Some years ago, after a leadership workshop, a participant came up to me during the break and asked, “Kenneth, how do I keep my team motivated? They seem enthusiastic for a week or two after our meetings, then it fades, and we’re back to square one.”
I paused for a moment before responding. “Maybe the problem is not motivation. Maybe the problem is meaning.”
This conversation has stayed with me because it highlights a truth many leaders face. Motivation, as we often think of it—through pep talks, incentives, or external rewards—is fleeting. It might give someone a temporary boost, but it rarely sustains long-term performance. Meaning, on the other hand, anchors people. It gives them a reason to show up, to push through challenges, and to contribute at their best. And in today’s world, where uncertainty is high and demands are intense, meaning is what truly drives high-performance cultures.
Why motivation alone won’t build a high performance cultures
Traditional motivational tactics rely heavily on external triggers: bonuses, recognition programmes, and inspirational speeches. While these are not inherently wrong, they are limited. Their impact fades quickly because they do not address the deeper human need for purpose.
Think about it: how many times have you seen an employee’s enthusiasm spike after receiving a reward, only to drop soon after? External motivation is like caffeine—it gives an instant lift but does not last.
Leaders need to help their teams connect with something far stronger: a sense of purpose. This is not about grand mission statements that remain on posters. It is about helping people see the meaning in their daily work and how it contributes to something larger than themselves.
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The connection between purpose, performance, and engagement
When people are connected to purpose, they bring an energy that no external motivator can replicate. Studies consistently show that employees who find meaning in their work are more engaged, more creative, and more resilient.
Purpose fuels performance because it links effort to impact. For example, when a customer service representative understands that their role is not just to answer calls but to create moments of trust and reassurance, their approach changes. They are no longer just “doing a job”; they are fulfilling a meaningful role that impacts people’s lives.
Engagement flows naturally from this. People are not just driven by the thought of what they get in return, but by the sense that their work matters. And when meaning is clear, performance is no longer forced—it becomes a natural outcome.
How leaders can foster cultures built on trust and ownership
Meaning cannot thrive in an environment of fear or micromanagement. For people to truly connect with their work, leaders must create cultures grounded in trust and ownership.
This begins with transparency. Leaders who are open about challenges, share the “why” behind decisions, and invite input demonstrate trust in their teams. In turn, teams feel valued and empowered to take ownership of their work.
Ownership also grows when leaders resist the urge to provide all the answers. Instead, they ask questions, encourage experimentation, and allow teams to learn from mistakes. When people feel trusted to make decisions, they are more likely to bring forward their best thinking and take responsibility for outcomes.
A culture built on trust and ownership is one where people do not simply execute tasks—they contribute with heart and commitment.
Ways to shape a workplace where people bring their best ideas forward
High-performance cultures is not just about doing more, faster. It is about creating an environment where people feel safe and inspired to bring their best ideas forward.
Leaders can do this by fostering psychological safety: the assurance that individuals can speak up without fear of ridicule or punishment. When someone suggests a new approach, it should be met with curiosity rather than dismissal.
Recognition also plays a role. It is not just about celebrating results but also acknowledging effort and creativity. By valuing the process of innovation as much as the outcome, leaders encourage more contributions.
Equally important is modelling openness. When leaders themselves share ideas, admit when they are wrong, and invite collaboration, they signal that innovation is everyone’s responsibility, not just those in “creative” roles.
In such an environment, ideas flow more freely, and people are motivated to bring their full selves to work.
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Helping others find purpose in the workplace—even when it is mundane
One of the most common questions I hear is, “But Kenneth, what about jobs that are repetitive or mundane? How do you find meaning there?”
The answer lies in perspective. Meaning does not always come from the task itself; it often comes from understanding the impact of the task.
For example, I once spoke with a hospital cleaner who shared that she did not see herself as “just cleaning rooms.” Her purpose was to create a safe and healing environment for patients. That sense of meaning transformed how she approached her work.
Leaders can help their teams in the same way. They can connect even the most routine tasks to a larger purpose whether it is about serving customers, supporting colleagues, or contributing to a bigger vision. They can remind people that every role, no matter how small it seems, plays a part in the larger story of the organisation’s success.
Medtronic, a medical device company that specialises in pacemakers, defibrillators, implants and bone grafts, constantly shares their client stories with their employees, even in large staff meetings. This is to remind their staff of their mission and how they have changed the lives of their clients. Leaders also tell stories to their teams on the value they bring to the clients, either directly or indirectly.
By helping others reframe their perspective, leaders enable purpose to be discovered even in the ordinary.
A closing reflection
The future of high-performance cultures is not about louder motivational talks or more elaborate reward schemes. Those may spark temporary enthusiasm, but they will never sustain long-term excellence.
True high performance comes when people are connected to meaning. When they know their work matters. When they feel trusted, empowered, and encouraged to bring their best ideas forward. And when even the mundane is reframed as part of something significant.
Great leaders don’t just rally their teams, they build cultures where people feel connected to their work. And when work has meaning, performance and fulfilment follow.
We help managers and leaders craft powerful stories that inspire, connect, and give purpose to everyday tasks. If you want to build high performance culture grounded in meaning, contact us to discuss more.
Also Read: Evolving Leadership: Turning Daily Challenges into Long-Term Vision
