Self-Determination in the Workplace
People have the same spark of progress as particularly stubborn plants that grow within cracks in concrete. They are always looking to grow and develop, as long as their circumstances allow them to do so. When people feel that they have the control and freedom to choose their actions and consequences, they feel intrinsically motivated to bloom in their own way.
The plant in concrete may just require some sunlight and rain, but self-determination theory says that people reach this stage upon fulfillment of three main needs- autonomy, competence, and relatedness.
What does this mean in the workplace?
Need 1: Autonomy
As a long-time observer but recent entrant into the corporate world, I always thought of autonomy as a highly coveted but rare asset of the working professional. However, Sharan introduced me to an entirely new perspective during a recent discussion.
In a highly ambitious company like Hevo, he says, autonomy is not only desirable, it is inevitable. No manager wishes to spend their time monitoring every single action of their team; if that is the case, it is a sign of stagnation and lack of real action within the company. When an organization has high ambitions, so many things are going on that the ability of a team member to work autonomously is a boon for all parties involved. It forms a symbiotic relationship where the team member has the freedom and will to explore, and the team gains a self-motivated, self-possessed individual with a unique frame of reference.
If this is the case, what maintains the balance between autonomy and the measurable outcomes expected within any workplace?
The caveat here is accountability. Autonomy and accountability are two sides of the same coin, and it’s a coin that’s handed over with a certain degree of trust. Wanting autonomy without assuming responsibility is merely entitlement — which leads to disaster. The ability to comprehend the reasons, needs, planning, and potential impact that comes along with that autonomy is crucial. Without that insight, autonomy is neither respected nor utilized well.
The balancing act between autonomy and accountability is crucial, as it defines how an individual grows and how a team shapes up with and around them.
Need 2: Relatedness
A true, intrinsic sense of autonomy arises from how well a person relates to the organization. People have many drivers for their work- some may be more driven by external factors, like pay or benefits, while others may be driven by more internal ones like a desire for knowledge or intellectual validation.
Relatedness comes both from outside — from a true vision for the organization and a space for each team member within that vision — and from within — from a desire to connect one’s personal drivers to the shared vision.
Critical here is a direct line of sight between the company’s vision and those personal driving factors. No matter where a person’s motivations arise from, they are of no use unless these motivations can be reflected in their reality. When these motivations are clearly conveyed and treated with respect, an unbreakable link is forged between the two.
Need 3: Competence
Think about the last time you felt accomplished at work. Remember the sense of pride and motivation that came with it?
Competence is not merely about possessing skills to work but about the feeling of accomplishment, clarity, and ease when one feels truly effective in their work. It is the final piece of the puzzle that forms a fully self-determined individual.
As with the other two factors, this sense of competence comes from both within and outside. One should have the ability to separate their ideas from their self-worth. You are not a reflection of your ideas — your ideas are a reflection of you. And any person worth their salt is multi-faceted enough to be able to produce ideas galore. The real attachment shouldn’t be to a singular idea that one feels proud of, but to the goal one is striving to reach.
Meanwhile, the route to the goal should be one that the team member feels suits their skills and abilities. The resources, support, and clarity individuals receive in their area of competence can determine how far they go.
An octopus has nine brains — one central brain and one brain at the base of each tentacle. This allows each of the tentacles to act independently in the interest of the octopus. They move, touch, and react to threats on their own, based on the general instruction from the central brain.
When a team is made of empowered, self-determined individuals, who act on individual interests but common goals, it is not merely a team anymore but an octopus of accomplishment. The individuals in the team act on their own drive and sense of ownership. The task of the leaders is to create an environment for such a team to exist.
As famous Chinese philosopher, Lao Tzu said, “A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.”
