Week 39, 2018
Pink on Motivation: Autonomy, Mastery, and Purpose
Each week I share three ideas on how to make work better. Past issues have dealt with environments and dimensions of Employee Experience. And this week, we continue on that same theme with author Daniel H. Pink. In his 2009 bestseller “Drive: The Surprising Truth About What Motivates Us,” Pink details three ideas — three trends — to consider when designing the Employee Experience of the future:
1. Autonomy
Command-and-control structures are giving way for self-organizing networks in which free agents work toward common goals — anytime and anywhere. This isn’t new; it’s part of the long-term trend that Pink first wrote about two decades ago in “Free Agent Nation.” And many others have since joined the fray (Gig Economy, anyone?). It all comes down to this: top-heavy hierarchies are out and flat and agile organizations are in. People want control: over their time, over their decisions, and over their lives. To function in this new environment, our Employee Experience must cater to this growing need.
2. Mastery
Remuneration and career progression is now subordinate personal growth and peer recognition. Money is still important; it’s just not the driving factor any more. “Pay people enough to take the issue of money off the table”, writes Pink. And that makes sense. A decent salary will get you through the door. But it’s the opportunities for learning and growth that will convince you to stay. It follows that an Employee Experience that focus on routine work with little room for growth will fail to capture the imagination. The antidote: an experience with mastery built into its core.
3. Purpose
Most of all, work is about being part of something bigger than ourselves; it’s about the human experience, actualization, and belonging. Fifty years ago, no one talked about mission, vision, and core values. Today, it seems everyone and their mother have values pinned to their wall. And for good reason: work is no longer simply about performing a function. It’s about having an impact. And people seek out organizations that (1) align with their own beliefs and (2) provide a platform from which they can make dent in the universe. Naturally, a wayward experience will fail in both these counts with obvious and unfortunate results.
Previous issues provided a framework with which to analyze the Employee Experience. But they stopped short of discussing areas of improvement. No more. Here, Pink provides three ideas/areas to consider when working to future-proof our organizations. And next week, we’ll ask a former McKinsey consultant to do us the same favor.
