Motivation
Throughout my career, I've had the privilege of working under some truly remarkable leaders—and some less-than-stellar ones. When I transitioned from roles in the government and private sector into vocational ministry, I had the honor of working with an exceptional pastor. He saw potential in me that I hadn't recognized in myself, recruiting me from a volunteer position into a pastoral role. His leadership transformed how I viewed my contributions, connecting my role in the church to God’s greater mission.
Among the many lessons he imparted, one on personal motivation has stayed with me for years. At a time when I was wrestling with organizational frustration, he shared his philosophy on hiring in what I can only describe as a "moment of brilliance" (delivered, of course, in his delightful British accent).
He began by drawing a box on the office whiteboard, explaining that organizations view roles as defined "boxes"—a visual representation of tasks or goals to be accomplished. When hiring, the aim is to find someone capable of filling most of that box. He shaded in about 75% of the box to illustrate this point, adding that with experience, growth, and intentional development, employees often fill in the remaining space. In great organizations, he said, leaders expand the box to match the growing capacity of their people, creating opportunities for individual development while also enhancing organizational potential.
However, he warned, employees who fully "fill their box" often face frustration, especially when their growth outpaces the role's scope. At this point, leaders must decide whether to increase the box's size to align with the employee's growth or leave it unchanged. Drawing from motivation science, he emphasized that intrinsic motivators—achievement, recognition, growth, and autonomy—are key to maintaining engagement.
Research by Frederick Herzberg supports this, showing that intrinsic motivators are far more powerful than external ones. Similarly, Dan Pink, in his book Drive, highlights the role of autonomy, mastery, and purpose in fostering intrinsic motivation. Pink argues that while financial incentives might drive performance in straightforward tasks, they often fail—or even hinder—performance in roles requiring creativity and cognitive effort.
Returning to the whiteboard, my pastor explained that he viewed my ability to grow as both an organizational asset and a personal challenge. Then came the words that changed my perspective:
"Jeremy, I don’t think it matters how big of a box we build—you’ll find a way to fill it. You’re going to need to learn how to build your own boxes."
That conversation marked one of his finest leadership moments in my eyes. Looking back, I see how it shaped my journey, enabling me to grow in ways I couldn’t have imagined and contribute meaningfully to my organization’s mission.
Not the original…but still so fresh in my mind, and so motivating.
The Leadership Cycle: Motivation in Action
In leadership, the cycle should begin with relational connection. Building trust is foundational, but it cannot be the endpoint if we aim to inspire change. The next step is sharing truth—communicating clear expectations or a vision for what could be. Yet even truth alone doesn’t guarantee success. Once truth is shared, leaders must inspire action. This is where intrinsic motivation becomes vital.
Pink emphasizes that when people see their work as meaningful and connected to a greater purpose, they’re driven to perform at higher levels. Organizations can foster this sense of purpose by clearly articulating how each individual’s role contributes to the larger mission. Conversely, relying on traditional extrinsic motivators—such as financial rewards—often fails to inspire the creativity and commitment necessary for complex tasks.
As leaders, we amplify the impact of relational connection and truth by engaging deeply with our team members' intrinsic motivators. Specifically, we can:
Highlight the importance of the task: Show how it contributes to a meaningful goal.
Recognize contributions: Celebrate their role in achieving significant outcomes.
Provide autonomy: Empower them to decide how to accomplish their objectives.
Offer challenges that promote growth: Enable them to develop personally and professionally.
Connect actions to future opportunities: Show how today's work builds tomorrow's potential.
By intentionally tapping into these motivators, we create a compelling framework for action—one that inspires our teams to engage fully with their work.
A Challenge for Leaders
Leaders, how do you inspire and motivate action within your teams? Can you identify how these principles align with your leadership style? As you reflect on your approach, consider this: Are you helping your people build their own boxes, or are you limiting them to the ones you’ve already defined?