Why Drive Trumps Ambition in the Workplace: A Guide for HR Professionals

Whether you are an HR professional within a small to enterprise organisation, an internal talent acquisition partner, or an agency recruiter, understanding the subtle yet significant nuances between ambition and drive will benefit you in identifying stellar candidates and employees. While both traits are commonly sought after in candidates and employees, understanding the disparity between the two is fundamental for building resilient teams, especially during times of restructuring.

Let’s start by defining our terms. Ambition, often portrayed as the burning desire for success, is deeply personal. In fact, I try to steer away from asking interview questions that measure ambition because of how individually personal it is. Ambition is the innate hunger for advancement, recognition, and achievement, which varies greatly from person to person. Ambition drives individuals to set lofty goals, strive for promotions, and seek external validation of their accomplishments. It’s like the fuel in the engine, propelling individuals forward on their chosen path.

On the flip side, drive is more about sustained energy and determination towards a particular goal or outcome. It’s the relentless pursuit of excellence, characterised by resilience, adaptability, and intrinsic motivation. Drive inspires others and can be instilled and fostered. While ambition may waver in the face of obstacles or setbacks, drive perseveres, fueled by an inner passion or purpose. Drive is less about climbing the corporate ladder and more about making a meaningful impact, regardless of title or status.

So, why is drive a better measure of a candidate or employee than ambition? Firstly, drive is inherently less egocentric than ambition. While ambitious individuals may prioritise personal advancement and recognition, driven individuals are more focused on contributing to the greater good of the team or organisation. They are willing to roll up their sleeves and do whatever it takes to achieve shared objectives, even if it means sacrificing personal glory.

To boot, drive is a more reliable predictor of long-term success and resilience in the face of adversity. Think about the current economic and business environment here in New Zealand, where change is constant and restructuring is a common occurrence. Organisations need employees who can weather the storm and emerge stronger on the other side. Drive provides the grit and determination necessary to navigate uncertainty, pivot quickly, and bounce back from setbacks.

During times of restructuring, the distinction between ambition and drive becomes even more pronounced. While ambitious individuals may become disheartened or demotivated by changes to their career trajectory or organisational structure, driven individuals see it as an opportunity for growth and innovation. They are agile enough to adapt to new roles or responsibilities, leveraging their skills and expertise to drive positive change within the organisation.

So, how can HR professionals and recruiters identify and nurture drive in potential candidates and existing employees? It starts with asking the right questions during the hiring process and ongoing observation of current staff. Instead of focusing solely on past achievements or career aspirations, delve deeper into the candidate’s values, passions, and problem-solving abilities. Look for evidence of resilience, resourcefulness, and a growth mindset. This again shows how behavioural recruitment is the way to go. If you haven’t looked into behavioural recruitment yet and you’d like to learn more, reach out to me and we can have a bit of a chin wag over a coffee.

For those involved in the people and culture side of an organisation, create a work culture that fosters intrinsic motivation and continuous learning. Provide opportunities for employees to take on new challenges, develop new skills, and pursue their passions. Recognise and reward individuals who demonstrate drive and initiative, regardless of their hierarchical position within the organisation. By cultivating a culture of drive, you not only attract top talent but also retain and empower your existing workforce. You know the cost of replacing top talent, so it behoves you to tweak and finesse the culture, ecology, and ethos of your organisation.

Let’s quickly sum things up; while ambition may drive individuals to pursue personal success, it’s drive that ultimately propels teams and organisations towards greatness. By prioritising drive over ambition in your hiring and talent development strategies, you can build resilient teams that thrive in the face of change and uncertainty. So, the next time you’re evaluating a candidate or employee, ask yourself: do they have the ambition to succeed, or the drive to excel?