We Advocate Mastery Autonomy And Purpose
We Advocate Mastery, Autonomy And Purpose
We recognise the importance of intrinsic motivation in helping everyone in the organisation to deliver their best contribution. Mastery provides the opportunity for new leadership to emerge. Autonomy allows teams to optimise their ways of working within the context of their operation. Purpose connects the work of the team to the value being created for our customers.
In A Nutshell
Mastery, Autonomy and Purpose are three key aspects of creating intrinsic motivation so that our colleagues aspire to high performance for the organisation. There is much evidence to suggest that, when our work requires even a modicum of intellectual effort, intrinsic motivation (personal reward) is much more important than extrinsic motivation (financial and other benefits). This is true as long as our basic ambition for extrinsic reward is met.
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What is it that motivates us to deliver a great performance for our customers, colleagues and our employer? What is it that makes us happy in our work? A simple assumption is that money makes all the difference. But there is a lot of evidence that other factors also play an important role in motivating us to succeed.
Levels
Green
Amber
Red
We Consistently Advocate Mastery, Autonomy and Purpose
Mastery, autonomy and purpose are part of the everyday conversation in the organisation.
We encourage everyone to demonstrate their existing mastery to the benefit of their team and wider community. Opportunities to increase mastery are supported and encouraged.
When faced with challenges that need to be resolved, the first expectation of leaders is that those with responsibility will choose how to act.
Leaders actively support decision making activities, providing information and helping those responsible to understand why a decision is needed.
When asked, leaders actively support the decisions made, even if they believe better outcomes could be achieved.
Strategy is developed collaboratively and openly shared across the organisation. Care is taken to link day-to-day work with strategic thinking so that everyone understands the value of their contribution.
We Inconsistently Advocate Mastery, Autonomy and Purpose
Mastery, autonomy and purpose sometimes figure in the conversations of the organisation.
We value the mastery of our colleagues but too often we rely on outside expertise to guide our decisions. Where the organisation sees clear value opportunities to increase mastery are sometimes provided.
Challenges are met inconsistently. Sometimes decisions are unnecessarily escalated out of the hands of those with direct responsibility.
Leaders sometimes take control of decision making activities rather than supporting those activities by others.
Leaders override decisions made by responsible colleagues even if they have not evidence that better outcomes will be achieved.
Strategy is developed top-down, using external expertise. Strategy is only shared once it has been finalised. The linkage between day-to-day work and strategic thinking is sometimes unclear so that the value of colleagues' contributions is hidden.
We Consistently Subvert Mastery, Autonomy and Purpose
The importance of Mastery, autonomy and purpose is not understood and these concepts are often misinterpreted.
We do not respect the mastery of our colleagues and ignore their advice and guidance prefering to accept guidance from external sources. The organisation does not invest in increased mastery.
Decisions are routinely escalated out of the hands of those with direct responsibility. Decision making is a bottleneck in the organisation.
Leaders routinely ignore decisions made by responsible colleagues, overriding those decisions for their own advantage.
Strategy is defined and imposed from the top down. External expertise is routinely used resulting in sub-optimal decision making. Strategy is not made clear to those who need to implement it.
There is no understanding of the link between day-to-day work and strategic thinking. Colleagues and leaders have understanding of the value of the their contributions.