The myth: Pay higher salaries and your employees will be more productive.
The reality: Beyond a certain point, salary has little impact on motivation and performance. The best developers I know don't primarily work for money – they work because they love it.
This guide shows you the science behind intrinsic motivation and how to ignite it in your team.
Intrinsic vs. Extrinsic Motivation
Definitions
Extrinsic Motivation: Acting due to external incentives
- Money, bonuses, promotions
- Praise, recognition
- Avoiding punishment
- Status, titles
Intrinsic Motivation: Acting from inner joy and interest
- The problem itself is interesting
- The activity is enjoyable
- You want to improve
- It feels meaningful
The Fundamental Difference
| Aspect | Extrinsic Motivation | Intrinsic Motivation |
|---|---|---|
| Source | External (reward/punishment) | Internal (interest/joy) |
| Duration | Short-term | Long-term |
| Quality | Minimum for reward | Maximum from interest |
| Creativity | Often inhibited | Promoted |
| Burnout risk | Higher | Lower |
| Dependency | On external factors | Self-determined |
The Paradox of Rewards
The famous Candle Problem study (Glucksberg, 1962):
Participants had to attach a candle to a wall (using only a candle, matches, and thumbtacks in a box).
- Group A: Reward for fast solution
- Group B: No reward
Result: Group B was faster.
Why? The reward narrowed focus, which is counterproductive for creative problems.
Implication for tech: Bonuses for creative work can be counterproductive.
Self-Determination Theory (SDT)
Psychologists Edward Deci and Richard Ryan developed the most influential theory of motivation. Its core: People have three basic psychological needs.
The Three Pillars
INTRINSIC MOTIVATION
▲
┌────────────────┼────────────────┐
│ │ │
AUTONOMY COMPETENCE RELATEDNESS
│ │ │
Acting self- Being Being
determined effective connected
1. Autonomy
Definition: The feeling of acting self-determined and having control over your own work.
What autonomy is NOT:
- Anarchy
- No rules
- Doing whatever you want
- Isolation
What autonomy IS:
- Decision-making freedom in your domain
- Choice in methods and approaches
- Influence over your work
- Responsibility with trust
In tech teams:
| Autonomy Killers | Autonomy Promoters |
|---|---|
| Micromanagement | Results-oriented leadership |
| Strict process requirements | Framework with flexibility |
| "We've always done it this way" | "How would you solve it?" |
| Approval for every step | Trust by default |
| Surveillance | Support when needed |
Practical implementation:
BAD: "Write the code the way I tell you."
BETTER: "This is the problem. This is the desired outcome.
How you get there is up to you."
2. Competence
Definition: The feeling of being effective and being able to master challenges.
What competence needs:
- Appropriate challenges (not too easy, not too hard)
- Feedback on progress
- Opportunities to learn
- Successes that you perceive
In tech teams:
| Competence Killers | Competence Promoters |
|---|---|
| Only routine tasks | Stretch assignments |
| No feedback | Regular, constructive feedback |
| No learning time | 20% time for development |
| Overwhelm without support | Challenge + support |
| Not acknowledging success | Making progress visible |
The Flow State:
CHALLENGE
↑
│ ┌─────────┐
High │ │ FLOW │
│ │ STATE │
│ └─────────┘
│ ╱
│ ╱
│ ╱
Low │╱
├──────────────────→ SKILL
Low High
Flow occurs when challenge and skill are
in balance – slightly above current level.
3. Relatedness
Definition: The feeling of being connected to others and belonging.
What relatedness needs:
- Meaningful relationships
- Feeling of being part of something
- Appreciation as a person (not just a resource)
- Shared goals and values
In tech teams:
| Relatedness Killers | Relatedness Promoters |
|---|---|
| Silos and competition | Real collaboration |
| Remote = Isolation | Remote + connection |
| Only work relationships | Seeing people as people |
| "Hire & Fire" culture | Long-term relationships |
| No team events | Shared experiences |
Especially important for remote:
BAD:
- No camera in meetings
- Only asynchronous communication
- No small talk
BETTER:
- Regular video calls
- Virtual coffee chats
- Team rituals (Friday demos, etc.)
- In-person meetups when possible
Intrinsic Motivation in Practice
For Leaders: The Daily Checklist
Foster autonomy:
- Did I avoid micromanagement today?
- Did I delegate decisions to the team?
- Did I ask "How would you solve this?"
- Did I practice trust by default?
Foster competence:
- Did I give constructive feedback?
- Did I acknowledge successes?
- Did I create learning opportunities?
- Are the challenges appropriate?
Foster relatedness:
- Did I show genuine interest in my team members today?
- Are there opportunities for informal exchange?
- Does the team feel like a unit?
Job Crafting: Shaping Your Own Motivation
Even without perfect leadership, you can increase your own motivation:
1. Task Crafting
Before: "I have to do these boring bug fixes."
After: "I'll use bug fixes to better understand the
codebase and improve my debugging skills."
2. Relationship Crafting
Before: "I work in isolation on my feature."
After: "I'll pair program with the junior and
learn new perspectives."
3. Cognitive Crafting
Before: "I just write code."
