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Industry expert shares the overlooked factor that leads to high-performance job satisfaction

The world has changed in so many ways over the last five years. Yet many workplaces have not adapted, particularly when it comes to recruiting and retaining high-performing team members. What matters in a job has seen a radical shift. A hefty salary, 30-word-long job title and corner office aren't the foundations of high-performance that they once were. Ambitious professionals now demand something deeper: growth, meaning and a very real and measurable sense of purpose in their work. For leaders, this shift changes everything. The best teams aren't just competent, they're driven by a shared belief in what they're building and, more profoundly, who they're becoming in the process. If you've suffered through a lecture on Maslow's theory, you'll remember he referred to this as 'self-actualisation' or 'the pursuit of potential." As lofty as that sounds, it's here that leaders either unlock extraordinary performance, or unknowingly stifle it. In his book, 'Drive,' author Dan Pink identifies three core intrinsic motivators: Autonomy, Mastery and Purpose. These internal drivers stand apart from extrinsic ones like salary or bonuses. Rewards might lure someone into a role initially, but research shows that they don't sustain high performance — particularly in roles demanding creativity, independent thought or innovation. In fact, they may reduce productivity by adding pressure and stifling creative problem-solving. Let's break down Pink's model of motivation: Autonomy is the desire to have control over our work. It's not just about freedom — it's about trust and empowerment. For some leaders, especially those inclined to micro-manage, this can be challenging. But the key is to build structures that support independence, not to abandon guidance entirely. Leaders must strike a balance between support and space. Mastery taps into our innate drive to improve and excel. People want to get better at what they do. It's not enough to hand someone a role and expect greatness; leaders must provide the tools, challenges and opportunities that enable growth. When people feel themselves improving, they feel more invested in their work. Purpose speaks to our desire to contribute to something bigger than ourselves. It's the sense that our work matters — that it helps others, creates value or even makes the world a better place. In today's values-driven world, this is more important than ever. In my work with corporations across the world, I've witnessed these drivers at scale. But something's missing. I propose a fourth pillar: Stretch. expand We might daydream of a high salary with low responsibility; to get a seven-figure paycheck while sitting on a balcony in Hawaii, but evidence shows it doesn't inspire us as much as we might believe. The evidence bears it out. A study asked 10,000 employees in 90 countries to identify attributes of their best jobs. The bottom of this list was fascinating. Scoring second to last was 'the job wasn't difficult.' We need and want a challenge — that's Stretch. Today, AI and digital tools make it easier to access knowledge, automate tasks and replicate expertise. But high-performers don't want easy — they want growth. That means giving them harder problems to solve and the freedom to solve them their way. When employees feel stretched — challenged just beyond their comfort zone — it signals that their potential is recognised, which fuels motivation and ownership. Without that stretch, even top talent risks becoming disengaged, complacent or looking elsewhere. High performance doesn't come from doing what's easy; it comes from rising to what's just out of reach. Stretch is about ambition. To support high performance, we need to set clear, ambitious goals. The classic interview question: 'Where do you see yourself in five years?' can be a valuable entry point to understanding an individual's aspirations and ambitions. Author Jim Collins describes successful goals as BHAGs: Big, Hairy, Audacious Goals. These Stretch objectives go beyond comfort zones and push teams toward new heights. They require sustained effort, creativity and courage. And while they carry risk, they also provide unparalleled opportunity for growth. To make Stretch work in practice, leaders must do more than simply set a high bar. They must support people in reaching it. This includes enabling continuous learning and development, fostering collaboration and encouraging calculated risk-taking. Innovation doesn't thrive under rigid structures — it needs space to breathe. A healthy approach to failure matters too. Pushing boundaries means mistakes will happen, and when they do, the response from leadership matters. If employees know they'll be supported, not punished, they're more willing to take smart risks, challenge themselves and innovate. High performance isn't about getting everything right; it's about learning quickly, adapting confidently and knowing someone has your back while you do. Equally important is recognition and feedback. Stretch only works if individuals feel seen, supported and challenged. Feedback must be regular, constructive and grounded in reality. It should reflect strengths, identify areas for growth and encourage reflection. Think of it like a scientific research cycle: observe, learn, adapt and repeat. The goal isn't perfection — it's progress. In summary, building high-performing teams today requires more than competitive pay or attractive perks. It requires leaders to understand what motivates each individual and to create environments where they can stretch, strive and succeed. We must nurture autonomy, provide opportunities for mastery, connect work to meaningful purpose — and above all, introduce challenge. Stretch is what transforms good into great. It keeps things fresh. It builds resilience. It unlocks innovation. And for many high performers, it's the secret ingredient to job satisfaction. So let's take the kid gloves off. Let's challenge our teams with ambitious goals and trust them to meet them. Let's accept that growth involves risk — and that sometimes failure is part of the journey. When we do, we create not just high-performing teams, but deeply fulfilled and engaged people who want to stick around.