When Clarity Isn’t Enough: Rethinking How We Motivate Teams
The meeting was productive—or so I thought. I’d outlined our goals with precision, shared the next steps, and confirmed everyone was on the same page. People nodded, asked a few clarifying questions, and we wrapped it up feeling aligned.
But barely an hour later, I received an email: “Just to double-check, what’s our priority for this project again?”
I reread the email in disbelief. Had we not just spent an entire meeting discussing this? The priorities were crystal clear. Or so I’d believed. Yet here it was—evidence that what I said had dissipated into thin air as soon as the call ended.
I typed out a reply: “We can go over this again in tomorrow’s meeting.”
Translation: Why isn’t anyone paying attention?!
And then it dawned on me—it wasn’t that they weren’t paying attention. It was that they didn’t feel connected to the task at hand.
Step 1: Connect Work to Impact
Initially, I thought the solution was more clarity. I broke things down further, added more specifics, and repeated the key points. But no matter how clear the instructions, nothing changed.
Why? Because clarity alone doesn’t inspire action. People need to see why the work matters.
Here’s an example: I used to say, “We need to optimize this codebase.” What they heard: “More tedious work that interrupts my flow.”
Then I reframed it: “If we optimize this codebase, we’ll cut our deployment time in half. That means fewer delays and more time to build cool features.”
Suddenly, the task wasn’t just work—it was a solution to a problem they cared about.
A task feels like a burden. A purpose feels like progress. Leaders don’t just assign work—they show why it matters.
Step 2: Address Hidden Concerns
For a long time, I assumed silence in meetings meant agreement. But I learned the hard way that silence often hides hesitation.
When people don’t act on your plan, it’s not because they’re unmotivated. It’s because something is holding them back—something they might not feel comfortable voicing.
It could be:
Competing priorities.
Doubts about whether the task is worthwhile.
A lack of trust in the process—or even in the leadership.
My mistake? I thought the solution was to push harder. But real leadership isn’t about pushing—it’s about clearing obstacles.
If they seem hesitant, ask what’s on their mind.
If they’re struggling to prioritize, help them figure out what matters most.
If they seem skeptical, explain the reasoning behind the decision.
Assume there’s a barrier—and make it your mission to remove it.
Step 3: Create Ownership
Nobody loves being handed orders, even if those orders make sense. The key to driving engagement is to involve people in the decision-making process.
At first, I’d say: ❌ “We need to improve the code review process.”
People would nod in agreement, and then… nothing.
So I started asking instead: ✅ “What’s the most frustrating part of the code review process for you? If we could fix one thing, what would it be?”
By involving them, they weren’t just following a directive—they were shaping the solution. Ownership isn’t assigned—it’s earned through participation.
A New Outcome
A few weeks later, we had another project kickoff meeting. This time, I approached it differently.
I outlined the goals but also explained the impact. I encouraged the team to challenge the plan, ask questions, and propose adjustments.
Not long after, I got an unexpected follow-up email: “If we prioritize fixing the API integration now, it’ll unblock the client-facing feature by next quarter. Should we tackle it in this sprint?”
They weren’t asking for clarification—they were offering proactive solutions. A sign that they weren’t just hearing the plan—they were embracing it.
Your Takeaway:
Are you assigning tasks or sharing the bigger picture?
Are you assuming alignment or addressing the real blockers?
Are you expecting compliance or fostering ownership?