Last Sunday, in the crisp Spring sun, I found myself enjoying something increasingly rare – two uninterrupted hours with a great friend. No kids. No phones. No to-do lists. Just the two of us, talking about everything from fashion to family to food and work.
The best part was that we were even applauded at the end and handed shiny medals for our efforts.
Now of course, the small detail I’m glossing over is that we had to run 21 kilometres to get there…
Eleven years ago, I ran my first full marathon at this very event. A whole decade (plus one) of injuries, ice baths, a ridiculous amount of gels, and more early mornings than I can count.
People often ask me why I run. And I often ask myself the same thing. Over the years, my answer has changed because motivation changes.
You see, we often treat motivation like it’s a fixed trait – you either have it or you don’t. You’re either one of those 5am workout people or you’re not. But that’s not how it works. Not in life. Not in work. Not in running.
Because motivation isn’t something you’re born with – it’s something you build. You just need to understand how.
Motivation Isn’t Just One Thing
We like to think we do things for one clear reason but the truth is, our motivations are layered. Sometimes we act out of obligation. Sometimes for reward. And sometimes simply for the joy of it.
Understanding these different types of motivation helps us notice what’s driving us, and why that matters. Because not all motivation is created equal.
Psychologists Ryan and Deci describe motivation on a continuum from no motivation at all, to doing something because you feel you should, to doing it because it aligns with your values, or because you genuinely enjoy it (you can see this outlined in the table below).
Intrinsic motivation (doing something for its own sake) is the most powerful form. It’s what keeps us going on the hardest of days, and when the medals, praise, or recognition don’t matter one bit.
And we all move back and forth along this spectrum. We don’t stay in one spot forever or even for an entire activity. On that two-hour run, I reckon I moved through just about every stage. Here’s how that played out:
What Does this Mean for our Workplaces?
If motivation is this nuanced for something we choose to do, like a ‘fun run’, imagine how complex it becomes in the workplace, where tasks are assigned, conditions shift constantly, and the stakes are even higher.
For years, many workplaces have relied on a simple formula: reward success, punish underperformance – the classic carrot or stick approach. Bonuses, KPIs, deadlines, and performance management frameworks have long been the default tools for driving results.
But if we go back to the motivation spectrum, these are some of the lowest forms of motivation – driven by fear or reward, not meaning. They might get short-term compliance, but they rarely lead to long-term commitment, energy and fulfilment.
Instead, we should be asking ‘How can we help people tap into the higher end of the spectrum? How can we create environments where people are motivated not because they have to, but because they want to?’ Just like I had to do during last weekend’s run (and any time I’m doing something hard), I have to come back to the ‘Why’.
At work, that means helping people connect their goals and tasks to something meaningful. Giving them more ownership, more autonomy, a sense of belonging, and more opportunities to grow. Recognising effort (no matter how big or small) not just outcomes. And fostering cultures where values matter just as much as performance.
When we shift from trying to control motivation to cultivating it, we don’t just get better results. We build stronger, more resilient teams.
When Motivation Can Fail
Let’s be honest, even for the goals that matter most, motivation can fade. That’s why the second Friday of January is now known as ‘Quitters’ Day.’
This is why it’s so important to know why you’re doing something – right from the start.
Lately, I’ve been coaching more and more people who’ve ‘made it’ – big jobs, big titles, big incomes. But despite the ‘success’, something’s missing…
They’re not underperforming, they’re not burnt out, they’re not bored, they’re disconnected – from their purpose, their values, and the kind of person they hoped to become.
And it’s not surprising that this is the case. Given we live in a culture obsessed with extrinsic motivation like salaries, accolades, recognition. We chase these things because we’ve been told that they are what matter. And for a while they can work. But they’re not built to last.
Because the higher forms of motivation – those rooted in values, identity, and enjoyment – are what sustain us. They don’t just fuel what we do, they reinforce who we are.
Real shifts happen when we stop asking ‘What do I do?’ and start asking ‘Why does this matter to me?’
Because sustainable motivation is found in alignment between what we do, who we are, and who we’re becoming. That’s the kind of motivation that lasts. The kind that leads not to achievement but to fulfilment.
So… what’s driving you?
