Rethink motivation: Why metrics alone won’t keep your team inspired

In a culture that thrives on achievement and productivity, the “work hard, play hard” mantra has become a badge of honor. However, this relentless focus on accomplishments often overshadows the value of the effort or character of those who do the work. Now, as we navigate volatile, uncertain, complex, and ambiguous (VUCA) environments with change coming at us nonstop, more people are starting to ask more profound questions: What’s my purpose, my worth, my value? The answers are no longer as clear as they once seemed.

Uncertainty doesn’t just make us question what’s happening around us—it forces us to confront what’s happening within us. At its core, this is about motivation. Whether it’s adapting to new leadership, navigating the surge of AI in the workplace, or processing the outcome of an election, both individuals and organizations are being pushed to rethink motivation in ways that prioritize long-term fulfillment over short-term wins.

The traditional playbook for workplace motivation is being rewritten. Productivity, goals, and success are getting a much-needed update, with a focus on making work more human-centered. Yet here’s the catch: While leaders talk about wanting motivated teams, they often need to work on creating environments that genuinely inspire them. Food truck Fridays and other quick fixes don’t cut it anymore. Real motivation comes from within—intrinsic motivation fueled by genuine interest, enjoyment, or purpose, not superficial rewards.

So, how do we tap into that deeper drive to do our best work—regardless of pay incentives or mundane daily tasks? And what responsibility do leaders have in helping their teams rediscover and sustain this intrinsic motivation?

Redefining motivation

Motivation has long been rooted in performance metrics and productivity targets, traditionally designed to serve organizational interests. But in an era marked by change and innovation, there’s a need for a broader focus that encourages growth and well-being on both sides.

For individuals, this means exploring purpose beyond daily tasks and roles. Instead of being driven solely by metrics, employees are now seeking roles that offer a sense of purpose and alignment with their values. But there’s a catch: Searching for purpose is vague and misguided, so we must reframe it. What provides sustainable value is determining how we can be useful. In being useful, we find our motivation.

Times of uncertainty can spark a “What’s the point?” energy in employees. What are you doing to help them feel useful? Motivation runs high and yields positive outcomes when an employee has the opportunity to contribute in a meaningful way and feel good about that. Instead of telling people what to do, how do you co-create an environment that provides individuals with ownership and a connection to the company mission?

Move beyond the checklist

For both parties, short-term motivators like quarterly performance targets or immediate task completion have their place but can’t be the only benchmarks for success. There’s a bigger picture, and the focus must be on long-term goal-setting that encompasses personal and professional development for individuals and sustainable growth for organizations.

On an individual level, this may look like setting career goals that include continuous learning, skill development, and personal well-being, even if that means shifting perspective and executing less desirable tasks or roles in the short term. Think in terms of five- or ten-year plans rather than just yearly appraisals, which can feel like an accumulation of checkboxes rather than meaningful progress.

From the organizational perspective, fostering a supportive environment for goal-setting means creating frameworks that support flexible career pathways, mentorship opportunities, and resources for learning. Learning and development should take a concept from a “pie-in-the-sky” idea and provide actionable steps on how to do it through meaningful discussion and collaborative action.

Reframing the narrative

Perhaps the most profound shift in redefining motivation comes from reframing the narrative to serve the best interests of individuals rather than just organizational goals. Flip the script to focus on people—not just company goals. When people feel seen and valued as individuals with unique strengths and aspirations, they are naturally more engaged, motivated, and willing to contribute.

For individuals, reframing their own narrative may involve taking ownership of their motivations and seeking environments that prioritize their well-being. A commitment to self-reflection, resilience, and adaptability can help individuals shape a career path that remains meaningful and motivating, regardless of external changes.

Organizations, on the other hand, must create cultures where employees’ well-being and growth are seen as central to the company’s mission. Take every opportunity to ask questions or institute reflective processes. For example, “What did you learn this week?” or “What challenges did you face?” When organizations recognize that the interests of the individual and the company are intertwined, motivation naturally follows, creating a mutually beneficial environment.

A shared path forward

The reimagined economy calls for a reimagined approach to motivation. It’s no longer just about individuals or organizations going it alone—it’s about both sides taking ownership of goal-setting, productivity, and well-being. When everyone shares the responsibility, motivation stops being a one-sided push and becomes a collective effort.

This shift isn’t just about hitting targets; it’s about building resilience, driving growth, and finding fulfillment in a world that’s constantly changing. By working together, we can turn motivation into more than just a box to check—it can become a driving force for meaningful progress.