How to motivate others

I was chatting with some friends recently about their work, and specifically the people they supervise. The same refrain kept coming up, they’re just so unmotivated. We all know that motivation in the workplace is a critical factor in the productivity, satisfaction, and overall success of an organization. But the truth is, leaders can't directly motivate individuals—people have to motivate themselves.

A leader’s role is to create an environment that channels their employees’ inherent motivation—the natural commitment and drive that most people possess—toward achievable goals. Achieving this shift in perspective means ditching the old-fashioned, control-oriented mindset of “carrots and sticks” to one focused on empowerment and support. Traditional management often relies on coercion or incentives to drive performance, but this can be counterproductive (especially with employees who already exhibit problematic behaviors).

Understand each person’s unique motivators

Let’s start with a simple truth: Motivation isn’t a one-size-fits-all solution. People are driven by different forces. Some seek the thrill of achievement, while others find joy in mastering a craft. Below are six common motivations that drive people’s actions at work:

Achievement

Achievement-motivated individuals have an intrinsic desire to excel. For them, success isn't necessarily about competition or being better than others; it's about surpassing their own personal bests. They crave high-risk, high-reward situations that demand intense effort and offer the satisfaction of hard-earned victory. These individuals thrive when supervisors set challenging, yet attainable goals that push them beyond their comfort zones; provide opportunities for advancement and recognition tied to their achievements; and offer constructive feedback that helps them grow and refine their skills.

Power

People motivated by power find satisfaction in directing others and relish the responsibility of making decisions that have a significant impact. Their motivation to lead is not solely about control but also about the respect and admiration that come with authority. As such, they value the validation and acknowledgment of their leadership from supervisors, peers and subordinates. In their pursuit of power, they are often strategic, leveraging their influence to navigate complex social and professional landscapes. Such individuals are ambitious, often drawn to roles where their leadership can shine, and are likely to seek out opportunities to climb the ranks.

Expertise

People who are motivated by expertise are often lifelong learners who are passionate about acquiring new knowledge and mastering their craft. They seek to deepen their understanding and enhance their skills in specific areas. This passion drives them to excel and achieve high levels of competence, and are often drawn to roles that require specialist knowledge and skills. Personal development is a significant motivator for these employees. They value opportunities for training, coaching, and mentoring—especially when these opportunities are linked to formal recognition and advancement. They thrive in environments where their growth is acknowledged and rewarded.

Relationships

I once had a direct report tell me that she could do any job as long as she liked the people she worked with—no surprise then that she was someone who was highly motivated by relationships and a need for affiliation. People who fall into this category seek harmonious interactions, desire collaboration, and thrive in team settings. They are motivated by positive feedback and recognition from their peers and superiors, which reinforces their sense of belonging and acceptance. In leadership roles, relationship-driven individuals are likely to prioritize the well-being and cohesion of their team, striving to create a work culture that is inclusive and supportive—which means that supervisors need to make sure they don’t burn themselves out.

Stability

People who are motivated by stability thrive on clarity and routine, and prefer calm and structured environments. When managing them, the key principle is frequent and transparent communication. They don’t like surprises, and last-minute changes can throw them off their game. If they need to work on a project with a lot of ambiguity, or you’re navigating a major organizational change, give them plenty of warning to help them mentally prepare for the disruption and continue to provide information as you receive it. To the extent possible, avoid rushing them and provide plenty of resources when needed.

Adventure

You don’t have to be a superhero to be motivated by a sense of adventure in your job. In direct opposition to their stability-craving colleagues above, individuals who desire adventure are driven by risk, change, and uncertainty. They excel in dynamic environments where work is ever-evolving, are enthusiastic about challenges and undeterred by failure, and eagerly embrace opportunities to pioneer new endeavors (it’s not uncommon for people driven by adventure to be entrepreneurs). People who are motivated by adventure tend to switch jobs and companies regularly, especially when they feel they've reached their full potential or become bored with their current situation.

Crafting the Motivational Landscape

Creating a motivated workforce requires more than just understanding individual drives; it involves crafting an environment where these drives are nurtured and aligned with organizational goals. To that end:

• Remember the big three drivers of employee satisfaction: When managing, make sure you’re cultivating a sense of purpose, allowing for sufficient autonomy, and helping people foster meaningful relationships.

• Recognize and reward: Recognition is a powerful motivator—but it has to be done in a way that resonates with each individual. For example, some people crave public recognition, while others view it as embarrassing or disingenuous.

• Invest in your employees’ growth: Offer training programs, workshops, and opportunities for career advancement. Show them that you are invested in their future, and they will invest in yours.

In the end, our role as leaders isn’t to push but to guide and to create an environment where motivation can flourish naturally. This means leading by example, showing enthusiasm and commitment, and being genuinely interested in the well-being and success of your team.

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