What’s the first thing that comes to mind when we think of ice cream? 🍨
Let me guess.
The good taste, obviously
The pleasant after-taste
Everyone’s happiness
What are the first three things on your mind if you think of a manager? Probably a person standing in a suit, leading a meeting, and instructing others. The number of matches in these features stands at 0. So, why do we act like we can crank it up to 11? 💯
People-pleasing is all too common
A YouGov poll showed that 49% of people surveyed identified themselves as “people-pleasers,” taking on a self-imposed quest to make everyone happy, even at personal costs. This behavior is even more present in women due to prevalent social constructs.
We often inadvertently fall into some familiar people-pleasing #behaviors while trying to be the managers of our dreams. Are you one such person? Let’s see –
I usually don’t #delegate because my team is already doing so much.
I accept all proposals and ideas because I want to show I value them.
I keep the responsibility concentrated in my hands, especially when things go wrong.
I am ready to do pretty much everything to avoid conflict and #confrontation.
Not saying no hurts you!
But ensuring comfort does not mean a perpetual yes, and aiding growth does not stand for never being critical. There’s a thin line in there, and standing on either side of it can translate into a massive difference in the impact you can make as a manager.
Consistent people-pleasing behavior does not only hurt your perception. There’s much more to it. While a manager’s credibility is lost, the people lose trust, and slowly, resentment builds up. The feeling of anxiety every time someone is about to be unhappy wrecks up your nervous system. Eventually, the vacuum left by a leader can become the team’s first step toward collapse.
Saying no and standing your ground at the right time can save you. How do I do it? Ask Merlin for free now. 🤖
Empowering Teams to Embrace the Vision: Shweta Gandhi’s Story of Leadership
Meet Shweta Gandhi, a visionary Co-founder and business strategist taking care of business development, operations, and medical content of NirogGyan, a pioneering B2B healthcare SaaS startup revolutionizing the diagnostics industry. Shweta has done her MBA from the prestigious IIM Indore, and her journey as a manager in the pharma industry paved the way for her entrepreneurial spirit.
NirogGyan, established in 2019, offers easy-to-understand medical reports packed with simple explanations and valuable tips. With pathology labs worldwide adopting their innovative approach, NirogGyan is transforming how patients engage with their health information.
As Shweta took the plunge into her co-founder role, she quickly realized that building blocks alone couldn’t prepare her for the challenges ahead. Despite being “50% prepared,” she fearlessly embraced the uncertainties, recognizing that growth as a manager demanded more experience and essential skills.
Fostering Independence: Empowering Team Members
Shweta draws her leadership style of being work-oriented rather than micromanaging from her past experiences with different managers.
“One of my managers was concerned with her promotion, so she was very particular when the task would be done, so she used to follow up with me on odd hours and ask for review meetings regularly.”
– Shweta Gandhi
Shweta’s journey as a leader was shaped by a significant learning experience from her past. Having encountered a micromanaging manager who stifled her productivity and motivation by constant monitoring and orders left her feeling demotivated and disconnected from the company’s broader vision. Recognizing the negative impact of such leadership, she vowed never to adopt a micromanaging approach.
“As an employee, I loved it when I wasn’t being micromanaged and was yet able to deliver stellar results.”
– Shweta Gandhi
As Shweta’s career progressed, she became involved in a self-driven, work-oriented culture that fueled her motivation and success. Her new manager’s approach of providing space and trusting her abilities left a lasting impact on her. This experience reinforced the significance of giving freedom and trust to team members, empowering them to take ownership of their work.
As a leader today, Shweta passionately advocates for fostering a culture of independence within her team. By allowing her team members to excel in their unique ways while aligning with the company’s goals, she has witnessed increased productivity, job satisfaction, ownership, and overall success for herself and her team.
“This style of management only works when the person on the other side is mature and takes ownership of their work.”
– Shweta Gandhi
Shweta firmly believes managers should treat their team members as capable and responsible adults and provide them with the opportunities and freedom to excel in their roles. This approach works well when dealing with individuals who can take responsibility and follow through. However, she also recognizes that not all employees may be at the same level of maturity. In such cases, Shweta emphasizes the importance of clear communication and regularly planned check-in meetings with employees to provide necessary support and keep them on track.
Overall, Shweta advocates for fostering a self-starter and work-oriented culture. Managers should empower employees to take ownership and handle their tasks independently to benefit both the manager and the employee in the long run.
Shweta Gandhi faced a common challenge in managing teams both before and at NirogGyan. The major challenge was to help people thrive in a uniform culture and manage and motivate different people in teams.
“Most youngsters nowadays are treating an early-stage startup job as just a stepping stone for their next job.”
– Shweta Gandhi
According to Shweta, some individuals are genuinely passionate about working in startups, while others view it as a temporary platform to gain valuable experiences that can enhance their skills and resumes, making them more attractive to larger, established companies. This attitude makes it difficult to motivate them.
Shweta believes the manager must recognize the candidate’s and team members’ unique motivations and aspirations. While their individual goals may differ, they all share a common objective of contributing to the company’s success. To effectively motivate these young candidates and team members, managers must take on the responsibility of understanding what drives each individual. By providing tailored resources and support based on their maturity and understanding, managers can create an environment where team members feel valued, empowered, and aligned with the organization’s goals.
Shweta’s personal experience of facing disengagement with company goals and a lack of motivation allowed her to empathize with her team’s struggles. She acknowledged that this was a common issue among employees and had also impacted her at one point in her career. Reflecting on her past, she recalled a specific instance where an excessive focus on Key Performance Indicators (KPIs) led to a disconnection from the company’s broader objectives. This overemphasis on KPIs reduced her and her team’s motivation and job satisfaction. Through this experience, Shweta learned the importance of balancing individual performance metrics with a clear understanding of the company’s overall goals to foster a more motivated and aligned workforce.
“At NirogGyan, I am more connected with the company goals and cause because it was born out of my desire, and I try to connect the team members with the overall cause.”
