The Bullseye of Employee Motivation
The other weekend, my 9-year-old son asked if he could buy a grabber from Amazon. Not a toy one—he wanted the real deal. He scrolled past the plastic claws and chose one with a telescopic arm, textured grippers, and a sturdy two-pronged claw.
Then, without hesitation, his 5-year-old brother chimed in: “I want a grabber too!”
Did he know what a grabber was? No. Would he have asked for one if his brother hadn’t? Unlikely. But the moment his older brother wanted one, he needed one too.
Why? Because it wasn’t about the grabber itself—it was about feeling included. It was about connection, significance, and belonging.
Understanding What Employees Really Want
This same principle applies in the workplace. When an employee asks for a raise, a promotion, a new title, or additional flexibility, their request is rarely just about the tangible outcome. More often, it’s about what that outcome represents—stability, recognition, autonomy, or a sense of importance.
As leaders, we need to recognize the distinction between the request and the motivation behind it. Picture a bullseye with three concentric circles:
- The outer ring represents the person.
- The middle ring is the request itself.
- The bullseye—the true target—is the underlying need or emotion driving that request.
The challenge for leaders is that employees rarely articulate what’s in the bullseye. Instead, they focus on the middle ring—the tangible thing they think they need. It’s our job as leaders to recognize that what they’re really after isn’t the thing itself, but what it represents.
Let’s break this down with a few examples:
- An employee asks for a raise. On the surface, it seems like a financial request. But is it really about the money? Or is it about feeling valued for their contributions? If they believe their work isn’t recognized, no amount of money will fix that in the long run.
- A team member pushes for a promotion. Do they truly want a new title, or are they seeking greater influence, respect, or security in their role?
- Someone asks for more flexibility. Is it just about adjusting their schedule, or is it about work-life balance, autonomy, or reducing stress?
If we take requests at face value and only focus on the middle ring, we risk making transactional decisions—granting or denying things without addressing the deeper motivation. But when we focus on the bullseye, we can lead in a way that truly resonates.
Leading with Awareness and Intent
Effective leadership isn’t just about granting or denying requests; it’s about understanding what truly drives people and addressing those needs in meaningful ways. Sometimes, fulfilling the request is necessary. Other times, the underlying motivation can be met through mentorship, increased responsibility, recognition, or opportunities for growth.
In an industry like construction, where workforce retention and engagement are critical, this level of awareness is essential. Employees who feel valued and understood are more likely to stay committed, perform at a higher level, and contribute to a strong company culture.
Next time an employee makes a request, take a step back. Instead of focusing solely on the ask, consider the deeper motivation. Can you help them achieve the feeling they’re seeking—whether or not you grant the specific request?
Understanding this distinction separates transactional managers from transformational leaders. And in a competitive industry, that difference is everything.
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