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Contrary to popular opinion, the primary driver of motivation is not incentives, promotions or money. The research is clear on this: lasting motivation comes from autonomy, mastery and purpose — not external rewards. That is why you want to create and support an environment where team members can set and achieve meaningful goals in line with the goals you have for your team or organisation.

There are two common mistakes people managers make when it’s time for their team members to set goals. The first is to dictate to team members what their goals should be. This approach ensures tight alignment with the manager’s own goals but reduces motivation and discretionary effort in the team member. It also sends an implicit message: I don’t trust your judgement. That message tends to become a self-fulfilling prophecy.

The second mistake is to provide no guidance or direction to the team member whatsoever. This approach, however well intended, typically results in goals of variable quality — and goals that are either too safe or too disconnected from what the team actually needs. Without context, people can’t calibrate their contribution.

The sweet spot is to share your own goals with the team member, then ask them to reflect on where they can make the biggest and most unique contribution given their role. This is not a subtle distinction — it’s the difference between a team member who does what they’re told and one who brings genuine energy and ingenuity to the work.

This is the pathway to commitment, not just compliance. The goal-setting conversation, done well, is one of the highest-leverage moments a manager has. Most treat it as an administrative exercise. The best treat it as a motivation conversation.

INSPIRATION FROM OTHERS

“People support what they help create.” — Margaret Wheatley

“The best kind of leader is one who helps people do their best work — not by directing every step, but by creating the conditions in which greatness becomes possible.” — Frances Hesselbein

QUESTIONS TO REFLECT ON

• Have you given your team members enough context to set genuinely stretching, relevant goals — or have you left them guessing?
• Does every team member understand where they can make their greatest and most unique contribution?
• Do the goals your team members have put forward represent the contribution and accountability you’re actually looking for?

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