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In the dynamic and often challenging environment of corporate organisations, motivation is frequently discussed as if it were a finite resource, something that needs to be constantly provided and replenished by managers or leaders. But this raises an important question: Why should a team of specialists, presumably motivated and skilled enough to secure their roles, need external motivation from their leader? And more fundamentally, who is responsible for motivation in the first place?
These questions invite us to rethink the traditional top-down approach to motivation, training, and performance management. In a truly effective organisation, each individual should take responsibility for their own motivation and growth. By doing so, they not only enhance their own performance but also contribute to a more engaged and self-sustaining workplace culture.
The Power of Motivating yourself.
Motivation is the fuel that drives us to achieve our goals and excel in our roles. However, relying solely on external sources for motivation—whether it’s a manager, a reward system, or a company-wide initiative—can be limiting. External motivation can be fleeting and often dependent on factors outside our control. Conversely, when motivation is self-generated, it tends to be more sustainable, as it is rooted in our own sense of control, confidence and connectedness.
By taking responsibility for our own motivation, we align our work with our internal drivers, which can lead to a more fulfilling and meaningful career. This high quality motivation often leads to higher levels of engagement, creativity, and productivity, as we are more likely to invest our time and energy into tasks that we are connected with.
The benefits of taking control of your own development.
The importance of continuous learning and development cannot be overstated. However, waiting for formal training opportunities or relying on your organisation to provide them can be a reactive approach that leaves you lagging behind. Instead, being proactive in seeking out learning opportunities, simply by using your own diary as a development tool can give you a competitive edge.
Taking charge of your own training also means tailoring your learning to your specific needs and career goals. This customisation ensures that the skills you develop are directly relevant to your role and the value you bring to your organisation. Furthermore, it demonstrates to your employer that you are committed to your professional growth, which can open up additional opportunities for advancement.
Owning Your Performance and Rewards.
Performance management and rewards are often viewed as the domain of managers and HR departments. However, by taking ownership of your performance, you can actively shape the trajectory of your career. This involves setting your own goals, regularly reflecting on your progress, and seeking feedback to improve.
When you take control of your performance, you are not only more likely to meet or exceed expectations, but you also become more attuned to the areas where you can add the most value. This proactive approach can lead to greater job satisfaction and, naturally, to the rewards that follow—whether they are financial, in the form of promotions, or intrinsic, such as a sense of accomplishment.
Moreover, when individuals take responsibility for their own performance and rewards, it shifts the focus from being externally driven to internally motivated. This shift can lead to a more collaborative and less hierarchical workplace culture, where everyone is mutually accountable and invested in both their own success and the success of their peers.
The Positive Impact on the Organisation.
When employees take ownership of their motivation, training, and performance, the impact on the organisation as a whole is profound. A workforce that is self-motivated, continuously learning, and proactively managing its own performance is likely to be more innovative, agile, and resilient.
Moreover, this approach reduces the dependency on managers and leaders to constantly drive motivation and performance, freeing them to focus on strategic initiatives and the long-term success of the organisation. It also fosters a culture of empowerment, where individuals feel a greater sense of control over their careers and are more likely to stay engaged and committed to the organisation.
This culture of self-motivation and mutual accountability can create a ripple effect, where employees not only take charge of their own development but also encourage and support their colleagues to do the same. The result is a more cohesive and motivated team, where everyone is working towards shared goals, not because they are told to, but because they genuinely want to.
Conclusion: The Role of Leadership in a Self-Motivated Workforce.
Interestingly, in a team where everyone takes responsibility for their own motivation, training, and performance, the traditional role of a manager or leader as the primary source of motivation becomes less critical. Instead, leaders can focus on creating an environment that supports self-motivation—one that offers autonomy, opportunities to create confidence, and a clear connection between individual contributions and organisational success.
Perhaps the first task of a “Head of Reward and Performance Management” should indeed be to remind their team that true motivation comes from within. By encouraging each member to take ownership of their motivation, training, and performance, leaders can cultivate a more empowered and high-performing workforce. In such an environment, motivation is not something that needs to be provided—it is something that naturally flourishes from within each individual, creating a workplace where everyone thrives.
