The ability to create a positive, energising environment where people are motivated to give their best and feel connected to their work. It involves understanding what drives individuals, aligning work with their goals and values, removing barriers to success, and recognising contributions in meaningful ways.
“Treat people as if they were what they ought to be, and you help them become what they are capable of being.” Johann Wolfgang von Goethe
Barriers to motivating others
One-size-fits-all mindset: Leaders may mistakenly assume everyone is motivated by the same factors, failing to recognise individual drivers and preferences.
Lack of inclusion awareness: Some leaders undervalue the importance of engaging people across diverse backgrounds, resulting in selective motivation and exclusion.
Assumption of automatic motivation: Leaders may believe that people should naturally be motivated, overlooking their responsibility to foster a supportive and engaging environment.
Limited empathy for difference: Difficulty relating to people with differing values, goals, or working styles can prevent leaders from adapting their approach to motivate others effectively.
Shallow understanding of individual drivers: Without genuine curiosity or effort to understand people’s unique goals and motivations, leaders risk disengaging their teams.
Absence of purpose clarity: Failing to connect everyday tasks to broader organisational goals can drain motivation, as people lose sight of how their work matters.
Inconsistent fairness and recognition: Treating people inequitably or failing to acknowledge individual contributions erodes trust and diminishes motivation.
Low trust in others: Withholding autonomy or micromanaging can demoralise people, especially when leaders lack trust in those different from themselves.
Information hoarding: Leaders who withhold important information inadvertently create uncertainty, reducing people’s motivation to engage fully.
Self-focus over team-focus: Leaders overly focused on their own success or recognition often overlook the motivational needs of others, weakening collective engagement.
“If you’re a leader, your whole reason for living is to help human beings develop, to develop people and make work a place that’s energetic and exciting…” Tom Peters
Enablers of motivating others
Personalise motivation strategies: Fair treatment is not about treating everyone the same—it’s about meeting people where they are. Invest time in understanding what energises each individual, from career goals to personal values. Tailor your support, rewards, and development opportunities accordingly to unlock discretionary effort and build trust.
Connect people to the bigger picture: Motivation thrives when people see how their work contributes to a larger goal. Make the organisation’s purpose real for people by showing the direct connection between their contributions and wider impact. Utilise stories, visuals, and regular dialogue to transform routine tasks into engaging work.
Make goals collaborative, not top-down: Ownership drives motivation. Instead of simply assigning tasks, co-create goals with your team members. Involve them early in defining priorities and problem-solving, giving them a sense of ownership and accountability that energises performance.
Actively clear the path to success: Few things demotivate more than persistent barriers. Pay close attention to what slows people down, whether bureaucracy, lack of resources, or bias. Act quickly to remove obstacles and empower people to work efficiently and inclusively.
Stay curious about what people need: People rarely speak openly about what demotivates them, unless invited. Create psychologically safe spaces to have real conversations about personal drivers, frustrations, and aspirations. Listening well and acting on insights will elevate both morale and results.
Recognise effort in ways that matter: Generic praise falls flat. Meaningful recognition happens when you notice specific contributions and deliver appreciation in ways people value—whether private thanks, public praise, or growth opportunities. Consistent recognition fosters lasting motivation.
Foster positivity and shared enjoyment: Motivation isn’t just about goals, it’s also about the energy people feel day-to-day. Create moments of lightness, humour, and celebration to reduce stress, deepen connections, and maintain high motivation during demanding periods.
Understand why people stay or leave: Departures can reveal disengagement long before resignation letters arrive. Regularly hold informal stay interviews to learn what keeps people engaged and where frustrations lie. Use this insight to adjust roles, responsibilities, and culture before problems escalate.
Build a culture of feedback and growth: People feel motivated when they know where they stand and how to improve. Normalise regular, two-way feedback. Be candid, constructive, and encouraging. Model curiosity about your own growth to set the tone for the team.
Empower people to stretch and thrive: When people feel trusted and autonomous, motivation surges. Delegate meaningful challenges that allow people to use their strengths, explore new skills, and grow their confidence. Support them with guidance, not micromanagement, and celebrate their wins.
“Motivation comes from working on things we care about. It also comes from working with people we care about.” Sheryl Sandberg
Self-reflection questions on motivating others
How well do you understand what motivates each person you lead? Have you asked them directly about their goals, interests, and career ambitions? Do you observe how different tasks energise or drain them? How could you regularly check in on what matters to them as they grow?
Do you adapt your leadership approach to different individuals? Do you consciously adjust how you motivate based on people’s strengths and preferences? Where are you most at risk of using a one-size-fits-all approach? How could you become more flexible and responsive to individual needs?
How consistently do you help people see the purpose behind their work? How often do you connect tasks to organisational goals or customer impact? Do you highlight the difference their work makes in a way that resonates with them? What more could you do to make purpose visible in everyday work?
Do you involve people enough in setting goals and decisions that affect them? Do you encourage genuine input or mainly communicate decisions after they’re made? How could you make goal-setting more collaborative? Where could you give people more ownership over decisions?
How quickly do you remove obstacles that frustrate your team? Do you listen carefully to frustrations and act to resolve them? Are there recurring barriers you have not addressed? What systemic issues could you tackle to improve the working environment?
How do you show recognition, and is it meaningful to each person? Do you know how each person likes to be recognised? When was the last time you offered specific, timely praise? How could you increase authentic recognition across the team?
How much attention do you pay to team energy and morale? Are you attuned to signs of burnout, disengagement, or tension? Do you create enough moments of lightness, connection, and celebration? How could you bring more positive energy into the team’s rhythm?
Do you understand why people stay—and what might make them leave? Have you had stay conversations, not just exit interviews? What feedback are you hearing but not acting on? How could you better respond to early warning signs of disengagement?
How frequently do you give helpful, constructive feedback? Do you offer regular feedback beyond formal reviews? Do you give people clarity on how to succeed and grow? Are you open to receiving feedback from your team?
How effectively do you empower people to take ownership? Do you give people real responsibility, or do you step in too quickly? Are you clear on your goals while allowing flexibility in how to achieve them? How could you create more stretch opportunities without overwhelming people?
“People work for money but go the extra mile for recognition, praise, and rewards.” Dale Carnegie
Explore related leadership resources
To further develop this capability, examine how it intersects with other core leadership dimensions across the libraries:
Leadership library:
- Group Influence (Understanding): Decode the collective motivators and social pressures within your team to foster a culture of shared enthusiasm and high performance.
- Sizing People Up: Accurately assess individual strengths and potential, allowing you to assign work that challenges and fulfils each person.
- Style Flexibility: Adapt your motivational approach to meet the unique needs of different personalities, ensuring your message resonates with everyone.
- Interpersonal Savvy: Build the authentic rapport and trust that makes your encouragement and recognition feel meaningful and sincere.
Supporting libraries
- Interpersonal insight (Traits): Leverage your ability to read subtle cues to identify when a team member’s engagement is flagging before it impacts their performance.
- Positive view of people (Traits): Approach motivation with an inherent belief in others’ capabilities, creating a self-fulfilling prophecy of success and effort.
- Sociability (Traits): Use your natural ease with people to create an approachable, high-energy environment where communication flows freely.
- Optimism (EQ-i): Maintain a hopeful, future-oriented outlook that inspires your team to stay motivated even during periods of organisational change.
Continue exploring: Return to the Leadership Library to view the full directory of competencies and resources.