You agreed to do this job! So why aren't you happy about it?
Over my years in the IT industry I have worn many hats. From hands-on coder to project or even department lead. During this time, I’ve come to realize that building resilient relationships with employees isn’t a one-dimensional challenge. I want to introduce a framework I call the Accomplishment Triangle, which outlines three key dimensions that I believe are essential to fostering productive and enduring work relationships:
The core idea here is simple: while you might initially convince someone to join your team with a strong offering in one area, building a lasting, mutually satisfying relationship requires that at least two of these three dimensions are well-supported (and over the long term you have to cover all three, but we'll get to that). For example, if the prestige associated with a role is lower, high compensation combined with substantial agency might still keep the employee engaged and productive.
It’s important to stress that the Accomplishment Triangle is not a mechanism but a foundational framework. The terminology and weight of each dimension can - and should - vary based on context. Here are some aspects to keep in mind when using this model:
Oversimplification of Motivation: Employee motivation is complex. While compensation, agency, and prestige are vital, factors such as work-life balance, job security, intrinsic passion for the work, and company culture also play significant roles.
Substitutability Isn’t Always Linear: The idea that excellence in any two dimensions can compensate for a lack in the third is appealing, but in reality, these factors often interact in non-linear ways. For instance, insufficient compensation may not be fully offset by high agency and prestige. Now - in order to get a productive relationship started - you can start a professional engagement in a way that falls short in one dimension but makes up in the other two, but in the long run you will have to own up and get the employee sorted on all three dimensions for the relationship to stay fruitful for all.
Ambiguity in Terms: What constitutes “agency” or “prestige” can be subjective. The level of autonomy or external recognition that motivates one person might not have the same effect on another, so these terms require clear definition and contextual adaptation.
Dynamic and Evolving Needs: Priorities change over the course of a career. Early on, individuals might be drawn to roles that offer high agency and prestige as they build their reputation, while later in life, factors like job stability and work-life balance might become more important. And if that wasn't enough, professional development also happens, whether you want it or not (and you better want it for your people!). So it is crucial to reflect on an employees Achievement Triangle and make adjustments where needed. It is either this or people leave or quiet quit on you.
Cultural and Individual Variances: Different industries, organizational cultures, and personal values mean that not everyone will weigh these dimensions equally. What works as a motivational mix for one team may need adjustment for another.
As demonstrated, The Accomplishment Triangle is not a one-size-fits-all, not a one-stop-shop kind of thing. Rather, it is a starting point for understanding and structuring employee engagement, or a tool to keep track of your own, personal engagement metrics as a self-reflective excercise.
I think it is clear by now but: When using this framework, it’s crucial to adapt the terminology and emphasis to fit your specific context. Consider it a lens—a way to prompt discussion and reflection—rather than a rigid rulebook. As with any model, acknowledging its limitations is key. By remaining aware of potential pitfalls and continuously refining your approach based on the unique needs of your team, you can better navigate the challenges of building a productive and resilient workplace.
I invite you to share your thoughts and experiences. How do you balance these dimensions in your own work environment?
