Decoding 'What For': Understanding What Really Drives Us
Essay 011
In recent weeks, we've explored management as craft, requiring deep understanding of human nature, and leadership as poetry, flowing with rather than against the currents of organizational life. As we've ventured into embracing chaos—both within and around us—a new question emerges: what truly moves people forward? Perhaps the answer lies not in how we motivate others, but in understanding the complex web of motives that already drives them.
What draws people forward? We often frame this question in terms of motivation—what we can do to energize, direct, and sustain behavior. But what if the key lies not in motivating people, but in understanding their deeper motives?
Vicky is a dedicated doctor. She studied hard, interned tirelessly, and continues to work with unwavering commitment. Her warm bedside manner has made her a trusted physician, and she never gives up on her patients. Vicky also keeps up with the latest research, consults with colleagues, and strives to do the right thing. She genuinely cares about her patients and always wants what’s best for them.
But there’s another layer to Vicky’s story: she also wants to make a good living. She’s proud of her work, yes, but she’s also conscious of the financial rewards it brings. And why shouldn’t she be? Vicky wants to succeed on multiple levels—she’s driven by both her passion for medicine and her desire to support her well-being. This brings us to an important question: what drives people? What inspires someone like Vicky to do her best every day?
We often think of motivation as either intrinsic or extrinsic. Intrinsic motivation comes from within—it’s when we do something because we enjoy it or find it meaningful. Extrinsic motivation, on the other hand, is when we do something for external rewards, like money or recognition. But this traditional distinction is too simplistic. In reality, our drives are far more complex.
We might be better off talking about motives instead of motivation. Motives are the specific outcomes or goals we’re aiming for. They’re not just the ‘why’ behind what we do; they’re the ‘what for.’ What are you doing this for? Is it for financial security, personal satisfaction, or the well-being of others? Identifying these motives helps us understand what we’re trying to achieve.
And that’s where things get interesting. It’s perfectly possible—common, even—to have multiple motives at once. Take Vicky: she wants to make money (extrinsic), do good work and be proud of it (intrinsic), and ensure her work has a positive impact on others (what my colleague Iñaki Vélaz calls transcendent motives). Transcendent motives are those that go beyond ourselves—a desire to contribute to something bigger, to make a meaningful difference in the lives of others.
What if, instead of trying to motivate people, we sought to understand their motives? How might that change the way we lead? When assigning tasks or responsibilities, there is what needs to get done; and there is aligning that work with the motives of the person performing it. Rather than trying to push others, what if we simply uncovered and highlighted the motives they already hold? It’s not about forcing them to act but inviting them to engage with work that aligns with their personal goals.
Ultimately, the conversation isn’t just about motivation in some broad, abstract sense. It’s about recognizing the diverse motives that drive people in different ways. So the next time you’re thinking about how to inspire your team, ask yourself: What are their motives? And how might those motives connect with the goals of the organization? By opening up the field of possibility, we can create workplaces where people feel fulfilled not just by what they do, but by why—and for what—they do it.
Motives are fluid, and they can shift over time. Vicky who starts driven by financial security might later find herself more motivated by the impact she has on her patients. Or, she might prioritize both at different times, depending on what's happening in her life. How often do we reflect on our shifting motives? If they evolve, how might that shape the way we engage with work and life? Understanding our motives is just one part of the endless journey of understanding what moves us forward, what holds us back, and how we might work with rather than against our human nature.
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