The Six Motivators: Building the Foundation for High-Performing Cultures

In Primed to Perform, authors Neel Doshi and Lindsay McGregor introduce a powerful framework to understand what drives human performance. They identify six key motivators that influence how individuals engage with their work—three that enhance performance (direct motivators) and three that typically diminish it (indirect motivators).

These motivators serve as a lens through which leaders can evaluate and shape workplace culture, aligning employee motivation with organizational excellence.

🔵 Direct Motivators

These motivators are inherently aligned with performance. They foster adaptive behaviors, encourage innovation, and support sustained engagement. High-performing organizations are those that successfully cultivate these drivers.

1. Play

• Definition: The work itself is inherently enjoyable or intellectually stimulating.

• Impact: Play-driven employees are more likely to exhibit curiosity, creativity, and resilience. They engage deeply because they find satisfaction in the process, not just the outcome.

• Example: A software developer experimenting with a new algorithm out of sheer interest, not obligation.

2. Purpose

• Definition: The individual is connected to the work’s broader impact or significance.

• Impact: Purpose instills meaning, allowing people to link daily tasks with a cause or mission they value. It fuels discretionary effort and emotional investment.

• Example: A healthcare worker dedicating long hours to patient care, motivated by the belief that their work saves lives.

3. Potential

• Definition: The work aligns with one’s long-term personal or professional goals.

• Impact: When individuals perceive that today’s efforts will lead to tomorrow’s success—whether career advancement, skill development, or self-actualization—they commit with greater intent.

• Example: A junior executive taking on challenging projects to gain exposure and experience for future leadership roles.

🔴 Indirect Motivators

These motivators often detract from performance, especially in complex or adaptive environments. While they may generate short-term compliance or effort, they tend to suppress creativity, initiative, and long-term commitment.

4. Emotional Pressure

• Definition: The drive to act stems from fear of guilt, shame, or disappointing others.

• Impact: Emotional pressure creates anxiety and undermines psychological safety. It can produce effort, but at the cost of well-being and sustainable performance.

• Example: An employee staying late out of fear of being judged as “uncommitted” by peers or managers.

5. Economic Pressure

• Definition: The motivation arises from external incentives (rewards or penalties), not internal desire.

• Impact: This transactional mindset often leads to minimal compliance. When the incentive is removed, the motivation disappears.

• Example: A salesperson who meets targets only when bonuses are at stake, not because of a connection to the product or customer.

6. Inertia

• Definition: The behavior continues simply because it is habitual, not because it serves a meaningful purpose.

• Impact: Inertia reflects a lack of conscious engagement. Employees driven by inertia may show up physically, but not mentally or emotionally.

• Example: A team attending a weekly meeting without questioning its relevance or contribution to outcomes.

Strategic Implications for Leaders

To build a resilient, adaptive, and high-performing organization, leaders must design systems and cultures that:

• Amplify Direct Motivators — Create roles, routines, and recognition systems that encourage Play, Purpose, and Potential.

• Minimize Indirect Motivators — Avoid relying on fear-based leadership, excessive incentive schemes, or bureaucratic inertia to drive results.

When people are primed to perform through the right motivators, organizations experience higher engagement, stronger innovation, faster problem-solving, and greater agility in the face of change.