The Motivation Cube is a straightforward, three-part model designed to help leaders understand and boost team motivation across different areas of work and life. It breaks motivation down into three key elements, each represented by an axis of the cube:

• Reward: This is the value or benefit someone feels they’ll gain from a task—whether it’s personal satisfaction, recognition, or something tangible like a bonus. The greater the reward, the more motivated they tend to be.

• Interest: This reflects how much someone enjoys or is curious about a task. When a task sparks their passion or curiosity, it naturally fuels their drive.

• Effort/Cost: This covers the challenges or resources (like time, energy, or even worry) involved in completing a task. The easier or less demanding it feels, the more motivated people are likely to be.

Think of the cube as a way to picture motivation for different tasks or areas—like work projects, personal goals, or team responsibilities—where these three elements interact. The sweet spot, or "goldilocks zone," is when a task offers high rewards, strong interest, and low effort or cost. But motivation isn’t one-size-fits-all; it varies from person to person and can compete across different areas. For example, someone might be eager to tackle a creative project but reluctant to handle routine paperwork. The cube helps leaders see these differences and how they play out subconsciously, based on individual values and priorities.

The Motivation Cube is a practical guide for leaders to:

• Explore Different Areas: Look at what motivates people across various tasks, spotting where enthusiasm shines or where it fades.

• Connect with the Team: Use it to have meaningful conversations, asking questions to uncover what excites people, what they value, and what might be holding them back.

• Adjust and Support: Focus on a specific area where more motivation is needed—perhaps by highlighting rewards that matter to someone, tying tasks to their interests, or easing the effort required—while managing trade-offs with other priorities.

This model is easy to grasp and apply in everyday situations, like planning work or discussing performance. By considering motivation across different areas, leaders can prioritize where to focus—maybe simplifying a tough task or linking it to something someone cares about. It won’t make every task enjoyable, but it helps leaders support their teams better, balancing competing demands and building a more engaged, adaptable group over time.