– Shweta Gandhi
Drawing from her past experiences, she adopted a management strategy that involves putting herself in her employees’ shoes and understanding their motivations and concerns. This empathetic approach allows her to gain valuable insights into their perspectives, enabling her to find innovative ways to constantly remind the team of the company’s overarching objectives and the meaningful reasons behind their work. Through this approach, Shweta successfully navigates the challenge of motivating her team members, fostering a more cohesive and motivated team at NirogGyan.
Striking a Balance: Quick Decisions vs. Thoughtful Consideration
“I lacked the experience of quick decision-making and as a founder, you make decisions on a day-to-day basis that make a lot of difference.”
– Shweta Gandhi
In her leadership journey, Shweta Gandhi encountered a significant challenge in her early days as a founder – the lack of experience in quick decision-making. As she navigated the dynamic startup environment, she realized the crucial role of timely decision-making in the success of her venture. The leadership role demanded swift action to seize opportunities, address risks, and stay competitive.
Through her experiences, she learned that quick decisions are essential for entrepreneurs and managers, particularly when uncertainties abound. Her tip for other managers and leaders from her mistakes and failure is to find a balance between making quick decisions and carefully considering the outcomes. Leaders can make smarter decisions by taking the time to think about the advantages and disadvantages of each choice. It will help their organizations adapt, grow, and succeed constantly.
How to get Started – Lessons from Shweta Gandhi’s Story
Shweta’s tip to budding managers is to embrace humility, discipline, and open-mindedness during their first two years in a managerial role.
Being humble allows managers to be receptive to feedback and ideas.
Discipline helps them stay focused and accountable.
Open-mindedness enables them to adapt to changes and promote innovation within the team, creating a positive and conducive work environment.
“Manager should be connected to the end goal. They should plan well and divide long-term goals into small milestones.”
– Shweta Gandhi
To be an effective manager, connecting deeply with the company’s end goal is essential. This connection will serve as a guiding light, inspiring your team to focus on the bigger picture. To achieve this, break down long-term goals into smaller, achievable milestones.
By doing so, the seemingly distant objectives become more manageable and can be tackled step by step. Creating an actionable and well-documented plan ensures the team is aligned and aware of their roles and responsibilities in reaching each milestone. Create a well-structured plan with clear roles and responsibilities. By doing so, managers can foster better coordination, motivation, and a sense of progress, leading to greater productivity and success in reaching the ultimate objective.
How Risely helps managers achieve their true potential?
Shweta Gandhi has developed her leadership style and perspective through years of experience. Her journey to find the right way to balance decision-making and motivation is truly commendable. However, it’s essential to recognize that not all managers have the same time, resources, and opportunities to perfect their leadership style.
Every manager is unique in their leadership style and challenges. That’s where Risely comes in. Risely offers a platform for managers to seek the guidance and support they need to navigate their leadership journey. It provides tailored steps and insights to help managers refine their approach and achieve their true potential.
Here’s how Risely solves challenges for many Co-Founders and Managers like Shweta:
Identify your challenges: The journey begins when a manager starts by defining their challenges. From 30+ challenges, managers and team leaders can identify the issues hurting their team.
Test your skills: In the second step, skills and qualities are tested, such as expectation setting and prioritization skills, to see how well managers have achieved these critical functions. Based on these assessments, they learn about their skills and abilities with detailed reports.
Start growing: With time, managers can start making progress with the help of daily nudges provided by Risely. It dynamically supports the manager’s progress through resources like toolkits, samples, and assessments.
Risely, the AI co-pilot for leadership development, makes the road easy for up-and-coming managers and team leaders. While you are navigating the new ways of a managerial role, Risely takes the lead on your growth and creates personalized learning journeys leading toward your professional goals. In a busy world, it’s the buddy you need to succeed!
Kickstart your leadership development journey for free now!
Learning from mistakes is great. But what if we skip them? Find the loopholes in your skills with Risely’s range of assessments today.
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Autonomy In The Workplace: 5 Tips to Strike the Balance as a Manager
Giving autonomy in the workplace can be either a pro or a con and often depends on the individual. As managers, it’s our responsibility to provide our employees with the right tools and resources to achieve their goals. The end goal for any manager is to meet the team’s objectives. But how do we go about doing this without undermining the team’s autonomy? It’s no secret that giving employees a high degree of autonomy at work can be a great way to motivate them and keep them focused on their work. Being able to decide the right amount of autonomy for the right people is the key to success as a good manager.
However, there are also some cons to be aware of. In this article, we’ll explore the pros and cons of giving employees work autonomy and discuss how to ensure that it’s a positive experience for you and your team members. We’ll further discuss how managers can create a perfect balance by giving out autonomy to employees effectively. Let’s start by discussing the benefits of providing employees autonomy in the workplace.
Autonomy in the workplace refers to the extent to which employees are allowed to make decisions and act independently without direct supervision. In a workplace with a high level of autonomy, employees are given the freedom to choose how they complete their work and are not closely monitored by their superiors. They are able to make decisions and solve problems on their own, and are given the authority to take the necessary actions to complete their tasks.
It allows employees to explore their ideas and bring them to life, letting them build something of their own which creates an attitude of ownership towards work. For employees oriented to working independently and unconventionally, autonomy is a great mechanism to reach their potential.
Examples of Autonomy in the Workplace
Autonomy at work does not have a single facet. It can look different for different teams and workspaces. Let’s catch a glimpse of a few instances of autonomy in action with the help of some examples of autonomy at work listed below:
Project Selection: Allowing employees to choose the projects they want to work on based on their interests and strengths and allowing team members to self-assign or negotiate tasks based on their expertise and workload.
Flexible Work Hours: Giving employees the freedom to set their work hours as long as they fulfill their responsibilities and meet deadlines.
Decision-making: Empowering employees to decide about their projects or tasks without needing constant approval from higher-ups.
Budget Control: Giving teams control over budget allocation and spending for their projects.
Experimentation: Encouraging employees to try new approaches, ideas, and strategies, even if they involve some risk.
Professional Development: Let employees take charge of their career growth by choosing training programs and development opportunities that align with their career goals.
Performance Evaluation: Allowing employees to be part of the performance evaluation process gives them a chance to provide self-assessment and feedback.
On the contrary, a lack of autonomy in the workplace looks like…
Top-Down Decision-making: All major decisions are made solely by upper management without seeking input or ideas from the rest of the team.
