For decades, leaders have relied on incentives, rewards, recognition, and accountability systems to motivate people. Susan Fowler argues that this approach has been built on a misunderstanding of human behavior. People are never unmotivated—they are always motivated by something. The real leadership challenge is not generating more motivation but cultivating higher-quality motivation. Drawing on more than forty-five years of self-determination theory research, Fowler explains why sustainable performance depends on fulfilling three fundamental psychological needs: choice, connection, and competence. When these needs are met, people don’t simply perform better—they thrive.
Throughout the conversation, Fowler challenges many long-held assumptions about leadership, coaching, performance management, and workplace culture. She demonstrates how external rewards often undermine the very behaviors leaders hope to encourage and explains why meaningful work, personal values, continuous learning, and genuine human connection create far more durable motivation than carrots and sticks ever can. Whether leading a global organization, coaching a sports team, or raising a family, leaders who create environments where people experience autonomy, purpose, and growth unlock levels of engagement and performance that incentives alone can never achieve.
People are always motivated—the real question is the quality of their motivation and whether it leads to sustainable performance or short-lived compliance.
Great leaders create environments that satisfy three essential psychological needs: choice, connection, and competence.
Effective coaching shifts from judging performance to helping people reflect on their choices, learning, contributions, and personal growth.
Before trying to motivate someone else, ask yourself what is driving your own actions and whether your motivation is rooted in fear, rewards, values, or purpose.
Make connection a daily leadership practice by helping people see how their work contributes to customers, teammates, and a larger purpose.
Review your workplace systems—including meetings, performance reviews, and incentives—to determine whether they strengthen or weaken choice, connection, and competence.
