This Is Why 80% of Us Feel Unmotivated at Work (And How to Fix It)

“Only 2 in 10 employees strongly agree that their performance is managed in a way that motivates them to do outstanding work.”

That sucks, right? And if you're reading this, chances are you're part of the 80% who feel otherwise.

The average full-time employee spends about 53 hours per week working. That's a lot of time to spend feeling unmotivated and disconnected from your work.

I've been there: dreading the end of the weekend, having a hard time focusing on work because there doesn’t seem to be a clear purpose or strategy, feeling resentful about time and effort put into projects you know no one will care about a week from now.

The impact of poor performance management extends far beyond being frustrated with your day-to-day work. Here's what's actually happening:

• You start feeling seriously undervalued, even though you know you're bringing good stuff to the table
• Nobody seems to know what they actually want from you, so you waste time and energy on things that might not even matter
• That passion you used to have? Yeah, it turns into watching the clock and counting down to Friday
• Every day starts feeling like an uphill battle (and not the good kind that helps you grow)
• Really talented people? They're updating their LinkedIn profiles and getting ready to bounce
• And then it doesn't get better - low motivation leads to mediocre work, which makes you feel even worse about your job

Despite this, nearly half of new year's resolutions focus on work or career, so clearly we all want better.

If you want to start your year off with an intentional performance management plan that actually positions you to do great and fulfilling work, here’s a framework for you to work through with your manager:

1. Get Clear on Your Role

Fun fact: more than 50% of employees don't have a clear understanding of what's expected of them at work.

Wild, right? So grab some time with your manager and:

• Get your hands on your current role profile and leveling docs. If you’ve read them before, read them again.
• Have a conversation about how you’re measuring against expectations. If you two disagree on anything, use specific project examples to get direct feedback about what is and isn’t going well.
• Ask about gaps you should work on, and be prepared to take action on constructive feedback rather than getting defensive.
• Talk about the areas you’re crushing it in, so you can do more of that - your strengths deserve significant investment.

Pro tip: Document these conversations and keep running notes summarizing the key takeaways and your action items.?

2. Get Clear on the Unspoken Expectations

Every leader has unofficial expectations that aren't written in any job description. These invisible rules are often what tips the scale in ratings and leveling decisions. Instead of mind-reading, have an open conversation with your manager about:

• Their vision and goals for the team
• How they expect you to contribute to these goals
• Your manager’s perspective on what separates good from great performance

Remember: This is about understanding the complete picture of what success looks like in your organization. It’s not about kissing up, it’s about leveling the playing field.

3. Map Out Where You’re Headed

Look beyond your current role, but don’t just focus on promotion-hunting. Take the time to understand the bigger picture of your career trajectory. Grab the next level job description for your role and have a conversation with your manager about:

• What they expect from someone at that next level
• Any gaps they see between your current capabilities and next level requirements
• Suggestions on how you can actively start closing those gaps?
• Potential opportunities and projects you can take on to start demonstrating higher-level skills

4. Create Accountability Through Regular Check-ins

Annual performance reviews aren't enough – they never were. Nearly 50% of people only have performance discussions once a year, which is like trying to navigate a year-long road trip with only one map check. Instead:

• Schedule recurring discussions with your manager to talk about your performance. Weekly or bi-weekly are ideal, but no less frequently than monthly
• Come prepared with updates on your progress and any questions you have
• Be candid about what's working and what's not
• Document your wins (in detail, with metrics) and learning moments along the way

Final Thoughts on Performance Management

Your motivation and excitement about work are directly tied to two things:

1. Your ability to understand, own, and improve your career trajectory
2. Your relationship with and understanding of your leadership?

If you don’t feel like you’re getting the support you need, it’s important that you take control of the situation, while also holding your manager accountable to do their part in supporting your growth.?

Now, I know what some of you are thinking:

"My manager isn't engaged enough for this to work."

I hear you.

But here's my challenge: do it anyway.

Your career is your responsibility, and it’s too important to leave to chance in someone else's system.

So grab that calendar invite, schedule that conversation, and start owning your growth. Trust me, the motivation usually shows up after you take that first step, not before.

BTW: If you do all this and find that you’re still struggling, stay tuned for my next post. I'll follow up with how to navigate performance management when your manager isn't exactly... engaged.

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Did any of this hit home for you? Drop a comment below and share your experience. And if you want more insights like this, tune in on Mondays and Wednesdays for more helpful articles, or check out my latest newsletter.