Fixed Work Schedules: Employees must adhere strictly to fixed work schedules, leaving no flexibility for personal preferences or work-life balance.
Rigid Task Assignments: Employees are assigned tasks without considering their interests or strengths, leading to disengagement and reduced productivity.
No Input on Company Policies: Employees are not given a say in creating or modifying company policies, making them feel disconnected from the decision-making process.
Performance Evaluation Dictated by Management: Employees have no say in assessing their performance, with evaluations solely determined by managers.
Communication Hierarchies: Employees must follow strict communication hierarchies, making it difficult for ideas or feedback to reach higher levels of management.
Do you need help building autonomous teams?
It’s easy to fall prey to micromanagement. The fear of repeated mistakes and delays in submissions keeps managers wary of building autonomous teams. Instead, they adopt strict checks and balances to keep everything up to date. If this sounds like you, then it’s high time to take action!
Micromanagement stifles creativity and growth big time. In addition, it keeps productivity stable – never letting it cross the boundary beyond which innovation happens, and minds run free. Breaking free from the shackles of micromanagement is essential to a successful management career. Ensure you are not getting bogged down by non-autonomous working styles by taking a free assessment now: Micromanagement self-assessment.
What are the benefits of giving autonomy to employees?
Employee Empowerment & Greater Task Ownership
Given that autonomy in the workplace is an essential ingredient for employee satisfaction, granting employees the freedom to manage their work and lives can be tremendously beneficial. This empowerment in the name of autonomy can help employees feel more in control of their work and their own work lives and enjoy a greater sense of control and ownership over their careers. In addition, autonomy at work can help employees feel more engaged and motivated, as they can take greater responsibility for their work. In turn, this can lead to greater productivity, happier employees, and higher levels of job satisfaction.
Read more: Taking Ownership: 10 Inspiring Examples Of Accountability In The Workplace
Boosts creativity and productivity
Giving autonomy to employees enables them to do their job the way they see fit and is one of the best ways to increase productivity. By letting them work without any micromanagement, you can expect them to be more creative and innovative in their work. In addition, autonomy encourages employees to take risks and try new things, leading to improved innovation and creativity. This can lead to better ideas, improvements in quality, and even cost savings.
Reduces Stress of Following Orders
Giving employees autonomy in the workplace can have several benefits, chief among them being reducing stress levels. When employees feel in control of their work and destiny, they are less likely to experience stress and anxiety. This is especially true when the autonomy in the workplace they get is meaningful and relevant to their job. Further, giving employees freedom can positively affect the way they act in stressful situations. In other words, allowing them to handle their work is beneficial psychologically.
Building Pride in Work
Much like the way exercising leads to reduced stress and improved mental health, giving employees more control over their work can positively affect workers’ daily mental well-being. Having the clarity of how they are responsible for their outcome will motivate these employees to put their best work and best practices forward. For example, giving an employee autonomy to decide how to communicate with coworkers is positively correlated with their sense of self-worth.
Innovative Decision-Making
When employees get the workplace autonomy to make decisions without interference, they are usually better-informed and more likely to arrive at the best possible solutions. This is because they can draw on their own experiences and observations and not rely on others to provide them with the information they need. As a result, their decisions are usually more effective and efficient than those made by someone who does not get autonomy at work.
Highly Engaged Teams and Low Turnover
When employees feel autonomous, they are more engaged in their work and less likely to leave. In essence, autonomy to employees is characterized by a sense of control and freedom over one’s environment. Autonomous employees work with a sense of purpose and motivation to achieve results. According to Gallup, when employees feel autonomous, they are more likely to be passionate about their work, take pride in their accomplishments, stay committed for longer tenures, and give their best effort. When employees feel autonomous, the team as a whole is more productive and successful.
What are the disadvantages of autonomy in the workplace?
It Can Cause Confusion and Chaos
Giving employees a lot of autonomy in the workplace can be a great way to reward them and give them a sense of ownership over their work. However, it can also cause confusion and chaos if not handled correctly. This is because employees may not understand the team’s expectations or the parameters of their job and may try to take advantage of the situation. This can result in mismanagement, wasted time, and lost revenue.
Breeds Complacency Without Adequate Supervision
Giving employees too much autonomy can be a huge downside. When workers do not get adequate supervision, they may take on more risks and become complacent. This can lead to them making careless decisions that could harm the team or even themselves. In addition, workers who have too much autonomy may be less likely to take advantage of team training and development opportunities, which could ultimately result in the team losing out on valuable talent.
Leaves Scope for Corruption
If employee autonomy is unchecked, employees may be tempted to exploit or corrupt the system to meet their agendas. When autonomy in workplace is used without proper supervision, it can lead to dramatic changes in how an organization is run. Employees will become more focused on their interests rather than the collective good. This could lead to unethical and illegal work practices and decreased productivity and morale of the workforce. This can further result in disastrous consequences for the team, such as financial losses and a communication breakdown.
Autonomy May Not Work for All Employees
Giving employees autonomy in the workplace is a great way to motivate and reward them, but it may not be the right decision for all employees. Some people may not respond well when they get the freedom to make their own decisions. They may lose focus or become unproductive. Some employees may feel overwhelmed and uncertain when given too much freedom, while others may not have the skills or knowledge to handle it. Further, some may see autonomy as an opportunity, and others may see it as a burden.
Read more: Is Micromanagement At Work Good? 5 Scenarios Where It Works
How to create a perfect balance?
Assigning autonomy to employees at work can seem like a risky venture. Hence, if you are a manager just stepping into it – start slow! Autonomy does not have to mean complete freedom on tasks and deadlines. Instead, it can be a balanced approach that takes care of the team’s and the employees’ needs together. For managers, it is critical to understand that there are multiple dimensions of autonomy. It aids in reinforcing authority and creating a more productive team at the end of the day.
The five dimensions of autonomy at work can be:
What: The team members can choose their tasks and assignments. It is simply control over the scope of the role and associated responsibilities
Where: The team members can at least partly choose their work location and mode.
How: The team members can design the workflow and process independently.
