens the business, enabling progress and sustainability.
How does your business promote responsibility and autonomy?
