1st June 2025

 What Truly Drives Us and How We Can Lead Better

We all have a compass, a set of internal values that define what we stand for and, perhaps more importantly, what we would never do. For me, these are crystal clear:

1. I would never break a commitment once given. Trust is the base of any relationship, professional or personal.

2. I would never bully a weaker person. True strength lies in empathy, not in dominance.

3. I would never give up on myself. Resilience is the ultimate testament to personal growth.

   
   

   These principles guide me, which resonates deeply with the idea of delayed gratification—the understanding that enduring effort and honesty, even when difficult, lead to far greater rewards in the long run.

   Navigating "Higher Cadre" Teams

   In my professional life, one of the most significant challenges I've encountered is managing a team where some members are higher in cadre than I am. It's a unique dynamic that requires respect, understanding, and strategic communication. My teammates, I hope, would describe me as supportive, someone who tackles challenges head-on, and a strong analytical thinker. But even with these strengths, leading effectively requires a deeper dive into what truly motivates individuals.

   Unpacking Motivation

   My own internal evaluation reveals this pattern: I'm driven when I feel I can make a difference, when there's a clear objective, and when I'm learning. On the other hand, my drive fades off when I lack clarity or feel disconnected from the larger purpose. This personal insight is crucial when trying to understand what drives others.

   I've learned that understanding the unique needs of each team member is very important. It's not a one-size-fits-all approach. Take my colleagues, for example:

   • Himanshu values respect and power.

   • Ashish seeks recognition.

   • Babuji is driven by incentives.

   • Bharani thrives on being recognized for his knowledge.

   • Sarfaraz desires peace and stability.

   • Rageesh is motivated by respect and recognition.

   These individual needs often fall into broader categories: the need for affiliation, the need for achievement, and the need for power. While we can create conditions to foster motivation, true drive, as I've come to believe, is ultimately intrinsic.

   Cultivating Intrinsic Motivation: More Than Just Incentives

   So, how do we create an environment where intrinsic motivation can flourish? It's about building a culture, not just implementing policies. Here are some key conditions that I strive to foster:

   
   
   
   

   • Autonomy to operate: Empowering individuals to make decisions and take ownership of their work.

   • A sense of purpose: Helping the team understand why their work matters and how it contributes to a larger goal.

   • The Bigger Picture: Providing a macro-level perspective, allowing them to see their individual contributions as vital parts of a larger machine.

   • Clarity: Ensuring clear goals, expectations, and communication.

   • Mastery: Creating opportunities for growth, learning, and developing expertise.

   • Trust: Fostering an environment where team members feel safe to take risks and voice their opinions.

   • Respect: Valuing diverse perspectives and contributions.

   • Security: Providing a stable and predictable environment.

   This approach aligns perfectly with the Pygmalion Effect, a powerful psychological phenomenon where high expectations and belief in someone's ability can actually lead to improved performance. When we truly believe in our teammates, provide them with the right conditions, and understand their unique drivers, we unlock their full potential.

   Leading is not just about managing tasks; it's about understanding the human needs and creating a space where individuals can thrive, find their own intrinsic motivation, and contribute their best.