When: The team members can work on an independent schedule. They can set independent deadlines as well.
Why: The team members can create their mission and vision independently. Their causes of motivation can be free from the organization.
Balance employee autonomy with the “need for performance”
Giving employees the autonomy to do their job the way they see fit is one of the best ways to motivate them and ensure they perform at their best. However, make sure to balance this level of autonomy in the workplace with the need to maintain optimal employee performance. Too much independence can lead to chaos and confusion, while too little can cause employees to feel disengaged and unappreciated. Opt for a sweet spot that balances autonomy with guidance and oversight so that your employees stay motivated and productive.
Check for an employee’s need for autonomy
The need for autonomy in the workplace is an essential factor to consider when giving it to employees. While some employees may not need a lot of autonomy, others may need more. To determine whether an employee needs more or less autonomy, it’s essential to assess their needs and how to direct and manage them. To do this, ask yourself or even the employee a few questions about their preferences.
For instance, does the employee have experience working independently? Are they comfortable taking on new responsibilities? Do they feel supported when making decisions? If the answer to any of these questions is no, it might be best to provide more guidance and support. However, if the employee feels confident and capable when making decisions, granting them some autonomy in the workplace is good.
Create a system of checks and balances
Giving employees the autonomy to act is an essential strategy for organizations, as it allows them to make the best decisions for the team. However, employees should exercise autonomy at work responsibly and appropriately to avoid misuse or abuse. To ensure that this happens, it is vital to create a system of checks and balances, which will help monitor and track the employees’ activities.
There should be multiple metrics to measure different examples of autonomy given to employees to figure out which one goes the best in enhancing their performance. This way, you can ensure that they take all necessary steps to preserve their assets and protect their interests.
Guide and Assist Your Teams
Supervisors should always be available to help employees with questions or problems. This ensures that employees feel comfortable and confident asking for help. It will also ensure that they can resolve any issues quickly and efficiently. Supervisors can also provide guidance and support when making informed and responsible decisions and helping to meet team goals. By providing the right level of autonomy in the workplace and support from supervisors, managers can help employees fulfill their potential and contribute to the team’s success.
Get the Culture Right
The secret to building autonomous teams that do not fall into complacency and keep growing lies in setting the right culture and context for such work. For managers, this could mean adopting healthy habits and acting as role models for accountable usage of autonomy.
The process needs to start with hiring the right people that align with your team’s core values and demonstrate the ability to work autonomously. Further, incorporating these ideas during the onboarding and training sessions would help reinforce good practices. On the other hand, for managers, it is an exercise of building trust in their teams – so that they are sure of task completion and not riddled by anxiety. Freely delegating the right areas is the key to creating workplace autonomy.
How can a manager ensure that employees use autonomy in the workplace in the best interest of the team?
There are a few ways to ensure that employees use their autonomy in the workplace to their fullest potential for creating best results for the team.
Another way is to provide them feedback. These should allow them to see how their decisions affect their and the team’s performance.
Also, it is vital to allow them to learn from their mistakes and grow as professionals.
Suppose managers resort to micromanaging their employees instead of creating a culture of trust where they take the initiative and make choices based on what they know best. In that case, the chances of success will be significantly less. Therefore, they should avoid it.
Finally, managers can also encourage employee self-organization and participation. They can do this by providing them with opportunities to involve themselves and contribute their ideas.
How to hold employees accountable for their use of autonomy?
There are a few ways to hold employees accountable for their use of autonomy in the workplace.
One way is to set clear expectations at the beginning of the year/quarter. Managers should also make sure to communicate these expectations to all employees.
Another way is to create performance appraisals that take output into account instead of input. When you focus on output, employees feel responsible for driving that output.
Finally, managers can also hold employees accountable by taking action when they see them making bad decisions or not working to their best abilities.
Giving working autonomy in the workplace can be a great way to foster creativity and innovation and improve communication and teamwork. However, there are a few drawbacks to consider before implementing such a strategy. As a manager, it’s essential to be aware of the pros and cons of giving autonomy to employees. Moreover, you need to guide the employees to ensure that they make use of autonomy in the workplace positively to bring success for the team.
Deeksha, with a solid educational background in human resources, bridges the gap between your goals and you with valuable insights and strategies within leadership development. Her unique perspectives, powered by voracious reading, lead to thoughtful pieces that tie conventional know-how and innovative approaches together to enable success for management professionals.
Grab a free effective delegation toolkit to start building autonomous teams today
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The first step to encouraging autonomy in the workplace is building a culture of trust. It includes trusting your team members to achieve goals set for them independently. Setting SMART goals and recognizing efforts in teams is also an essential step to ensuring that employees take charge of their work.
What does a lack of autonomy at work mean?
Lack of autonomy at work binds team members into routine tasks that do not provide motivation. It can happen due to micromanaging managers or a lack of trust between managers and team members. Resultantly, employees are demotivated and put in the bare minimum effort.
How do you measure autonomy at work?
You can get an idea of the level of autonomy at work through signs such as employee motivation, the extent of task ownership, and performance on team goals. An openness to adopt innovative solutions and seek help also signifies autonomy and support from the management.
How does autonomy affect job performance?
Autonomy generally has a positive impact on job performance. A manager’s trust in their team member and the freedom to act independently translates into higher job satisfaction. The autonomy to pick schedules and make decisions empowers employees to achieve more.
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Learn about 5 Ways to Increase Intrinsic Motivation at Work
Do you ever feel like you are just going through the motions at work? Perhaps it is time to tap into your intrinsic motivation. The drive comes from within rather than external rewards or pressures. When intrinsically motivated employees find their work fulfilling and enjoy their tasks. This can have a significant impact on overall job satisfaction and productivity.
This blog post will explore intrinsic motivation and how it impacts the workplace. We will also highlight some differences between intrinsic and extrinsic motivation and provide tips for increasing intrinsic motivation in employees.
So, let us dive in and discover how to create a more fulfilling work environment for yourself and your team!
To understand intrinsic motivation at work, it is crucial to start with the definition. It is a type of motivation that comes from within an individual, based on their interests and needs, rather than external rewards or punishments.
