Andrew S. Grove wrote a book called High Output Management. While you might not necessarily engage in all the activities he describes, it's his attitude and approach to management that feels timeless. Each person on your team is an individual with their own aspirations that you may or may not be able to help them fulfill, but you can acknowledge and respect them. Expect the best and learn that you can be firm on deadlines and requirements without being a terrible person. Think about why people leave their jobs (they have a problem with their boss) and don't be that person. Constantly level up your own expertise so that people will respect and trust you. As I mentioned, entire books have been written and being well read will help find what is natural for you and shape your success in the future.
Great, I'm going to read a book. Recognizing and respecting them is the best way to do this, it really is an art of motivating team members.
Minimize meetings, status reports, etc., recognize performance, reward commitment, e.g. extra time off, bonuses, etc., don’t punish success, e.g. don’t assign more work to fast finishers, engage the team in project selection and planning, remove/block obstacles, for example poor performers, nagging PMs, other managers. I’ve always found that such practices yield very good teams. It is a problem at companies that still do top ranking style performance reviews. If the manager is doing their job, the team’s performance is not normally distributed and performance review practices can torpedo everything you’re striving to build.
I can understand why we shouldn't assign more work to fast finishers. Should we recognize their performance as quick finishers, shall we let those times pass? How do manage the extra time he/she gets?
Treat them as equal humans, not just a type of resources.