Case Study: Motivating a Global Dev Team Using Self-Determination Theory

Context & Challenge

As a software analyst supporting the internationalization of Human Capital Management (HCM) software across 44 cultures, I operate in an environment that is both highly complex and fast-moving.
The work demands deep collaboration between team members based in Ottawa and Toronto. The work moves fast and is highly complex complex.

The challenge:

How to keep a globally distributed team not just performing— but genuinely motivated, engaged, and working well together—every day?

Approach

Instead of relying on top-down pressure or superficial perks, our team environment is structured around the three core psychological needs outlined in Self-Determination Theory (SDT):

• Autonomy – the ability to make meaningful choices

• Competence – the opportunity to grow and feel effective

• Relatedness – a sense of connection and belonging

Here’s how we embedded SDT principles into our daily work:

🟦 Autonomy

• Team members choose the tasks they want to work on.

• Individuals have ownership over their contributions.

• Trust is built into the system—everyone manages their own time and priorities.

🟦 Competence

• We hold weekly team recognitions to celebrate progress and growth.

• Members regularly see how their skills are developing.

• We embrace challenging work that stretches capabilities and confidence.

🟦 Relatedness

• Our daily scrums create space for collaboration and support.

• When someone hits a challenge, others jump in without hesitation.

• We maintain a strong sense of connection, even across cultures and time zones.

📈 Results

• High satisfaction and motivation levels across the team

• Increased ownership and accountability without micromanagement

• Stronger collaboration and faster issue resolution

• Low burnout, even during high-pressure cycles

• A workplace culture where people show up with energy, pride, and purpose

💡 Key Takeaways

• Motivation isn’t a mystery—it’s a product of design.

• When leaders intentionally support autonomy, competence, and relatedness, people naturally rise to the challenge.

• The SDT framework isn’t just theory—it’s a powerful, practical tool for building healthy, high-performing teams.

👥 Want This for Your Team?

If your team or organization is looking to:

• Boost engagement and retention

• Strengthen collaboration across teams or time zones

• Prevent burnout while increasing ownership

• Build a culture of motivation that lasts

• Productivity and engagement rise naturally when team members feel trusted to choose their work and are supported to grow

I’d be excited to share this proven model to your leaders—through custom workshops, coaching sessions, or team intensives.

You’ll get real-world tools and guidance—backed by a network of elite executive coaches I collaborate with.

Takeaway:

This isn’t just theory—I live it every day. When leaders and teams support autonomy, competence, and relatedness, people show up with energy and pride.
I know it works because I see it—and feel it—in my work daily.