This type of motivation is often seen as more productive and sustainable in the workplace. The five elements of intrinsic motivation are autonomy, mastery, challenge, social acceptance, and purpose. Employees with these elements in their work environment are more likely to be motivated to perform tasks at a high level.
Understanding intrinsic motivation is vital for employers looking to create a workplace culture that promotes employee satisfaction and productivity. Companies can create a more engaged workforce by providing employees with opportunities for autonomy, mastery, challenge, social acceptance, and purpose.
Check out “Lost Mojo: How to deal with unmotivated employees in the workplace“
Impact of intrinsic motivation in the Workplace on employee performance
Intrinsic motivation is a powerful force that drives many workers to excel. This type of motivation is internal rather than external, meaning it comes from within the individual rather than outside sources like rewards or punishments. The impact of intrinsic motivation on employee performance cannot be overstated.
Intrinsically motivated workers are more likely to be productive and satisfied with their jobs.
When intrinsically motivated, employees are likelier to be engaged, committed, and enthusiastic about their work.
When workers are motivated by internal factors, they are more likely to take ownership of their work and feel a sense of pride in what they do.
This can lead to higher levels of productivity and job satisfaction and lower rates of absenteeism and turnover.
The Difference Between Intrinsic and Extrinsic Motivation at Work
Intrinsic and extrinsic motivation are two types of motivation that drive human behavior. They differ in terms of their source and the reasons why people engage in certain activities. Here’s a brief explanation of the difference between intrinsic and extrinsic motivation at work, along with some examples:
Intrinsic motivation:
It comes from within a person and is driven by internal factors such as personal interests, values, and task enjoyment. Intrinsically motivated people engage in an activity because they find it inherently satisfying or enjoyable.
Examples:
Working on a project that aligns with one’s values
Pursuing a creative hobby in one’s free time
Volunteering for a cause one is passionate about
Check out “How Self Motivation Can Boost Your Morale To Achieve Your Goals?“
Extrinsic motivation:
Extrinsic motivation comes from external factors such as rewards, recognition, or punishment. Extrinsically motivated employee engage in an activity because they expect to receive some external reward or avoid some negative consequence.
Examples:
Receiving a bonus for meeting a sales target
Getting a promotion for outstanding performance
Avoiding a reprimand for failing to meet a deadline
Check out “Are you a motivated leader? Find 6 traits here to become one“
While both intrinsic and extrinsic motivation can effectively drive behavior, research suggests that intrinsic motivation is more likely to lead to long-term satisfaction and engagement. Therefore, employers should aim to foster intrinsic motivation by providing opportunities for personal growth, development, autonomy, and recognition rather than relying solely on extrinsic rewards and punishments.
Here are six ways to intrinsically motivate employees:
Provide opportunities for personal growth and development: Employees are more likely to be intrinsically motivated when they have opportunities to learn new skills and take on new challenges. Provide regular training, mentoring, and coaching opportunities to help employees grow professionally.
Foster a sense of autonomy: Employees with control over their work are likelier to feel a sense of ownership and motivation. Encourage employees to make decisions and take responsibility for their work.
Create a positive work environment: A positive work environment can foster intrinsic motivation by making employees feel valued and appreciated. In addition, encourage teamwork, provide regular feedback and recognition, and promote a sense of camaraderie among employees.
Align work with personal values: Employees are more likely to be intrinsically motivated when their work aligns with their values and beliefs. Help employees understand how their work contributes to their mission and values.
Encourage creativity and innovation: Employees who have the freedom to explore new ideas and approaches are more likely to be intrinsically motivated. Therefore, encourage employees to think creatively and reward innovation.
Provide a sense of purpose: Employees are more likely to be intrinsically motivated when they feel their work has meaning and purpose. Help employees understand how their work contributes to the organization’s goals and mission.
Intrinsic motivation is a powerful force that can drive employees to achieve their best work. It’s the kind of motivation that comes from within and is driven by a sense of purpose, autonomy, and mastery. Employees who are intrinsically motivated are more engaged, productive, and satisfied with their work. Understanding intrinsic motivation at work is crucial for creating a positive workplace culture that nurtures employee well-being and performance. To learn more about increasing intrinsic motivation in your workplace, check out our blog on the three types of intrinsic motivation and five ways to boost it.
Understand your team better with effective one-on-one meetings.
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This type of motivation refers to behavior driven by internal rewards, such as personal enjoyment or satisfaction, rather than external rewards. Examples include reading a book for pleasure, pursuing a hobby, or engaging in a creative activity for personal fulfillment. Other examples include setting personal goals, seeking self-improvement, and enjoying learning something new.
What are the intrinsic factors of employee motivation?
Intrinsic factors of employee motivation are related to employees’ internal desires and needs. These factors include autonomy, mastery, and purpose. Autonomy refers to the degree of control employees have over their work, while mastery relates to the desire to improve and develop new skills. Finally, purpose refers to aligning employees’ work, personal values, and goals. When these intrinsic factors are present in the workplace, employees are more likely to be motivated, engaged, and committed to their work.
What are the effects of intrinsic motivation in the workplace?
Intrinsic motivation in the workplace can lead to higher levels of job satisfaction, increased creativity and innovation, better task performance, and a stronger sense of engagement and commitment to one’s work. It also leads to a greater sense of autonomy, competence, and relatedness, improving overall well-being and reducing stress.
Do you often find yourself doing your team’s work?
Do you often find yourself doing your team’s work?
Last week, I spoke with a manager, and she said, “Ashish, I often find myself doing my team’s job.” This is how the rest of the conversation went.
Ashish: “How does that happen? Tell me more.”
Manager: “When they are working on tasks, they are often unable to finish them. They are not confident if they will be able to finish it in time or not. When the deadlines are approaching, I have to jump in to ensure that we meet the deadlines.”
Ashish: “Is there a skill gap in your team?”
Manager: “No, no, they are skilled. In our team, we have all the skills that we need.”
Ashish: “Then what happens?”
Manager: “It impacts the tasks I am supposed to do. I am not able to effectively keep my stakeholders informed. In certain cases, clients don’t get the attention they need from me.”
It is not the first time I have had this conversation with any manager. It can be tough to balance your team’s work with your own as a manager. Juggling the two can often lead to inconsistent or poor outcomes, leaving your team behind.
