What really motivates us at work?

And if the target slips? Well, then, bring out the stick.

For decades, this has been the standard playbook for motivation at work. Clear goals, financial nudges, quarterly pushes. It’s simple. It’s familiar. But the reality is, you can’t build genuine commitment on carrots alone — no matter how impressively orange they are.

So, when will managers twig that they need to change? And what exactly should we be doing differently?

We spoke to Jonathan Passmore, SVP at EZRA and Professor of Coaching and Behavioral Science, to explore what really motivates people at work — and how leaders can tap into it before employees tap out.

Why intrinsic vs extrinsic motivation makes a difference

“Over past decades the belief that employees are just another ‘resource’ has led many organizations to focus more on extrinsic motivation,” says Jonathan.

And yes, things like pay and bonuses matter — but only to a point. Because, as Jonathan points out, “Money is only a means to achieve their wider goal; happiness.”

Once people feel fairly paid, extra financial incentives don’t really add much extra sparkle.

To understand what truly drives people in the long-term, you need to know what’s running the engine.

Establish what motivates each person individually

People don’t come to work as empty vessels. They bring their own ambitions, values and pressures. The best managers don’t guess what those are — they ask.

“Good managers understand their team members and elicit from them their own motivation for coming to work,” says Jonathan.

A few honest one‑to‑ones, a little curiosity and noticing what people naturally gravitate toward can help uncover what fuels them.

Align work with employees’ personal values

Intrinsic motivation thrives when there’s a clear line between what people care about and what they do each day.

“If we help people to align their personal values with their work task, we are more likely to unleash their engagement,” Jonathan tells us.

That doesn’t have to mean massive upheaval. It could be as simple as explaining why a task matters. Or giving someone more say in how they deliver it. Even small tweaks can transform a task from “have to”, to “want to”.

Tap into higher goals and personal meaning

The difference between intrinsic and extrinsic motivation is in the name — intrinsic comes from within. And that means it’s all about what brings us meaning and purpose.

“If we can tap into their higher goals… we are more likely to see sustained commitment,” Jonathan points out.

That could be mastery, impact, growth or simply doing work they’re proud of. When goals feel like part of someone’s development, not just the company’s agenda, it makes the effort worthwhile.

Build authentic, trust‑based relationships

Psychological safety may pop up more frequently than that software update you keep snoozing, but there’s good reason for that — you simply can’t run employee motivation strategies without it.

Jonathan says “It’s about building genuine relationships.”

For leaders, that’s born from things like being consistent, sharing context, giving fair feedback and letting people make their own decisions within clear boundaries.

A culture of commitment

“The aim should be to create a culture where we unleash personal commitment every day, not achieve compliance,” Jonathan believes.

Bigger carrots and better perks are all well and good, but the best way to reward employees is by baking meaning into the work they do every single day.

That’s what drives the extra thought before a proposal goes out, the willingness to fix a problem that isn’t technically yours or the fuzzy glow of pride in a job well done.

Not because they’re chasing the next carrot, but because they’ve found a source of motivation that actually sticks.