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Two plants can sit beside the same window and grow very differently. One thrives in direct sunlight. Another does better in the shade.
Giving both more sunlight doesn’t necessarily help.
We understand this easily with plants. With people, we sometimes forget.
Two people can be given the same opportunity, recognition, freedom or responsibility and respond completely differently. One may see responsibility as progress. Another may experience it as pressure. One may value recognition. Another may care far more about autonomy.
It is tempting to conclude that some people are simply more motivated than others.
But motivation isn’t only about how much drive someone has. It is also about what that drive is attached to.
People may value achievement, growth, autonomy, recognition, influence, belonging, meaning, security or fairness. Most of us value several of these, just not equally.
That changes how we experience the same situation.
A promotion might mean progress to one person and unwanted responsibility to another. Freedom might feel like trust to one person and lack of support to someone else.
The opportunity is the same. What it means to the person is different.
This matters for organizations because many of the things we use to motivate people are surprisingly similar: more responsibility, greater visibility, financial rewards or opportunities to advance.
For many people, these work. For others, the response may be quieter.
Someone who seems indifferent to recognition may be deeply motivated by mastery. Someone who doesn’t seek more responsibility may care enormously about autonomy or meaningful work.
This makes motivation difficult to judge from the outside.
We see how someone responds to what is in front of them. We don’t always see what they would willingly work hard for, what they want more of, or what they are trying to protect.
Someone can look unmotivated in one direction while being deeply motivated in another.
Instead of asking:
How do I motivate this person?
Ask
What already makes them want to move?