There are a few reasons why managers do their team’s work. The first and most important reason is that they care about their team and want them to succeed. This is demonstrated through their willingness to delegate tasks and set goals for the team. They also make sure everyone knows what those goals are and help them reach them. In the end, managers can focus on their job objectives and the team’s success.
For the team to be successful, the team must function well. Effective Delegation prevents mistakes and ensures the completion of tasks on time. Moreover, the manager leads and manages the team effectively. However, when the team’s work isn’t productive or doesn’t meet expectations, it can harm the manager. In such a scenario, the manager may feel responsible and be distracted from their primary goals.
More often than not, the limitations are in the manager’s delegation skill set. How effectively the manager delegates work to their subordinates drives the overall productivity and efficiency of the team. When done correctly, Delegation can unlock so much hidden productivity and engagement within the team. Moreover, you free up your time to focus on higher-priority tasks.
Some of the elements that are critical to effective Delegation are
Overall project timelines
Team member’s individual skillset – strengths and improvement areas
Effective communication of expectations
Support from the manager or other team members
Manager’s ability to provide constructive feedback
For a detailed guide on How to master Delegation, read here.
Another major factor that causes managers to do their team’s work is not able to provide Autonomy within the team. Teams that have high levels of autonomy function smoothly. In such teams, members know their respective roles very well. Moreover, they take a lot off the manager’s plate and work with the freedom to deliver what is expected from them. It brings responsibility and accountability to the team members. It needs a very high level of managerial expertise for the managers to pull this off. But once achieved, it can be enriching for the managers and the team alike.
While attempting to give Autonomy to the team, you must tread carefully. Not all team members may be ready to take high levels of Autonomy. That’s why you must go through a structured process to understand when and where you can give Autonomy. obviously, you go through a progression curve to keep increasing the levels of Autonomy higher and higher.
Here is a more detailed piece to understand the nuances of giving Autonomy to the team.
Finally, you need to watch out for the signs of disengagement in the team. Not being able to deliver the work on time and as per expected quality despite having all resources is one of the signals of disengagement. If you start to see this as a pattern in one or more team members, you must begin scanning for other signals of disengagement. As a manager, this should be a DEFCON 1 state.
Early warning signals can help prevent loss of productivity, business, and team members. If you see this happening, you must seek help to address the disengagement situation in the team.
What signals should you watch out for? Read here.
In essence, you shouldn’t take the situation lightly. IF you find yourself doing your team’s work regularly, something much change. Neither you nor your team will achieve their full potential in this situation. All of you will remain in limbo for your professional growth.
10 Questions Managers Ask To Build Accountability In Autonomous Teams
The importance of great behavior in team members cannot be understated in any circumstance. Accountability and autonomy are two related qualities instrumental in building team success. Teams that constantly outshine others and achieve unanticipated goals practice these two habits. Accordingly, as a manager, it is important to build these behaviors in your team. However, it can be challenging to find ways that are implicit and efficient. Asking questions is one way to do this. Wondering how? Keep reading!
Regarding accountability and autonomy in the workplace, questions are a powerful tool that managers can use to get employees on board with their goals and objectives. But how can managers use questions effectively to build team accountability and autonomy? This blog explores the concept in depth, explaining how questions can help managers build accountability and autonomy in their teams. Will you be able to build accountability and autonomy in your team with the help of questions? Read on to find out!
What Do Accountability And Autonomy Mean In The Workplace?
Accountability: Accountability is the responsibility that employees have to meet certain goals and objectives set by their managers. This includes taking appropriate actions, completing tasks on time, and following instructions effectively. In addition, employees are also held accountable for their actions and contribution to the team. This means that if they make mistakes, it is up to them to take responsibility for them.
Autonomy: Autonomy is the freedom or right to do what someone wants without being controlled by another person or entity. It includes making decisions without being constrained or influenced by others, controlling their work schedule, and ranking in the organization. It allows employees to make decisions for themselves to improve their work performance. Importantly, autonomy allows employees to take ownership of their work outcomes and remain engaged in the process. Nonetheless, the degree of autonomy is a perpetual conundrum for managers. Read here to understand the pros and cons of giving autonomy to make an informed decision.
These two concepts are closely related because good autonomy allows employees to be productive and successful while meeting managerial expectations. Accountability and autonomy together form a foundation on which teams can build trust, collaboration, and performance.
Continue reading here if you are looking for more ways to build personal accountability in your team members.
The Benefits Of Asking Questions
Asking questions is an effective way to build accountability and autonomy in a team. The following are some of the benefits of asking questions:
Questions help employees understand their tasks and responsibilities: When employees know what they need to do, they are more likely to take action and meet deadlines. This is because it becomes clear which tasks need attention, and these become manageable for them as opposed to being mysterious or confusing。
Questions also help managers get feedback from employees on their work performance: By asking specific questions about how things are going, managers can see whether the employee is meeting expectations and whether any areas need improvement.
Questions can help build trust between employees and managers: When employees know they can ask questions without fear of reprisal, they feel more comfortable expressing their concerns and working collaboratively with their manager. This allows for a smoother flow of communication, leading to better work performance。
Questions also help supervisors develop a rapport with their team members: By talking openly about issues and giving feedback in a supportive manner, supervisors enable team members to take responsibility for their growth while maintaining the professional relationship necessary for cooperation in the workplace. When you ask questions, it allows your team members to express their thoughts and feelings openly – something that can benefit morale and creativity.
Questions help employees see things differently: One of the benefits of asking questions is that employees are often able to see things in a different light. This can lead to breakthroughs in problem-solving and innovation because employees are not afraid to explore new possibilities or question old assumptions.
Questions are a great way to get everyone’s input and improve teamwork: Managers can use them to ask for ideas, feedback, and directions. But be careful not to interrogate too much, or you’ll lose their attention. Instead, use questions that make people think and are challenging but not too hard. It will help them grow as professionals and contributors to the team.
Asking good questions is also key in building accountability and creating autonomous teams. Use questions to gather feedback, measure progress, and find solutions to problems. There are many ways to use questions in your work, so it’s important to find the right way that works best for you and your team.
