I came across a post on social media where the original poster expressed frustration with his girlfriend for considering him unambitious. He argued that despite not pursuing further in his career, he inherited multiple properties from his parents upon graduation, providing him with a higher monthly rental income compared to most people. Thus, he questioned the need for striving for success. While his perspective is not entirely unreasonable, one hopes he finds a partner who shares his values.

It's believed that for most people, the reason to get up and go to work in the morning is simply because of "poverty." For them, work is essential to maintain their current lifestyle, exchanging labor and time for money. Since we cannot escape from work, are there elements that can make it easier for us to get out of bed? Let's discuss that today.

The book referenced this time is "Drive: The Surprising Truth About What Motivates Us" by Daniel H. Pink. Initially, the title led me to expect some astonishing revelation, but upon reading, I realized that the so-called "astonishing truth" isn't surprising at all. Daniel simply points out that the traditional reward-punishment model, mainly based on monetary incentives, is not the most effective for knowledge-based work. For tasks that require creative thinking and solving complex problems, relying solely on external rewards may actually reduce efficiency and creativity.

Regarding the inability of money alone to serve as the primary motivator for employees, I've mentioned in previous articles about Employee Engagement that companies need to offer more diverse value propositions to retain talent. Daniel believes that intrinsic motivation is the greatest driving force for people, and the three main motivators are Autonomy, Mastery, and Purpose.

Autonomy: More freedom, more responsibility

For employees, there's no freedom from choosing work or not, only the freedom to choose what kind of work. If we feel we have no choice, it's sometimes because the cost is too high or we're too lazy to make a choice. However, those who believe they have no choice find it emotionally challenging to take full responsibility for their situation. If we want freedom in our work, we must also accept corresponding responsibilities, as greater freedom implies greater responsibility.

Daniel refers to self-determination theory, pointing out that people crave autonomy over their lives and work. When employees feel they have the ability to choose how, when, and with whom they work, they're often more engaged and creative. Therefore, it's recommended to give employees more freedom and flexibility, allowing them to decide how to complete their work, which leads to higher job satisfaction and productivity.

Mastery: Pursuing a better self

Growth and development are inherent tendencies for everyone, just as we believe that continuous economic growth is normal. Everyone deep down wishes to become better, but we unknowingly set limits on our growth. There are many factors that stop us from growing: fear of getting hurt, reluctance to make an effort, ego, and more significantly, the lack of methods.

Many companies provide continuous learning and development opportunities, but the results are often unsatisfactory, mainly due to inadequate internal culture and training. Merely providing support by only saying isn't enough to help employees find ways to grow. Giving employees the time to explore on their own might leave them more lost than before.

Purpose: Providing a sense of shared meaning

People desire to work for purposes or goals greater than themselves. When employees feel their work is meaningful and contributes to a greater good, their commitment and enthusiasm increase unquestionably. If you ask employees why they work, most will say "to make money" initially. However, if you look purely at the numbers, there are actually more efficient ways to make money. So, work is not just about making money; it's mostly about demonstrating one's value. That's why when assigning work to employees, the most important thing is to tell them why they need to do it.

I fully agree with Daniel's three intrinsic motivators. Based on my observations, many companies hold the mentality of "give your best for your salary," shifting the responsibility of igniting intrinsic motivation back to the employees. On the other hand, employees rarely burn themselves out at work. Therefore, if no one takes the first step, the gears of these two groups will continue to grind to a halt.

Simon So

Chief Experience Officer of Hantec Group