What Really Motivates High-Performing Teams

Claire Monroe

Hey everyone—welcome back to The Science of Leading. I’m Claire Monroe, and as always, I’m here with Edwin Carrington. Edwin, you ready to dig into what really makes high-performing teams... well, perform?

Edwin Carrington

Always. Glad to be here. Motivation’s one of those topics I’ve seen misunderstood more times than I can count. People throw around “engagement” like it explains everything—but honestly, it’s just the tip of the iceberg.

Claire Monroe

Totally. And, like... I didn’t get that at first, either. Early on, if someone looked busy, I just assumed they were motivated. But, you know, showing up on time and hitting KPIs—doesn’t always mean someone’s invested.

Edwin Carrington

Exactly. Engagement is what we see—attendance, participation, activity. Motivation is the deeper engine. It’s what drives someone to care—to go beyond the minimum, to stay curious, to push through when no one’s watching. And often, the signs of fading motivation show up way before any data catches it.

Claire Monroe

Yeah... that hits. My first job out of college? Everyone hit quota, but half of us were secretly job hunting during lunch. There was this one woman—super reliable, hit every meeting, always nodded along. But she’d been interviewing for months. Looked engaged. But the motivation? Already gone.

Edwin Carrington

That’s the trap. A team can look fine on paper—until suddenly, people start quitting or performance tanks, and leaders are blindsided. But if you step back, the cues were there. What we see at OAD—and what the best research backs up—is that truly motivated teams bring a different kind of energy. Ownership. Proactive problem-solving. The stuff that actually moves the needle.

Claire Monroe

So where’s that spark come from? Like—is it mostly about money? Or are we talking something deeper?

Edwin Carrington

It’s layered. Psychologists distinguish between intrinsic motivation—doing something because it feels meaningful—and extrinsic motivation, which is driven by external rewards: money, praise, status. Maslow’s hierarchy is one lens—people move from basic needs to wanting growth, connection, purpose. Then there’s expectancy theory: people are motivated when they believe their effort leads to success, that success leads to real rewards, and those rewards actually matter to them. Break that chain at any point, and the whole thing crumbles.

Claire Monroe

That tracks. I’ve been on teams with good pay and even bonuses, but if the work felt pointless—or like no one really cared what I did—I checked out. But other times, just having room to make decisions or see the impact of what I was doing? That alone kept me in it.

Edwin Carrington

Exactly. Autonomy, mastery, purpose—those are powerful internal drivers. But here’s the nuance: motivation lives in context. You can have the best intentions, but if the role doesn’t fit, the culture sends mixed signals, or leadership undermines trust—motivation will leak away. Slowly, and often invisibly.

Claire Monroe

Okay, let’s zoom in. You’ve coached so many teams—what actually builds motivation on the ground? Like, real-world, not just theory.

Edwin Carrington

Leadership. Without a doubt. The consistency of communication, the clarity of expectations, and the credibility of what’s promised—that’s what builds psychological safety. And that safety isn’t fluff. It’s the bedrock of risk-taking, learning, creativity. Without it, people play defense. They shut down.

Claire Monroe

And culture, right? Like, not what’s in the handbook—but what actually happens. Who gets promoted. What gets swept under the rug. I’ve seen places where the stated values were all about “integrity,” but then someone who cut corners kept getting bonuses.

Edwin Carrington

Exactly. Culture isn’t aspirational—it’s observable. When behavior and outcomes don’t match the slogans, trust erodes. Fast. And that hits motivation hard. People don’t just want fairness—they need it to stay invested. And then there’s job design. If someone’s role is a mess—unclear scope, mismatched skills, overlapping responsibilities—that confusion becomes demotivating. Even well-meaning performance bonuses can backfire if they reward the wrong behaviors.

Claire Monroe

Wait, this is reminding me of that story you told—about the manufacturing plant supervisor? The one who fixed a quality issue before it became a fire drill?

Edwin Carrington

Ah, yes. That one always stuck with me. He noticed a subtle trend—small defects creeping into production. Nothing formal had been flagged yet. But instead of waiting, he quietly redesigned the shift-change checklist. No big meeting. No directive. Just initiative. Within weeks, quality improved and waste dropped—before senior leadership even knew what had changed. That’s motivation. That’s ownership without needing a nudge.

Claire Monroe

That kind of action—you can’t fake it. And you definitely can’t buy it with, like, pizza parties and inspirational posters. It’s built over time. Through the right kind of leadership, culture, and, honestly—just being allowed to do your job well without unnecessary friction.

Edwin Carrington

Exactly. It’s not one big thing—it’s the alignment of many small ones. And when that alignment breaks? Motivation starts to fade. Quietly, then all at once.

Claire Monroe

Okay, practical brain on—what can leaders actually do to support motivation? Not the flashy stuff, but the real levers.

Edwin Carrington

First—clarify the win. Make sure people know what success looks like, why it matters, and how they contribute. Vague goals or constantly shifting priorities are demotivating. Then, build a habit of regular feedback. Not just once a year—weekly check-ins, real-time praise, honest conversations.

Claire Monroe

And give people some breathing room. I mean—actual trust. Not just “you own this,” but backing them when they take initiative or hit a snag. That kind of autonomy? It fuels motivation like nothing else.

Edwin Carrington

Exactly. And add enrichment—stretch projects, learning opportunities, chances to grow. Retention isn’t just about keeping people happy—it’s about keeping them challenged. And look, motivation evolves. That’s why regular assessments and feedback loops matter. You need visibility into what’s really going on—beyond gut feel.

Claire Monroe

I’ve seen that firsthand. Some folks need structure to thrive. Others want full autonomy. One-size-fits-all just... doesn’t work. That’s why data matters, right?

Edwin Carrington

Exactly. That’s where tools like OAD can help. Behavioral assessments give you visibility into what actually drives people—across the team. So instead of guessing, you can support and structure roles with intention.

Claire Monroe

So, just to land the plane: get clear, stay connected, design roles with care—and listen to what people actually need. What do organizations still get wrong here?

Edwin Carrington

They go straight to the surface. Perks, slogans, quick wins—none of that lasts if the core is shaky. Motivation isn’t a side project. It’s a leadership discipline. If your team lacks clarity, respect, or meaningful feedback, the best perks in the world won’t save you. Get the basics right—and keep doing them.

Claire Monroe

Yeah—it’s not something you “check off.” Motivation moves. It’s alive. You’ve gotta track it, earn it, and actually understand what’s behind the behavior.

Edwin Carrington

Right. Treat it as strategic. Because when you do? You get better performance, stronger teams, and people who care. Really care.

Claire Monroe

So—if you’re wondering how to put this into action... you can test out OAD’s tools—like behavioral assessments—for free at o-a-d-dot-a-i. It’s a simple way to improve team fit and take the guesswork out of motivation.

Edwin Carrington

Claire, always a pleasure. And to our listeners—thanks for joining us. Motivation isn’t easy, but the payoff? It’s real.

Claire Monroe

Couldn’t agree more. Stick with us—there’s so much more ahead on The Science of Leading. Until next time, Edwin—

Edwin Carrington

Thanks, Claire. Goodbye, everyone—take care and stay curious.