What Do Employees Really Want?

Looking back on my time as an Air Force officer and pilot, one of the things I can appreciate now is the level of responsibility the Armed Forces gave us as junior officers early on in our careers.  With only 4 years of college, and an 18 month technical training school (pilot training) we were released into the operational Air Force to “figure it out.”  I can remember many times being given an assignment I had zero training for.  Instead of a panic induced scramble to avoid repercussions of disappointing results, we embraced the challenge.  We didn’t shirk those responsibilities in favor of safer, more predictable results, but instead tackled them head on with an attitude of “nothing can stop me.”  I often reflect on that experience and wonder, what were the conditions that allowed us to relish the challenge and take on impossible circumstances – and succeed? 

The answer is three simple words:  Autonomy, Mastery, and Purpose

Marc Ayala, President and Owner of Second In Command, earlier days as a pilot.

Understanding Autonomy, Mastery, and Purpose in the Workplace

“Control leads to compliance; autonomy leads to engagement.” – Daniel Pink [1] 

When it comes to creating a motivated, engaged workforce, the answers may not lie in traditional incentives like higher salaries or fancy titles. Instead, employees thrive when their deeper psychological needs are met. In his book Drive: The Surprising Truth About What Motivates Us, Daniel Pink identifies three key factors that truly drive human motivation: autonomy, mastery, and purpose. Let’s explore how these elements create a meaningful workplace and why they’re essential for cultivating long-term engagement and productivity.

[1] Pink, Daniel H. Drive. Canongate Books, 2011.

 Autonomy: The Desire for Self-Direction

At its core, autonomy is the need to feel in control of one’s work and decisions. Employees who are empowered to make choices about how, when, and where they work often feel more invested in their tasks. This doesn’t mean abandoning all structure but instead creating an environment where individuals have the freedom to approach their work in a way that suits their strengths and creativity.

How to Foster Autonomy:

1. Flexible Work Arrangements: Remote or hybrid work options allow employees to tailor their schedules, boosting productivity and work-life balance.

2. Project Ownership: Giving employees responsibility for their projects fosters a sense of ownership and accountability.

3. Minimized Micromanagement: Managers who trust their teams to deliver results without excessive oversight help nurture a culture of autonomy.

Research consistently shows that autonomy increases job satisfaction and reduces burnout. When employees have control over their work, they don’t just perform better—they thrive.  As a young Air Force lieutenant, I experienced this on almost a daily basis.

Find your true north!

Mastery: The Urge to Get Better

“Mastery is a mindset: It requires the capacity to see your abilities not as finite, but as infinitely improvable.” – Daniel Pink [2]

Mastery speaks to the intrinsic motivation to improve and excel at something meaningful. Employees want to feel that their skills are growing and that they are becoming more competent in their roles. Mastery isn’t about perfection—it’s about progress and the joy of getting better at what you do.

How to Support Mastery:

1. Offer Learning Opportunities: Invest in training programs, certifications, and workshops to help employees enhance their skills.

2. Encourage Stretch Assignments: Challenging projects push employees out of their comfort zones, fostering growth.

3. Provide Constructive Feedback: Regular, actionable feedback helps employees see where they’re improving and where they can focus next.

Organizations that prioritize mastery create a culture of continuous improvement, where employees feel valued and encouraged to develop their potential.  I can remember a specific circumstance as a young Captain where I was called upon by senior officers to plan a large exercise.  Teamed with a colleague we worked tirelessly to produce an end product fitting of our training and experience.  In the end, it was reviewed just prior to launch, and ultimately executed flawlessly with positive results.  We were viewed as “masters” of our craft and trusted with the autonomy to carry it out.

[2] Pink, Daniel H. Drive. Canongate Books, 2011.

Prioritize Learning

Purpose: Connecting to Something Bigger

“People aren’t merely smaller, better-smelling donkeys chasing a bigger carrot. We’re purpose maximizers, not only profit maximizers.” – Daniel Pink [3]

Purpose is the most profound motivator of all. It’s the sense that your work contributes to a larger goal or serves a meaningful mission. Employees who feel connected to the organization’s purpose are more likely to be engaged and committed, as their work resonates with their personal values.

Find Direction

How to Cultivate Purpose:

1. Clarify the Company Mission: Communicate how the organization’s goals positively impact customers, communities, or the world.

2. Highlight Individual Impact: Show employees how their specific roles contribute to the company’s success and broader mission.

3. Support Social Responsibility: Initiatives like volunteering programs or sustainability efforts give employees the chance to contribute to meaningful causes.

When employees feel that their work matters, they’re not just working for a paycheck—they’re working for a purpose. This connection fosters loyalty and a deeper commitment to organizational goals.  In military service, the devotion to “preserve, protect, and defend” provides this purpose, but it doesn’t have to be life and death to connect with a workforce.

[3] Pink, Daniel H. Drive. Canongate Books, 2011.

The Benefits of Focusing on Autonomy, Mastery, and Purpose

Organizations that embed these principles into their culture don’t just create happier employees—they drive better business results. Here’s why:

• Higher Engagement: Employees who feel autonomous, supported in their growth, and connected to a purpose are more likely to bring energy and creativity to their work.

• Lower Turnover: A workplace that meets these intrinsic needs reduces the likelihood of employees seeking fulfillment elsewhere.

• Enhanced Innovation: Autonomy and mastery encourage employees to take risks, experiment, and think outside the box, driving innovation.

• Improved Performance: A sense of purpose aligns individual goals with organizational objectives, leading to better overall results.

Bringing It All Together

Creating a workplace centered on autonomy, mastery, and purpose isn’t just a nice-to-have—it’s a competitive advantage in today’s talent-driven market. Employees aren’t motivated by outdated carrot-and-stick approaches; they’re inspired by workplaces that value their need to grow, decide, and contribute.

As Daniel Pink reminds us, “When the reward is the activity itself—deepening learning, delighting customers, doing one’s best—there are no shortcuts.” By fostering autonomy, mastery, and purpose, organizations can create environments where employees are not only motivated but also deeply fulfilled.

So, what do employees really want? They want the freedom to work their way, the opportunity to improve, and the chance to make a difference. And when organizations provide these, everyone wins.

Need help with employee engagement? Contact us.

Marc Ayala is President & Founder of Second in Command Consulting, a leadership coach, author, keynote speaker, former military pilot, and aviation subject matter expert.

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