Stop Trying to Motivate Your People

Your people probably don't need more motivation. They need fewer frustrations.

One of the questions I get asked fairly regularly is how leaders can motivate their teams.

It's a common question, but I think it's often the wrong one.

In almost every organisation I've worked with, people genuinely want to do a good job. They want to contribute, feel valued, and be part of a successful team. When that doesn't happen, we often assume motivation is the problem.

In my experience, it's usually something else.

People become frustrated when expectations aren't clear. When poor performance or behaviours are tolerated. When leaders don't give ownership. When conflict is avoided. When every decision has to be approved by someone else. Over time, those frustrations chip away at engagement and create unmotivated team members.

Often, who can blame them.

As leaders, one of our most important jobs isn't to motivate people. It's to create a culture where people are motivated to give their best.

That's why I spend far more time with leaders talking about clarity, trust, accountability, and influence than I do talking about motivation itself.

When you create an environment where people know what's expected of them, feel trusted and valued, receive meaningful feedback, and have the opportunity to contribute, motivation often takes care of itself.

Before asking how you can motivate your team, ask yourself a different question. Or even better, ask them.

What's getting in their way?