The Unseen Motivators That Shape How Leaders Define Success
There is a familiar phrase used by many coaches: “When climbing the ladder of success, make sure it’s leaning against the right wall.” This pithy adage reflects a crucial question at the heart of leadership research: How do leaders judge their success and that of their organisations? The answers to this question reveal the motivations, priorities, and biases that underpin their decision-making. These factors, often unseen, play a significant role in shaping organisational culture and the services provided.
Daniel Kahneman, in his book Thinking, Fast and Slow, distinguishes between two cognitive processing systems:
- System 1: Fast, automatic, and intuitive, relying on patterns and past experiences to make quick decisions.
- System 2: Slow, effortful, and deliberate, used for more complex problems requiring greater analytical focus.
Leaders constantly navigate both these systems in their day-to-day work. Yet, beyond the conscious mental processes they apply to problem-solving, a tapestry of less visible drivers—biases, beliefs, subconscious influences, and ambitions—shapes how they define success. Understanding and managing these “unseen motivators” is critical for leaders to create authentic measures of accomplishment for themselves, their organisations, and wider communities.
Personal Values and Beliefs
Values and beliefs sit at the core of a leader’s identity, subtly shaping their approach to decision-making and determining what they perceive as success. Consider a leader who values loyalty and camaraderie above all else. This individual might define success through the strength of team unity and mutual support. Conversely, another leader—driven by a passion for innovation—may judge success by the extent to which they disrupt the market with fresh ideas.
If leaders fail to reflect on how personal values shape their definition of success, they may unconsciously pursue goals that serve only their private motivations. By actively aligning organisational objectives with clearly articulated values, leaders can promote sustainable growth and maintain ethical standards.
Cultural and Environmental Influences
Our upbringing and environment—encompassing family norms, societal expectations, and past experiences—profoundly influence our perspective on success. Leaders from achievement-centric backgrounds may feel compelled to strive for continuous overachievement or perfectionism. Others who have overcome adversity might measure success in terms of resilience and the ability to bounce back from setbacks.
When leaders disregard how their backgrounds or cultural environments have shaped them, they risk imposing unrealistic expectations on themselves or others. By acknowledging and examining these influences, leaders can chart a balanced path that marries ambition with empathy.
Subconscious Biases and Fears
Biases and fears often dwell beneath the surface, but they strongly influence leadership decisions. Leaders might have preconceived notions about what success should look like—whether driven by stereotypes (e.g., focusing solely on profit) or a deep-seated fear of failure. The fear of losing status or control can also prompt leaders to stick rigidly to certain definitions of success, potentially stifling innovation and growth.
Unacknowledged biases can hinder creativity, inclusivity, and positive change within teams and organisations. By recognising and addressing these biases, leaders can create an environment that promotes innovative thinking and champions diverse voices.
External Pressures and Expectations
Societal scrutiny, market demands, and stakeholder pressures all exert an often-unseen pull on a leader’s definition of success. Economic systems prioritising perpetual growth may push leaders to focus heavily on short-term financial gains, sometimes to the detriment of long-term resilience or ethical considerations. Political or social pressures can also steer leaders towards ‘safe’ or populist decisions rather than those aligned with a more genuine, strategic vision.
Overemphasis on external pressures can erode an organisation’s sense of purpose. Leaders who openly acknowledge these influences can strategise for short-term viability without sacrificing the broader vision and values that underlie sustainable success.
Emotional Drivers and Personal Aspirations
Beyond the outward quest for ‘success’, many leaders harbour deeper, sometimes unnamed ambitions—desires for legacy, the pursuit of self-fulfilment, or the wish to leave a meaningful impact. These emotional drivers can fuel extraordinary achievements but can equally lead to burnout or misaligned priorities if they remain unexamined.
Without awareness of these emotional undercurrents, a leader’s pursuit of success can become a purely personal quest rather than a path towards meaningful contribution. By acknowledging personal aspirations, leaders stay grounded and ensure their vision serves the organisation’s mission and the greater good.
Embracing Self-Awareness
Cultivating self-awareness is the cornerstone of strong, future-facing leadership. By exploring their hidden motivators, leaders gain insight into how and why they make certain decisions—and whether those decisions align with their stated values and principles. This introspection empowers leaders to fine-tune their definition of success, ensuring it rests on ethically sound, genuinely ambitious, and personally fulfilling foundations.
Practical Steps to Foster Self-Awareness:
- Regular Reflection: Schedule time to critically examine decisions and behaviours. Journaling, for example, can reveal unconscious habits or motivators.
- Seek Feedback: Encourage candid dialogue with colleagues, mentors, and team members. Outside perspectives can help expose blind spots.
- Engage in Coaching or Mentorship: Professional coaches or experienced mentors can guide leaders in uncovering and tackling deep-rooted biases and fears.
- Cultivate Mindfulness: Techniques like meditation, breathwork, or daily check-ins can help leaders stay present and attuned to their underlying emotional drivers.
Redefining Success
In an era grappling with pressing issues such as climate change and socio-economic disparities, organisations need leaders whose definition of success looks beyond profit margins or personal accolades. Leaders attuned to their hidden motivators are more likely to embrace inclusive, ethical, and sustainable practices—ensuring that today’s gains do not undercut tomorrow’s possibilities.
Key Takeaways:
- Align personal values with organisational aims to maintain an authentic and ethically grounded pursuit of success.
- Recognise cultural and environmental conditioning to prevent perpetuating unrealistic standards or biases.
- Identify and manage fears and biases to cultivate an open, innovative organisational culture.
- Balance external pressures with core values to preserve long-term organisational viability and impact.
- Reflect continuously on emotional drivers so they enhance, rather than overwhelm, collective goals.