The Secret Sauce to Motivation
The scientists have long discovered the secret to human motivation, but we have collectively chosen to ignore it for some reason.
They have analysed thousands of people across different cultures, ages and contexts and found that there are three universal factors that predictably amplify someone’s motivation to learn, grow and contribute.
Why should you care?
Intrinsic motivation (i.e self-originated) has been found to drive better results than extrinsic motivation (the “do this, if you want this” kind).
So if your workplace doesn’t aspire to rely exclusively on the carrot and stick performance strategies, keep reading.
Here are the three ingredients they found:
Autonomy
Turns out, we as humans, don’t really like being told what to do (shocking, I know). There are probably exceptions - occasional moments of adult desperation when you really wish there was someone who could just tell you what to do - but that’s a different story.
Autonomy is our sense of choice and agency in how we approach our work. It’s often confused with independence, but it’s not about working alone. It’s about feeling you have a meaningful say in your methods and decisions. Flexibility increases our sense of autonomy, but only when we maintain the freedom of choice.
It’s funny to see some companies proudly announcing flexible WFH policies, when in reality they demand everyone in the office on specific days of the week. Such policies - while better than full back-to-the-office decrees - are not fully meeting their potential. Flexibility without choice is just another mandate.
Competence
Nobody wakes up in the morning, hoping to be terrible at their job. We want to be viewed as capable and be good at what we do. Competence is our sense of being able to meet challenges - not just because we have the skills today, but because we believe we have the resources to figure things out tomorrow. It’s intuitive: if we believe we have a chance to succeed, we feel more motivated in the process.
Relatedness
Have you ever stayed in a job you hated just because you had amazing co-workers? You are not alone.
Meaningful relationships, belonging and connection are not “soft” concepts - they have tangible effects on engagement, performance and creativity. That’s why team-building budgets are not a luxury. They are a strategic investment.
These three needs are interdependent and mutually reinforcing:
If you get a lot of autonomy but lack confidence - you’ll just get overwhelmed.
Strong relationships can buffer competence gaps because support is accessible.
And high competence without any autonomy turns into mechanical execution.
Every process, every ritual, every unspoken rule in your workplace either supports or erodes these basic psychological needs.
Of course, humans are complex.
Our motivation is influenced by our values, general life context, responsibilities, goals, health, mindset and bad weather. But if you support these three needs - Autonomy, Competence and Relatedness - the odds of people doing exceptional work because they want to, will increase exponentially.
Ultimately, there are two paths to a high performing team - manage through control, or create the conditions where control becomes irrelevant.
💡 If you are a founder, leader or HR manager we have compiled a cheat sheet with the policies that support (or detract from) meeting these needs. Get your free copy.
