Motivation Is Not Magic: What Years of Experience Taught Me About What Drives People

People love to say, “Motivation doesn’t last.”
In my experience, that’s true, but not because people are lazy.

Motivation fails because leaders misunderstand what actually drives behavior.

I’ve seen this pattern again and again in teams and projects: when motivation is treated like a personality trait, performance becomes unpredictable. Some people are labeled “hungry,” others “unmotivated,” and the system itself is never questioned.

That’s a leadership mistake.

From what I’ve observed, motivation is not something you demand. It’s something you design.

The Carrot and the Stick Still Run the Workplace

How many times have I seen organizations rely on only two tools: rewards and fear.

Bonuses, promotions, deadlines, performance reviews, praise, quiet threats. This is the classic carrot and the stick. And yes, it works… temporarily.

But I noticed something important: the more leaders depend on external pressure, the less ownership people show.

People start working for rewards instead of responsibility. They do what’s required, not what’s needed. Over time, creativity drops, initiative disappears, and burnout shows up wearing a professional smile.

Extrinsic motivation pushes people forward, but it doesn’t keep them there.

Why Intrinsic Motivation Matters More Than Most Leaders Think

In my experience, the most reliable form of motivation comes from inside:
curiosity, pride in work, desire to grow, meaning, and challenge.

I can’t stress this enough: the people who last the longest and perform the best are not the ones chasing rewards. They are the ones who care about the work itself.

I’ve watched people stay late not because they were asked, but because they wanted to solve a problem. I’ve also seen people struggle despite high salaries because their work felt empty.

The difference wasn’t talent.
It was an internal drive.

Psychologists call this intrinsic motivation. I think of it more simply:

Do you want to do the work when no one is watching?

That question tells you everything.

Why Leaders Get Motivation Wrong

Here’s what I’ve noticed in many workplaces: leaders talk about vision but manage through pressure. They say they want ownership but reward compliance. They expect creativity but punish mistakes.

You can’t build motivation in an environment that only measures results and ignores meaning.

That’s not a people problem.
That’s a leadership design problem.

The Balance That Actually Works

Over time, I came to one conclusion: the strongest motivation comes from combining both forces.

Intrinsic motivation is the engine.
Extrinsic motivation is the accelerator.

One without the other creates imbalance. Together, they create alignment.

When people care about what they do and see their effort recognized, something changes. They move with direction instead of being pushed. They don’t need constant supervision. They build momentum on their own.

I’ve seen this balance turn teams from compliant to committed.

Action Steps: How to Motivate Your Team

If you’re asking yourself, “How do I motivate my team?” start here:

1. Ask what matters to them.
   In one-on-ones, ask:
   • What do you enjoy working on the most?
   • What feels meaningful to you?
   • What would you like to get better at?
     
2. Design workaround strengths.
   People disengage when their role never touches what they’re good at.
   • Who enjoys solving problems?
   • Who likes structure?
   • Who likes helping others?
   • Who wants more responsibility?
     
3. Break big goals into visible wins.
   Motivation dies when progress is invisible. Small milestones create momentum.
   • Weekly goals instead of quarterly ones
   • Clear checkpoints instead of vague expectations
   • Progress boards instead of silent effort
     
4. Recognize effort, not just results.
   Reward initiative, problem-solving, and learning, not only final numbers.

Don’t just reward:

• Sales numbers
• Deadlines
• Launch days

Also recognize:

• Initiative
• Problem-solving
• Persistence
• Learning
  

5. Create ownership, not dependence.
   Stop asking “Did you finish?” and start asking “What’s your next move?”
   

Motivated teams are not built by force. They are built by design.

When you combine meaningful work, visible progress, and fair recognition, people stop being pushed and start pulling themselves forward.