?? The Talent Beat: What Leaders Get Wrong About Motivation Most leaders still get this wrong. For decades, companies have built management strategies around incentives, performance targets, and constant oversight—all based on the idea that people need to be pushed to work harder. But new research feature from MIT Sloan Management Review shows this approach does more harm than good. ?? Micromanagement lowers motivation. Employees who feel constantly monitored lose trust and engagement. ?? Incentives create short-term thinking. People hit targets—but stop at the bare minimum. ?? Rigid structures kill adaptability. When every move is controlled, innovation and problem-solving disappear. What actually works? Self-Determination Theory. ?? Autonomy—Give people ownership, not just orders. ?? Competence—Invest in skills and development, not just evaluation. ?? Connection—Make work about more than just hitting numbers. Our Take: Most motivation problems aren’t people problems, they’re system problems. If leaders keep treating employees like they need to be controlled, they’ll create the very disengagement they’re trying to prevent. The best teams don’t perform because they’re being watched. They perform because they’re trusted. ?? Read the full article BY Marylène Gagné and Bex Hewett on MIT Sloan Management Review: https://lnkd.in/gQ3_avC3 #TheTalentBeat #LeadershipMatters #WorkplaceCulture #EmployeeMotivation
