Drive, Strive, Thrive: Mastering Employee Motivation in Product Development

We all know it – highly engaged employees give their best to the company.

In the Product Development world, this means increased innovation, creativity, collaboration, efficiency and productivity. For project managers, this means that the team members will be invested in delivering high-quality work on time, identifying risks and issues before they become roadblocks, and self-assembling into high-performing teams. For the company – startup or revenue-based – this means first to market and competitive advantage.

But how do we get, and keep, team members within the product development world engaged?

Product Development is a fast-paced dynamic world that typically employs PhDs and highly skilled professionals who are intrinsically motivated. We see this ‘ask’ in almost all job descriptions today – ‘must be highly motivated’. And when we are most motivated, we do our best work – we work towards self-actualization (yes, I’m referring to Maslow’s Hierarchy of Needs). It is in this space that companies, employees and project teams deliver the most value.

But what’s the fire behind this motivation? Why am I motivated to do the things that I do? What drives me? What drives you? What happens when this fire disappears? How do we light it again?

Finding the answer to this question will enable you to keep those flames alight perpetually! Muah-ha-ha-haaa!!!

Seriously though, finding this answer is no easy feat. This is a tough ask even for the most emotionally intelligent among us, and this is because we are our own blind spots. But if you are willing to be truthful with yourself, it can be done. Here’s one of the many methods (think root cause analyses) that I have used to figure myself out (remember – with great power comes great responsibility!):

Latchmi:           What is your intrinsic motivation?

Also Latchmi:   Progression

Latchmi:           Why?

Also Latchmi:   Sense of accomplishment

Latchmi:           Why?

Also Latchmi:   Have a legacy

Latchmi:           Why?

Also Latchmi: Validation/ Recognition

And there you have it – my extrinsic motivation. It is neither sexy nor flattering, but it is, ultimately, the driving force behind why I do the things that I do. More importantly, it is an external factor. My husband, my family, my work, my school, my team – they can all motivate me to move mountains by meeting my need for validation.

Similarly, as project managers and leaders, we too can motivate our employees and team members to move mountains by tapping into their intrinsic and external motivators. So, the next time you schedule one-on-one meetings with your employees, ask: What drives you? Why? … Why?

But wait, there's more. Does this mean that I will move a mountain for a free donut (also a means of validation)? Not likely. The magnitude to the external factor must align with the magnitude of the ask.

Let’s consider an example.

Once upon a time, in the heart of a bustling city, there was a project manager, let's call her Sarah, who recognized the intrinsic motivation of her team member, Ronny. Through thoughtful one-on-one discussions, Sarah uncovers that Ronny is driven by the desire for continuous learning and personal growth. Understanding this, Sarah tailors project tasks to align with Ronny’s thirst for knowledge, fostering an environment where Ronny feels challenged and fulfilled.

Simultaneously, Sarah identifies an external motivator—recognition and praise. By acknowledging Ronny's contributions in team meetings and publicly praising achievements, Sarah taps into the external validation that fuels Ronny's motivation. The result? Ronny becomes not just a team member but a proactive force, consistently delivering innovative solutions.

But uh-oh, the story’s not over yet.

In a hectic few weeks of project deadlines, Sarah becomes focused on addressing challenges and meeting targets. Amidst the chaos, she unintentionally neglects to publicly acknowledge Ronny's recent contributions during team meetings. For Ronny, who thrives on external validation, this omission creates a sense of underappreciation. As a result, Ronny's motivation takes a hit. Feeling unnoticed, he starts to question the impact of his work and is not as proactive in suggesting innovative ideas. The team dynamic, once characterized by enthusiasm, experiences a subtle shift.

These examples illustrate how a project manager, armed with insights into both intrinsic and external motivators, transforms individual aspirations into collective success. By applying this understanding across the team, leaders can create an environment where sustained engagement, continuous innovation, and a competitive edge become inherent outcomes. This aligns very well with one of the core principles of upon which the agile manifesto is built: Build projects around motivated individuals; give them the environment and support they need, and trust them to get the job done.

(Inspired by self-discovery interactions with Jackie Rafter, MBA, Jan Wood and Simon Palamar)