In life, there are things that we want and there are things that we need. Once we are able to differentiate what our "wants" and "needs" are, we become settled on the direction we take.
For example, you may want a luxury car but, actually, a functional and decent car is all that you need.
However, a secure roof over your head, the ability to put food on your table, and the means to educate your children and care for their wellbeing are definitely among the things that you need.
While your wants and your needs can sometimes get conflated, they are, in essence different.
In our careers, it is the same.
I know that I need to work to generate the income that sustains my lifestyle choices. Although, when I think about it, the actual amount you require for your needs are quite moderate.
You need a safe place to sleep in, at least one nutritious meal a day, unhindered access to potable water and, perhaps, a break from time to time.
The money you generate is "needed" for this. The rest are your "wants".
People who are most successful at work are people who don't just "need" to work. I have never met anyone who is successful in a vocation who complains with any seriousness about the work that they have to do.
You need to work to sustain yourself but are you happy to show up for work each day? What drives a person to do what they do?
If you are internally or intrinsically driven, there is something inside of you that pushes you to work. Conversely, if you are externally or extrinsically motivated, something outside brings you to work.
For instance, my intrinsic motivation for my work is about self-mastery. I have the inherent need to know that I am a specialist and am relevant in a particular area.
In my case, this revolves around leadership training and people development.
I am also sure that many of you, like me, are also driven by autonomy. I want to be left alone to pursue my interests while being rewarded for working with others.
And, I am purpose-driven. I don't mean just connected to the purpose of my organisation or my clients. I am vested in my personal purpose. I know why I work. It is clear to me.
Of course, I also have extrinsic motivation. I am motivated by the incentives, the money and the other carrots that are dangled in front of me.
However, I find that I work best when I find a balance between both stimuli.
I believe the best companies in the world have figured this out and have found ways and means of offering their teams an inspiring balance of both intrinsic and extrinsic motivation.
They have realised that their employees must actually want to come in to work. If they just need it, the company will be mediocre at best.
Multinational technology giant Google has cracked the code in finding this balance.
Their example has been repeatedly shared by management experts, and touted as the best model of employee motivation. Google's official work culture philosophy is "…to create the happiest, most productive workplace in the world…"
The company goes to extreme lengths to make its employees constantly content. At their headquarters, employees have access to massage therapists and bike repair services, as well as a phenomenal benefits package.
This is quite possibly why Google has been named "Best Company to Work For" by the Great Place to Work Institute and Fortune magazine.
However, does this mean that you must turn your company into something similar to Google? Trying to copy Google is arguably what many employees hope their bosses would do. But to be frank, your company probably doesn't have the resources and profit margins to do so.
Being a great workplace is crucial to sustainable success but you don't have to copy Google in its entirety.
As individuals, think about what type of work culture is most suitable for you. Decide what your "wants" are and be clear why you want them. And then choose to work for companies that can offer you that platform or environment.
If you are a leader, what's important is that you focus on learning about your team. Look at their habits and daily activities, and see how you can help them improve. Examine and discern who is willing to give their best, and who is happily coasting under the radar and slacking. And, make the change.
Great workplaces offer their workforce fair benefits, skills development and clear growth pathways. They also offer employees opportunities to connect with local communities and provide service.
This is something that the millennial generation finds especially appealing.
Make sure you want to come to work; not just that you need to work. You will produce great personal results this way.
Start by separating your "wants" and your "needs" in your mind.
The views expressed in this article are the author's own and do not necessarily reflect those of the New Straits Times