After: "I build products that make people's
lives easier."
The Motivation Continuum
Motivation isn't binary (intrinsic vs. extrinsic), but a spectrum:
AMOTIVATION → EXTERNAL → INTROJECTED → IDENTIFIED → INTEGRATED → INTRINSIC
"I have to" "For the "I should" "It's "It fits "I want to"
reward" important" who I am"
Example: Writing documentation
- Amotivation: "Why should I do this?"
- External: "My boss wants it."
- Introjected: "I feel bad if I don't do it."
- Identified: "Documentation helps the team."
- Integrated: "Good documentation is part of professional work."
- Intrinsic: "I enjoy making complex things understandable."
Goal: Shift activities from left to right.
Destroying Motivation: The Most Common Mistakes
1. Excessive Control
RED FLAG: "I want a daily update on what you've done."
BETTER: "Let's check weekly if you need support."
2. Only Extrinsic Incentives
RED FLAG: "If you finish the feature by Friday,
there's pizza for everyone!"
BETTER: "This feature will help many users.
How can we make it great?"
3. Meaninglessness
RED FLAG: Nobody knows why we're building this.
BETTER: Clear vision of how the work contributes to the mission.
4. Lack of Recognition
RED FLAG: Only criticism, no praise.
BETTER: Specific, honest feedback – positive AND constructive.
5. Under-challenge
RED FLAG: Senior developer only does maintenance tasks.
BETTER: Regular stretch projects and new challenges.
6. Overwhelm Without Support
RED FLAG: "Just do it, I don't have time to help."
BETTER: "This is challenging. I'm here if you need support."
Measuring Motivation
Indirect Indicators
| Metric | High Motivation | Low Motivation |
|---|---|---|
| Voluntary overtime | Occasionally from interest | Never or forced |
| Initiative | Contributes ideas | Waits for tasks |
| Learning desire | Actively learning | No interest |
| Quality | Above minimum | Minimum |
| Turnover | Low | High |
| Sick days | Normal | Elevated |
Direct Inquiry
Questions for 1:1s:
- "What do you enjoy most about your work?"
- "When were you last really in flow?"
- "What would you change if you could?"
- "Do you feel sufficiently challenged?"
- "Do you have enough decision-making freedom?"
Team Pulse Check (anonymous, 1-10):
- I have influence over my work (Autonomy)
- I'm learning and growing (Competence)
- I feel part of the team (Relatedness)
- My work is meaningful (Purpose)
- I look forward to work (Engagement)
Special Situations
Motivating Remote Teams
Autonomy:
- Enable flexible working hours
- Results-orientation instead of presence culture
- Trust as default
Competence:
- Provide asynchronous learning resources
- Remote-friendly feedback culture
- Pair programming via video
Relatedness:
- Regular video calls
- Virtual team events
- Chat channels for non-work topics
- Annual team retreats
Regaining Demotivated Employees
1. Diagnosis: What's missing?
- Autonomy? → Give more decision-making freedom
- Competence? → New challenge or training
- Relatedness? → Improve team integration
- Meaning? → Connect to the mission
2. Have a conversation:
"I've noticed you seem different lately.
I'm not making accusations, I want to understand how I
can help. What do you need?"
3. Develop solutions together:
- Don't dictate, work together
- Small, concrete first steps
- Schedule follow-up
Motivation in Times of Crisis
When layoffs, pivots, or other crises loom:
1. Transparency:
- Honestly communicate what's known
- Acknowledge uncertainty
- No false promises
2. Preserve autonomy:
- Where possible, involve employees in decisions
- Enable control over their own area
3. Strengthen relatedness:
- Going through the crisis together
- Being there for each other
- Celebrating successes despite crisis
Intrinsic Motivation and Purpose
The Purpose Pyramid
△
╱ ╲
╱ ╲
╱ IMPACT╲
╱ (World) ╲
╱─────────────╲
╱ MISSION ╲
╱ (Organization) ╲
╱───────────────────╲
╱ CONTRIBUTION ╲
╱ (Team/Product) ╲
╱─────────────────────────╲
╱ ACTIVITY ╲
╱ (Daily work) ╲
╱───────────────────────────────╲
Making the connection:
- "I write code" → "I build a feature" → "I help the team solve a problem" → "I improve our users' lives"
Communicating Purpose
NOT: "We need to increase conversion rate by 2%."
BETTER: "If we simplify checkout, 10,000 users can more easily get what they need."
Conclusion: Motivation as Leadership Task
Intrinsic motivation isn't a nice-to-have – it's the difference between teams that function and teams that excel.
The three pillars in daily practice:
- Give autonomy: Trust, decision-making freedom, results-orientation
- Foster competence: Challenges, feedback, enable learning
- Create relatedness: Real relationships, shared goals, team as unit
The biggest lever: As a leader, YOU are the biggest factor influencing your team's motivation. Not salary, not office equipment, not company parties – but how you lead every day.
The question isn't: "How do I motivate my team?"
The question is: "What am I doing that destroys my team's natural motivation – and how do I stop?"
Want to develop a leadership style that fosters intrinsic motivation? Our guide on Servant Leadership shows how serving your team leads to better results.
