Restoring Motivation in Turbulent Times

The ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy.”

— Martin Luther King Jr.

In times of strife—when the systems that once worked begin to fray—motivation doesn’t just dip; it distorts. You may be leading through unresolved conflict, power struggles, or quiet disengagement inside your organization. Externally, you might be facing market volatility, reputational risk, or industry-wide disruption. The ground feels unstable—and the weight of expectations heavier than ever.

What do you do when your own motivation falters? And how do you reignite the motivation of those who look to you for direction, clarity, and hope?

These are not signs of weakness—they’re signals of complexity. And research offers a powerful lens: leadership motivation can be restored, even in adversity, by drawing on deep psychological needs, values, and meaning. What follows are four evidence-based pathways to help you do just that—for yourself, and for those you lead.

1. Rebuild Motivation by Cultivating Autonomy, Competence, and Relatedness

“What lies behind us and what lies before us are tiny matters compared to what lies within us.”
— Ralph Waldo Emerson

Motivation falters when we feel powerless, ineffective, or disconnected. Self-Determination Theory (Deci & Ryan, 2012), identifies three universal needs that fuel motivation:

• Autonomy: the experience of meaningful choice

• Competence: the belief that one is effective or improving

• Relatedness: the sense of connection and contribution to others

When systems break down, these needs often go unmet. But leaders can rebuild them—starting with themselves.

A COO navigating a sudden leadership shake-up felt sidelined from key decisions. In coaching, he identified a few high-impact areas where he could still shape outcomes—and doubled down on mentoring two VPs. That restored his sense of autonomy and relatedness. To rebuild competence, he shifted focus from “how to fix it” to understanding what had changed—interviewing stakeholders, mapping power shifts, and reflecting on the root causes of the organizational strain. That learning helped him make sense of the new dynamics, reorient his influence, and prepare to lead more effectively in similar conditions down the line.

For your team: Acknowledge that autonomy doesn’t mean full control—but invite people into decisions they can influence. Highlight where they’re improving, not just where targets aren’t being hit. Reinforce connection by creating time to reflect together, not just transact.

Motivation isn’t simply emotional—it’s structural. The research suggests that when autonomy, competence, and relatedness are rebuilt, energy follows (Deci & Ryan, 2012).

2. Foster Psychological Flexibility to Stay Grounded in Values During Uncertainty

“Between stimulus and response there is a space. In that space is our power to choose our response. In our response lies our growth and our freedom.”
— Viktor E. Frankl

When the pressure mounts, many leaders default to rigidity—pushing harder, trying to control what can’t be controlled. But research shows that psychological flexibility—the ability to stay present, accept difficult emotions, and act in alignment with core values—is what predicts resilience and sustained leadership performance (Hayes et al., 2006; Kashdan & Rottenberg, 2010).

A public-sector CEO, facing vocal opposition to a controversial initiative, found herself swinging between defensiveness and paralysis. In coaching, we focused on her core values: transparency, accountability, and courage. Instead of reacting to every challenge, she began opening each team meeting by naming the tension—and reaffirming what values were guiding her response. Her presence changed the room.

For your team: Model the discomfort you’re willing to hold without reacting. Name what you stand for—even when you can’t control the outcome. This invites others to lead with principle, not panic.

Leaders don’t need all the answers. But research suggests that it can be helpful to model how to act with integrity amid ambiguity (Hayes et al., 2006; Kashdan & Rottenberg, 2010).

3. Reframe Crisis as a Catalyst for Post-Traumatic Growth

“The wound is the place where the Light enters you.”
— Rumi

Post-Traumatic Growth Theory reveals something powerful: adversity, when reflected on and integrated, can lead to personal and professional transformation—greater clarity, stronger purpose, and deeper relationships (Tedeschi & Calhoun, 1996).

After a failed M&A deal derailed his team’s strategic roadmap, a divisional president felt like he had lost credibility. But instead of pushing forward as if nothing had happened, he paused. He held a town hall to name the setback, share what he personally learned, and invite others to reflect on what the experience had surfaced for them. This honesty reshaped trust—and surfaced a new, bottom-up strategy that was stronger than the original.

For your team: Don’t skip past the pain. Instead, help them frame what’s been lost and what’s been clarified. Ask: What do we now know about ourselves that we didn’t before? What might we build from here?

The research suggests that growth is not automatic—but when meaning is made, it becomes possible (Tedeschi & Calhoun, 1996).

4. Use Purpose as a Motivational Anchor

“He who has a why to live can bear almost any how.”
— Friedrich Nietzsche

When structure fails or goals shift, it’s easy to feel unmoored. But purpose—a sense that our work matters beyond the task at hand—is a powerful stabilizer. Research shows that meaningful work strongly predicts motivation, engagement, and resilience (Steger et al., 2012).

A hospital administrator, caught in the overwhelm of COVID-era staffing shortages, began his days by reading one patient thank-you letter out loud during shift briefings. It was simple—but it reminded the staff, and himself, why the work mattered. Morale didn’t just stabilize; it began to rise.

For yourself: Ask: Who benefits when I lead well today? What values do I want my decisions to express?

For your team: Connect the dots between what they do and who it serves. Tell stories that remind them their efforts have ripple effects—even when results are slow to show.

Research suggests that when the “what” and “how” are unclear, the “why” can still anchor us (Steger et al., 2012).

Final Word: Motivation in Strife Requires More Than Grit—It Requires Leadership

In times of strife, motivation doesn’t vanish—it hides. It retreats beneath the weight of uncertainty, disillusionment, and broken systems. And when it does, leaders face two challenges: how to restore motivation in themselves, and how to reignite it in those they serve.

Research offers more than resilience slogans—it offers direction. Motivation returns when leaders restore agency, competence, and connection—not just for themselves, but for their teams. It deepens when they act with psychological flexibility—responding not with reflex, but with values. It sharpens when they treat crisis not as failure, but as a crucible for growth. And it sustains when they anchor people in purpose—especially when outcomes remain uncertain.

This isn’t about staying upbeat. It’s about staying anchored. It’s about seeing clearly, acting deliberately, and creating the conditions where people can re-engage—not because they’re told to, but because something meaningful calls them forward.

If you’d like help putting these strategies into practice—in yourself, your team, or your organization—we’d be honored to support that journey.   Contact us for a free consultation.