Herzberg Cheat Code

Some teams show up and give their best every day. Others check out long before they ever walk out the door. Why the difference?

It’s a question I challenge every leader to ask; especially in today’s environment, where high turnover and disengagement can quietly drain your organization’s potential.

Back in the 1950s, Frederick Herzberg introduced a theory that’s still one of the most relevant pieces of leadership research we have. It breaks workplace motivation into two categories:

Hygiene Factors: These don’t drive motivation, but if they’re missing, people won’t stay:

• Fair pay

• Job security

• Work conditions

• Company policies

• Supervision

• Team relationships

Motivators: These fuel engagement and satisfaction:

• Achievement

• Recognition

• Responsibility

• Personal growth

• Purpose

Herzberg’s insight was clear: leaders can’t expect engagement just by getting the basics right. True motivation takes more than a paycheck, it takes purpose, ownership, and growth.

How Today’s Leaders Can Apply Herzberg’s Research

In today’s workplace, hygiene factors are just the entry point. If you miss them, you’ll lose people. But if that’s all you offer, your best talent still won’t be inspired to do their best work. People want to be developed. They want to be trusted. They want to know their work matters.

To help leadership teams apply this in practical terms, I use a simple, research-backed framework that modernizes Herzberg’s work. Here’s how to build a culture that motivates from the inside out.

The M.O.T.I.V.A.T.E. Framework

This is a leadership tool I use in coaching sessions to help organizations take intentional steps toward better engagement and retention.

M – Measure the Basics You can’t improve what you don’t track. Start by getting honest feedback on hygiene factors. Quarterly check-ins or short pulse surveys can highlight gaps before they turn into exits.

O – Own Recognition Moments Recognition isn’t just a bonus; it's fuel. Leaders should acknowledge progress and performance consistently, not just at review time.

T – Tie Work to Purpose If someone doesn’t know why their role matters, they’ll eventually stop caring. Connect individual work to the bigger mission. Make it clear how each person contributes.

I – Invite Growth Motivation rises when people feel like they’re moving forward. Offer new challenges, stretch projects, or mentorship even if a promotion isn’t available yet.

V – Voice Matters People don’t leave companies... they leave environments where they feel ignored. Ask for input. Create space for feedback. Show that their perspective carries weight.

A – Assign Meaningful Responsibility Don’t just delegate tasks. Give ownership. When someone feels trusted to lead or solve problems, motivation naturally increases.

T – Track and Adjust Motivation isn’t static. Leaders should regularly evaluate where engagement is dropping and be willing to adapt. Pay attention to patterns and take corrective action.

E – Elevate the Culture Daily Culture isn’t built in an all-hands meeting, it’s built in the conversations, decisions, and behaviors that happen every day. Show up with integrity, clarity, and consistency.

Herzberg was right: people don’t come alive at work just because their paycheck clears. They come alive when they’re seen, challenged, and led with purpose.

In a world where skilled employees have options, the best investment you can make isn’t just in salaries it’s in the way you lead.

Leadership isn’t about managing the work. It’s about inspiring the people who do it.