A new (and largely unchallenged) orthodoxy has crept into the world of performance and workplace learning: discipline beats motivation at work. It’s everywhere from so-called influencers on LinkedIn and TikTok, to bestselling books and is usually peddled as the mature, sensible alternative to relying on feelings. “Don’t wait to feel like doing it,” the influencing goes, “Just do it.” And there’s something seductive about this discipline-only trend. It feels tough, grown-up and practical. After all, motivation is fickle, isn’t it? Discipline, on the other hand, is consistent and dependable.
But is this really the best way to lead, manage, and engage people at work?
In my experience, the answer is no. While discipline certainly has its place, I’d far rather work with someone who ‘wants’ to do something than someone who simply ‘forces’ themselves to get through it. And I’m willing to bet most of us would feel the same, if we paused long enough to think about it.
Discipline may get you going, but motivation still makes the ride smoother.
Where did the discipline-only trend come from?
Much of this trend can be traced to a backlash against overly romantic ideas of motivation. For years, motivational quotes, posters and pep talks dominated the L&D world. In contrast, the discipline movement has a kind of military allure: no fuss, no excuses.
Books like James Clear’s ‘Atomic Habits’ reinforce the value of building routines and systems, rightly pointing out that, ‘waiting to feel motivated is an unreliable strategy’. And they’re not wrong. If the only time I exercise is when I feel like it, I won’t do very much. But Clear also emphasises identity and environment, things that make motivation more likely, not less. In other words, discipline may get you going, but motivation still makes the ride smoother.
Daniel Pink, in ‘Drive’, outlines what really motivates people at work: autonomy, mastery, and purpose. These aren’t fuelled by willpower alone. They’re energised by connection, meaning, and self-direction. Very human desires that are anything but flimsy.
So why the sudden glorification of grit?
Because it gives us a sense of control in a chaotic world. If motivation is unreliable, discipline feels like a lever we can pull regardless of the weather. It’s a comfort. But it’s also a narrow view.
The problem with a discipline-only approach
There’s a quiet cost to prioritising discipline over motivation in organisations. If we praise people solely for pushing through, grinding on, and showing up despite not wanting to, we risk:
- Normalising disengagement: “It’s fine not to care, as long as you deliver.”
- Valuing compliance over creativity: “Stick to the process, not the idea.”
- Reinforcing presenteeism: “Looking busy is more important than being engaged.”
People can do this for a while. But it isn’t sustainable and it’s rarely much fun. And while fun may not be a KPI, let’s not pretend it’s irrelevant.
In one organisation I worked with, a senior manager prided himself on being ruthlessly disciplined. He rose early, ran marathons, met every deadline. But his team? Exhausted and burnt out. Not because he asked too much of them technically, but because he’d stopped paying any attention to what made work worthwhile. “We’re not here to enjoy ourselves,” he’d say. And so they didn’t.
Why wanting to still wins
There’s something magical about watching someone do work they care about. Energy shifts, collaboration improves and ideas flourish.
As any decent coach will tell you, behaviour change is easiest when the person has a reason to care. Even James Clear admits in ‘Atomic Habits’ that habits stick better when they’re part of a meaningful identity: “I’m a runner”, not “I force myself to jog”.
And when people want to do something, they not only do it better; they find ways to improve it. They innovate, they stretch, and they surprise you. That doesn’t mean we abandon structure, discipline, or systems. But it does mean we get intentional around motivation, not just grit.
Tips for moving from grind to get-up and go
If you’re leading others, here’s how to strike the right balance:
1. Start with why (yes, still)
Welcome to the party Mr Sinek, but people have always been more likely to persist when they understand the purpose. Remind teams how their work connects to bigger goals. Link daily tasks to outcomes they care about.
2. Make space for autonomy
Give people choices where possible. How to approach a task, when to tackle it, or how to report on progress. Autonomy fuels ownership.
3. Praise energy, not just effort
Notice when someone is energised or enthusiastic. Say so. Enthusiasm is contagious, and reinforcing it signals that it matters.
4. Build rhythms, not just routines
Help teams build sustainable rhythms, like focused sprints followed by breaks or variety across the week. Discipline is easier when it has rhythm.
5. Ask coaching-style questions
Instead of “Have you done it yet?”, try “What would make this more engaging?” or “What’s the most energising part of this work?”
Beyond tolerated obligations
Discipline matters. It’s the bridge between intention and action. But without motivation, it becomes little more than tolerated obligation. As leaders, we should absolutely build consistency, accountability and resilience, but not at the expense of curiosity, purpose and simple enjoyment.
So yes, discipline might beat motivation on a bad day. But in the long run motivated people always win. They learn faster, stick around longer, and lift those around them.
When people want to do the work, everything gets easier.
