Actualization Levers

Tech leaders often reach for compensation as the first lever, assuming a raise will solve disengagement. The article argues that this tunnel vision ignores higher-order needs and leads to short-term fixes instead of sustainable motivation. By recognizing that motivation is largely intrinsic, leaders can purposefully apply a set of actualization levers.

Compensation still matters; the piece advises setting clear raise schedules, bonuses, and pay bands so that pay never becomes an obstacle. This groundwork removes cognitive load and lets teams focus on higher goals.

Mastery and healthy challenges give engineers a sense of progress. When people can learn new skills, tackle tougher problems, and see their capabilities expand, they avoid the Groundhog Day feeling of repetitive work. The author ties this to an impact coaching framework that drives growth.

Responsibility is the flip side of mastery. Granting increasing ownership-whether as an IC or a manager-creates space for leaders to delegate and for contributors to stretch. The article stresses that responsibility does not require a title change; more ownership can be given within the same role.

Impact and gratitude close the loop. Showing how work moves business goals, sharing customer feedback, and simply expressing appreciation reinforce purpose. A real example describes a startup that survived belt-tightening because leaders thanked the team, preventing morale from eroding into resentment.