How to Motivate a Team

When it comes to motivating teams, it seems that people have tried everything— pay, power, prestige and even pizza parties. The problem is that every human is different, with different wants, needs and backgrounds. And, because humans are all different, each team in a work environment is also different. 

Today, however, we’re going to talk about the three principles that make up self-determination theory. We’ll show an example of how these theories work, using the hypothetical team at the State Department of Environmental Protection, and we’ll talk about some pitfalls, and how to manage them. 

Self-Determination Theory, an idea that has seen success in many organizations and studies, is the idea that people need more than extrinsic motivation, such as pay increases, to be satisfied in their work, and to continue to perform at a higher level. They need autonomy- the ability to choose how they complete their work, and some role in the decision-making process. They need opportunities to improve competence, so they feel like they are able to perform at their best. They also need relatedness, or a sense of belonging in the workplace. 

We’ll talk about how each of these ideals can be applied in the workplace, but first, let’s look at a few potential pitfalls, and how we can avoid them. 

How to Avoid the Pitfalls of Self-Determination Theory in the Workplace

Before we can talk about how to create an intrinsically-motivated workforce, we need to first ensure that all extrinsic needs are being met. In the case of the State Department of Environmental Protection, at least two employees have expressed concern about being paid a liveable wage. Emily, a junior environmental scientist and single mother, enjoys her work, but is considering going elsewhere because she can’t meet the needs of her family with her current wages. Lisa, a regulatory compliance officer, prefers a very straightforward work environment, and has expressed concern that she is not being paid a liveable wage. 

In some instances, the answer to this problem is simple- before any other initiatives, ensure that all employees are being paid a liveable wage, and are being fairly compensated for their work. Sometimes, however, employees express this concern, even when their wages are appropriate. In that case, it is often a matter of communication. When determining annual raises, for example, it sometimes helps to communicate with employees about where their wages compare in the outside workforce landscape, and what other benefits they might be receiving. This must, however, be paired with a commitment to ensuring that your organization will continue to work to provide a liveable, appropriate wage comparable to what they will find elsewhere. 

Autonomy

People need to feel in control of their lives. At the State Department of Environmental Protection, John, a senior analyst, feels under-utilized. He wants to be able to share his ideas and expertise, and to be a part of the decision-making process. Alex, the administrative assistant, and Emily, a junior environmental scientist also have expressed interest in expanding their horizons. 

In this situation, it might be wise to offer an opportunity for employees to share their best ideas. This can be a one-on-one meeting with each employee, where they have a chance to share something they would like to work on- perhaps it is in their job duties, or perhaps it is something new they feel they can contribute. The next important step is to give the employees time to do those projects. It might take from some current workload, but it can be worth it when new ideas become the next efficiency, initiative or key project. Not every employee will need or want this, but it’s still a good idea to meet with each employee one on one and ask them what their goals are, or if there is anything they would like to work toward. Even employees like Michael, a field technician who likes a stable environment and routine work, might be interested in having the ability to create the stable routine that works best for him. 

Competence

Providing opportunities to not only learn, but to gain recognition for what you know and have learned, is vital to any organization. At the SDEP, newer employees such as Emily, are especially craving an opportunity to expand their knowledge. It would be beneficial to pair employees like Emily with more senior employees in similar fields, or, if that’s not possible, to see outside training opportunities. As an administrative assistant, Alex could also likely benefit from training opportunities either inside or outside the department that could make him a more well-rounded employee. 

Relatedness

Having a well-connected workforce is important, but it can be tricky. People want to feel connected, but nobody wants a forced or insincere connection — in fact, it can be detrimental. Required events that ask employees to take extra time when they don’t already have a connection with their peers can feel tedious, and within this department, there are several employees who dislike activities that they feel aren’t related to their work duties. 

Connectedness can happen more organically if people are working on projects as teams whenever it is appropriate. This is a good way for employees to see what others in the department do, and also to expand their knowledge base. Knowing what your fellow employees do in their daily work also fosters a sense of connectedness. 

While the employees at SDEP are struggling with many aspects of their workplace environment, there doesn’t seem to be a pervasive feeling of opposition with each other, which is a positive place to start from. 

Alternative Strategies

Every human, and therefore every employee, is different, and therefore motivated differently. Lisa, for example, is very motivated by tangible incentives. Michael is motivated by stability. Neither is as interested in increased autonomy or relatedness, but both could still be intrinsically motivated. Lisa, for example, could be motivated by increased learning opportunities, as they could lead to external recognition when her increased knowledge increases her chance of promotions in the future. Micheal appreciates stability, but would also likely appreciate the autonomy to create his own best, stable method for completing his tasks. 

In the end, no one single strategy will motivate every employee. But, with a combination of institutional changes, it’s possible to have a happier, more productive workplace.