The Mechanics of Motivation

Recently, I had the opportunity to attend a project management training program at the Ashorne Hill Centre.?

Over the course of three days, I immersed myself in the mechanics of the workplace: how teams function, how to make presentations stick and how communication flows or doesn’t. The part that stayed with me most was a discussion about motivation, about what it is that propels people to care enough to do good work.

Creating the right conditions for motivation

One framework we explored was Maslow's Hierarchy of Needs, his pyramid traces the arc of human needs, from survival to self-expression. At the base are essentials like food, water and safety, which form the foundation for everything else.

This framework shows that people have basic needs, and that certain needs do not occur until another need is met. By fulfilling more and more needs, the need peak is reached.? Once secure, people seek connection, then recognition, and finally self-actualisation, the freedom to grow and explore.?

It’s a reminder that motivation isn’t just about what we want; it’s about what we’re capable of when the right conditions are in place.

A formula for self-determination

Besides Maslow's hierarchy of needs we discussed the self-determination theory (Deci and Ryan, 1985; Ryan and Deci, 2000) that suggests that we thrive when three needs are met: autonomy, connection, and competence.

Autonomy or agency means having control over your work, which can come from something as straightforward as making decisions independently. It is the freedom to steer your own course, to regulate your actions and impulses.

Connection, the feeling of belonging, comes from shared goals and the camaraderie you find with colleagues. It flourishes in environments where respect, care, and inclusivity form the foundation of workplace relationships.

Competence is the sense that you have the skills and judgment to navigate your environment and achieve your goals. When you feel competent, there’s a sense of mastery—like you're in control. But when tasks become overwhelming or feedback turns negative, that feeling slips away. It’s nurtured, though, when challenges align with your abilities, or when you get the validation that tells you you're on the right track.

Together, these principles offer a blueprint for motivation, one that feels universally relevant, even though the details of our work lives are anything but.

Understanding what motivates us

At my table group at Ashorne Hill, we hashed out what drives us at work and what drags us down. The concept of agency came up, along with the importance of a healthy work and life balance.?

But, as the conversation deepened, something clicked: before you can even begin to motivate anyone else or create a motivating environment, you have to understand what motivates you. It’s not just a question of self-reflection, it’s about seeing the patterns that shape how we work and what we need to thrive.?

Reflecting on motivation

Here are a few questions that helped me reflect on this, and may be useful. To begin, ask yourself:

Understanding your own motivation is like finding a compass that points you toward what actually matters to you. It sharpens your sense of how you work best, guiding you to make more intentional choices that align with what genuinely energises you. Beyond that, it gives you a clearer lens for seeing others' motivation styles.