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M is for Motivation That Actually Sticks
- Jul 6
- 4 min read
Welcome! This article is part of an A–Z series where I’m sharing reflections on the patterns I keep seeing in teams, leadership and workplace culture.
Not theory. Not tips. Just observations from real working life.
"People just don't seem motivated."
It's one of the most common things I hear from leaders and business owners. The interesting thing is that, in most cases, people aren't lazy, disengaged or unwilling. They're simply not being motivated in a way that works for them.
And that's where things get tricky.
Many organisations still approach motivation as though one solution fits everyone. More money. A team lunch. An employee of the month award. A wellbeing initiative. While those things can certainly help, they're rarely enough to create lasting motivation because motivation is personal.
Busy doesn't always mean motivated
I work with many businesses where teams are incredibly busy. Diaries are packed. Meetings are constant. Deadlines are being met. Yet underneath all that activity, something feels off.
Energy is inconsistent.
People are doing what's required, but not much more.
Initiative starts to disappear.
Performance becomes patchy.
Sound familiar?
Recent research suggests that only around 10% of UK employees describe themselves as engaged at work, placing the UK among the lowest-performing countries in Europe for employee engagement.
That's a sobering statistic, but it's also an opportunity - because when people feel genuinely motivated, everything changes.
The mistake many leaders make
One of the biggest mistakes I see is assuming that what motivates us will motivate everyone else.
If recognition motivates you, you might give praise freely and expect that to inspire your team.
If progression motivates you, you might focus on career development opportunities.
If achievement motivates you, you'll naturally set ambitious goals.
The challenge is that not everyone is wired the same way.
I've worked with individuals who thrive on public recognition and others who would rather disappear under the table than be singled out in front of colleagues. I've worked with people who are motivated by challenge and others who are motivated by stability and certainty. Neither approach is right or wrong. They're simply different.
Motivation isn't about perks
In recent years, we've seen a real shift in what employees value. Research from 2025 found that work-life balance has now overtaken pay as the most important workplace motivator for many employees.
At the same time, nearly two-thirds of UK employees say their motivations have changed over the last five years.
That tells us something important - Motivation isn't static.
What motivated someone five years ago may not motivate them today. What motivates them at the start of their career may be completely different from what motivates them as a parent, a manager or someone approaching retirement. The most effective leaders stay curious about what matters to their people.
So what does work?
The businesses I see achieving the best results tend to do three things well. They understand individual motivation
Rather than making assumptions, they have conversations.
They take time to understand what energises each person.
What gives them a sense of achievement?
What drains them?
What makes them feel valued?
They adapt their leadership style
Not everyone needs the same level of direction, challenge, recognition or support. Great leaders flex their approach depending on who they're leading. That doesn't mean treating people unfairly. It means treating people appropriately.
They connect work to purpose
People want to know that their work matters. Even in the most operational roles, helping people understand the impact of what they do creates a stronger sense of ownership and commitment.
The results speak for themselves
When people are motivated in a way that genuinely resonates with them, I see remarkable changes.
Energy improves.
Conversations become more positive.
Collaboration increases.
People take greater ownership.
Performance becomes more consistent.
Work becomes a place where people want to contribute rather than simply comply.
Given that low engagement is estimated to cost the UK economy hundreds of billions of pounds in lost productivity each year, helping people feel connected, motivated and valued is no longer a "nice to have". It's a business necessity.
A final thought
If you're finding that motivation feels difficult right now, I'd encourage you to ask one simple question: Do I really know what motivates each person in my team?
Not what motivates people in general. Not what motivates me. But what motivates them?
Because when we stop trying to motivate everyone in the same way and start understanding what makes individuals tick, motivation stops being something we chase. It becomes something that sticks.
If this resonated, it’s probably because you’re seeing it too.
Philippa x
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