Drive. That is, what really motivates us is autonomy, mastery, and purpose. People really do feel better if they're not totally regulated in how it is that they're working, where they have some autonomy, where they're able to really develop mastery, to be constantly learning and growing. They need purpose, where they see a connection between the work that they're doing and the actual outcome. And many people get stuck in a weird place where they might work for a year on some bizarre project that they don't even understand who the end user is or how anything is going to be used, and that makes them feel very disconnected.
There are many different shades of gray in between, but I think those are the two scenarios. Corporations that are trying to get somebody to stay who's fundamentally never going to be wired to fit in that environment is probably not the best use of resources. Where they want to be focusing are people who like 70% or 80% of what they have but just cannot take either the pressure of work pace, which they're always on, or they just don't have enough autonomy, mastery, and purpose.
IW: The point is, then, don't fight an unwinnable battle of somebody who is eventually going to pop and leave anyway, but focus on giving autonomy, mastery, and purpose to the folks have a chance of staying.
Slim: Yes. But having worked inside corporations for so long I know that, especially in today's age, nothing can be guaranteed. Anybody who's in senior management knows that often they're going to have to be making decisions, sometimes every year, about laying people off or restructuring, and so what can be a very awkward situation arises, because the corporation is asking employees to behave as if they're always going to be employed by that company.
Employees may be prohibited from doing what I affectionately call a "side hustle," where they're not encouraged in any way to have an outside pursuit like a freelance business or something else. It's often seen as being very threatening to the corporation.
And yet at the same time, people in corporations know how painful it is to sit across the table from somebody who they've known for decades and lay them off and realize, if they have no backup plan, that is not good for any of us. It's not good for our community. It's not good for our economy. There are many benefits that can happen from somebody that's happy in a corporation that might have a side project that brings in ideas and creativity and a new market and have access to other partners.
Corporations really need to be rethinking intense restriction on people.