Types Of Questions
Building accountability and autonomy in your team can be a challenge. But it’s not impossible with the right questions. Here are four types of questions that can help:
Yes/No Questions: These help people agree or disagree on a specific topic. Further, these are an easy way to create clarity out of chaos. Often people might need to ask themselves a simple question to understand their opinion and position on the situation.
Open Questions: These ask for opinions or ideas without specifying a response. Managers can use this to gather everyone’s thoughts on a situation or question. It also allows for more creative thinking and less judgment.
Questioning Processes: By questioning how things are done, you can improve processes and make them more efficient overall. This is essential in creating accountability because it ensures everyone understands what needs to happen.
Informational Questions: Help people learn more about a subject. These are great to clarify duties and job roles among employees who might need time to get the hang of things.
Challenge Questions: Encourage individuals to take action on a problem or challenge they face in their work. In addition, these can also be used to help people learn and grow by thinking in new ways.
When it comes to building accountability in your team, using questions is a great way to start. By asking thoughtful questions that encourage clarity, you can create an environment where everyone is held accountable for their actions and results. Moving further, let’s look at a few questions you can use with your team.
10 Sample Questions To Ask Your Team To Build Accountability & Autonomy
What did you accomplish today?
This question will show employees their day-to-day achievements. They will become accountable for their daily goals and the progress made on them.
What does success look like?
When employees are allowed to define the objectives, they will participate more actively in forming the strategies needed to achieve them. Taking opinions and increasing involvement at the brainstorming stage boosts confidence and raises autonomy.
What was your most significant challenge in the past month?
Describing the difficult parts of their jobs will help employees gain clarity. Further, they would like to define the challenge as their “own,” taking ownership of the job.
How would you feel if we changed how this is done?
Involving people in the deliberation stage helps foster independent behavior as they learn to voice their opinions and ask questions during the process.
What steps do you think we should take to achieve our goal?
Employees who take charge of the planning and organizing will begin to create autonomous units and processes. Moreover, they will become answerable for those things as they take control.
What are your thoughts on this situation?
Asking employees for their opinions will motivate them to engage with the team actively. This will change them from being passive actors in the team’s goals. This question can help you encourage autonomy and accountability in the team members.
How can we improve our process?
Making amendments to the processes and methods that the organizations follow is a great way to give a chance to employees. They will learn to organize independently and take ownership of the results achieved.
Why did you choose that action over the other options?
Asking such a question will force the employees to weigh the pros and cons of the various options. They will learn to make well-thought choices before acting upon them. While doing so, you are holding them accountable for their actions. This is one way to create accountability among people – by making it a habit.
Why Should You Use Questions To Build Accountability & Autonomy?
Questions are one of the most powerful tools in your arsenal as a leader. Managers and leaders can use them to assess knowledge, skills, and performance regularly. This allows you to identify areas of improvement and create accountability and autonomy in your team. Use questions to make decisions by asking someone how they think the team should do something. It gives them a voice in decision-making and helps them learn and understand new information. Moreover, they are a way to keep employees engaged with the team. As a result, questions are essential for building a successful team.
Questions are a powerful tool. They can help you achieve accountability and autonomy in your team and foster communication and collaboration. When used effectively, questions can help you learn more about your team, their work, and their goals. However, make sure to ask the right questions that will help you achieve your goals. Questions should be open-ended and allow for discussion. Additionally, make sure to ask questions that will help you learn more about your team and their work. By doing this, you’ll be able to better direct and oversee their efforts.
Conclusion
Questions are an essential tool for building a successful team. By asking questions that help you achieve accountability and autonomy in your team and foster communication and collaboration, you’ll be able to better direct and oversee their efforts. You can help team members understand their individual and collective responsibilities and help them to take ownership of their work. Make sure to ask the right questions that will help you achieve your goals. Different types of questions can be used to achieve this goal, so be sure to choose the right ones for the situation. Finally, use these tips to ensure that your team members are accountable and autonomous in the best possible way!
Learn how to ask the right questions to hold your team accountable.
Get the free active listening toolkit to access sample questions that you can use with your team.
What are some questions about self accountability?
Questions for self-accountability help managers keep themselves in check. A few such questions are: – Am I working toward my goal or spending time on secondary tasks? – Are my goals realistic? – Do I solve problems independently or with my team?
How do you test accountability?
A manager can test accountability in their team by establishing ownership over tasks. It is crucial to define and allocate tasks so that key results are derived by specific people. Asking questions is one way to keep checks in the middle of the process.
How do you coach accountability?
A few steps that managers can take to coach accountability are: – Identify and communicate expectations to team members – Set milestones for teams to accomplish and create a system of checks and balances, such as regular updates and documentation – Re-evaluate goals as and when needed to build accountability
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What Qualities Can Make A Manager Indispensable To Their Organization?
To be indispensable to an organization is to be a highly valued and respected member. It takes a lot of hard work, dedication, and skill to achieve this level of success. But, the rewards are worth it. Being an indispensable manager is a state in which the organization sees you as being essential to the success of your team or organization. It means that you have a crucial role to play and contribute value to the team and that others would not be able to carry out their duties or pursue the organization’s goals without you. Being indispensable is an essential quality for any professional and can help you stand out from the crowd and be successful in your career.
This blog post will discuss the eleven qualities that make managers indispensable to their organizations. Let’s start with understanding why managers should aim to be indispensable to their organization.
Why should a manager aim to be indispensable to their organization?
There are many reasons why a manager should aim to be indispensable to their organization. First and foremost, it leads to several benefits, including
More autonomy and responsibility
The first reason managers should aim to be indispensable is to get more autonomy and responsibility from their senior management. When they are indispensable, their superiors trust them to take on more challenges and deliver with freedom. This autonomy and responsibility give them the freedom and the flexibility to deliver on their promises. They can then work without much external control or direction, which leads to higher productivity and more significant innovation in the managerial process. As a result, they can impact the organization much more than if they were just an average manager. High autonomy also brings high expectations and makes it easier to meet them.
More likely to witness faster career growth
Maintaining an indispensable role at work is a critical factor in career growth. Indispensable managers are more likely to witness faster career growth, receive better performance evaluations, and be promoted more rapidly. They are also more likely to be retained in their roles. There is higher job security and a lesser chance for them to face termination or layoff. It is because your superiors highly value your skills and abilities. They are more likely to give you the resources and support you need to achieve more significant and faster career growth.
Work on the most critical problems faced by the company
The trust a manager can build with their senior managers by being indispensable to the organization is what gets them a chance to work on the most critical problems faced by the company. By getting an opportunity to work on these problems, managers can get a chance to enhance their problem-solving skills. They can also expand their knowledge about the company and industry they work for, which will help them make better decisions in the future. They can then prove themselves even more valuable to the company.
Get to be a role model for high-performance standards
As a manager, it’s essential to be indispensable to your team so that you can drive success both individually and as a team. Indispensable managers can set high standards for performance, motivate their team and get the most out of them. They also enjoy a high level of trust and respect from their team and can communicate effectively with them. It makes it easy for them to get the most out of their team and achieve results that are above and beyond the expectations of others.
11 qualities that can make managers indispensable to their organization
Managers play a critical role in the success of an organization. They are the ones who keep everything running smoothly by solving problems, building solid relationships, and leading the team to victory. To be an indispensable manager, it’s essential to have the following qualities:
The ability to think outside the box
To become an indispensable manager, the first quality you need is to think outside of the box. It is not only necessary to come up with innovative solutions to complex problems, but also to stay ahead of the curve. By being unpredictable and constantly evolving, you can keep your team on their toes and challenged. Plus, it will make them more creative and open to new ideas, which is a crucial ingredient for success in any field. If you can manage to instill these qualities in your team, you will be well on your way to becoming an indispensable manager.
A good sense of how things work within the organization
An indispensable manager is someone who understands the organization and how it works. This person understands the systems and how they function and the people within those systems. They are in an excellent position to make decisions to help the organization achieve its goals. This quality reduces the chance of them going off track or committing any misconduct, and it will save them from any backlash, conflict, or grievance that might come their way.
Strongly aligned with the company’s vision and mission
A manager with strong alignment with the company’s vision and mission becomes essential to an organization’s success. They understand the company’s objectives and goals and are committed to upholding them. They also have a deep understanding of the company’s competitive landscape and know how to navigate through it. It enables the manager to provide guidance and direction that aligns with its long-term interests.
The ability to lead, teach, and motivate others
Many qualities make a manager indispensable, but arguably the most essential quality is the ability to lead, teach, and motivate others. An indispensable manager is, in fact, backed by an indispensable team. A good manager can lead their team to achieve their goals, teach them new skills and strategies, and encourage them daily to work harder than ever before. It is an essential quality for any manager, as it pushes employees to exceed their expectations from them, maximize their efforts, and ultimately achieve the goals and objectives of the company.
Another quality that makes a manager indispensable to the organization is strong interpersonal and communication skills. It is essential to build trust between team members and effectively deliver messages. Being able to listen carefully, empathize with others, and get their point of view are essential skills that make a manager excellent and robust in interpersonal communication and so indispensable. Moreover, having the ability to handle difficult conversations constructively is also a part of it.
The ability to prioritize and manage multiple tasks simultaneously
The quality to prioritize tasks and manage multiple tasks simultaneously is also a quality that can make a manager indispensable to their organization. This quality enables them to know how to delegate the work effectively and keep track of everything. There is a scant chance of managers missing essential tasks or deadlines with this quality. Managers who possess these qualities are usually well-organized and good at time management, and they also set a perfect example for their team.
The ability to set the tone for success in their organization
The ability to effectively lead and manage their team will not be enough to make a manager indispensable. They should also possess the ability to set the tone for success in their organization. This quality involves embodying the culture and values of the company they work for. By having this quality, they can create an environment conducive to success. It means that indispensable managers have the know-how and skills necessary to succeed. They also have the mindset and attitude required to lead their team to victory. Setting a positive example can create a positive workplace culture where everyone is motivated and excited to reach their goals.
The ability to work independently and handle stressful situations
Being an indispensable manager also requires working independently and effectively handling stressful situations. It means that they need the ability to take on tasks without the need for supervision. They should also be able to handle any situation that arises. Managers also need to be able to think on their feet, come up with solutions, and get the job done even in stressful situations. Having this quality will make the manager a valuable asset to the company and, hence, indispensable.
The ability to be a team player
Together with the ability to work independently at times, managers also need the ability to work as a team player to become indispensable to their organization. It means that you must be able to put the needs of the team and co-workers first. You should also try to help out wherever and whenever you can. Managers who have this ability can foster a collaborative environment within the organization and help the team accomplish its goals. By demonstrating this quality, you will be able to build a strong relationship with your team members. You will also be able to earn their trust. This will ultimately make you an invaluable asset to your organization.
The ability to solve problems timely and effectively
To be genuinely indispensable, managers need to have the ability to solve problems quickly and effectively. It means that they need to have the ability to think on their feet. They should also be able to develop creative solutions to complex issues too promptly. By doing this, managers can help their team resolve any problems that may arise. It will ensure that the company continues to run smoothly. In addition, solving problems timely and effectively goes a long way to help managers build a good reputation within their organization. This can help them to grab any growth opportunities down the line.
Strong sense of ownership
Finally, managers need to demonstrate a strong sense of ownership for their work to be indispensable to the organization. It means feeling like you are driving the direction of your organization and not just executing what the higher-ups ask of you. This mindset sets you apart from the average manager, who is more focused on meeting deadlines and meeting the expectations of senior managers. You should be passionate about your work, and you should own what you contribute to your organization. You should further be committed to ensuring that your team performs at its best.
Conclusion
Being indispensable to your organization isn’t easy, but it is definitely worth the effort. Managers who aim to be indispensable can provide the best possible service to their customers, colleagues, and the organization. By identifying the qualities that make them indispensable, managers can work towards achieving this goal. Don’t wait any longer; take the plunge and aim to be indispensable to your organization!
Fasten your growth as a manager by developing the vital quality of assertive communication with our free toolkit
The only guide you need to make assertive communication a part of your style
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