Motivation Revisited: The Achievement Society for the 21st Century

What’s Really Holding Executives Back?

Success at the highest levels of leadership isn’t just about skills, experience, or connections. Today’s executives have more resources at their fingertips than ever before—vast professional networks, access to specialized knowledge, and opportunities in industries hungry for expertise. And yet, many leaders still feel an unsettling gap between what they’ve achieved and what they truly want.

So what’s missing?

The answer isn’t found in external factors like promotions or market conditions. Instead, it lies in a deeper understanding of what truly motivates you—the forces that shape your ambitions, drive your decisions, and ultimately define your career satisfaction.

For decades, motivation theories have helped explain human ambition. But today’s executives are operating in a world far removed from the leadership models of the past. The traditional frameworks no longer fully capture what propels modern leaders forward. It’s time to rethink how we define motivation in the achievement-driven society of the 21st century.

The Evolution of Executive Motivation

In 1961, psychologist David McClelland published The Achieving Society, which introduced a simple yet powerful model of motivation. He identified three primary forces that drive human behavior:

• Achievement – The drive to set and reach goals.
• Power – The desire to influence others and lead.
• Affiliation – The need for strong relationships and belonging.

For decades, this framework helped explain why people pursued certain careers and leadership roles. But for top executives today, achievement isn’t the full story—it’s simply the starting point. Achievement is no longer a motivator; it’s a given.

Executives don’t struggle with whether they’ll succeed. Instead, they wrestle with how they define success. That’s why we propose a new, more relevant model—one that replaces achievement with two additional factors:

• Economic Opportunity – The extent to which financial incentives shape decisions.
• Risk Tolerance – The ability and willingness to navigate uncertainty.

These two factors better reflect the reality of modern executive life. Some leaders chase influence, others seek wealth, and still others thrive on risk-taking and innovation. The key to fulfillment isn’t just recognizing these motivators—it’s aligning your career with the ones that matter most to you.

The Four Motivators of High-Performing Executives

When we apply this updated model to today’s leadership landscape, we find that most executives are driven by some combination of four key motivators:

• Power – The ability to shape decisions and control outcomes.
• Affiliation & Influence – Building relationships and shaping ideas.
• Economic Opportunity – Prioritizing financial success and wealth creation.
• Risk Tolerance – Embracing uncertainty and bold decision-making.

These motivators don’t exist in isolation. Each leader is a mix of at least two, and the way these forces interact can determine the most fulfilling career path.

How Motivations Shape Career Choices

Leaders who understand their dominant motivators make better career decisions. They choose roles that align with their strengths, avoid paths that lead to frustration, and maximize both professional success and personal satisfaction.

For Power-Driven Leaders

Power isn’t just about authority; it’s about the ability to influence outcomes. Power-driven executives thrive in roles that allow them to shape strategy, direct teams, and make high-impact decisions.

If power is paired with economic opportunity, traditional general management roles—like CEO, CFO, or division head—offer the best fit. These leaders thrive in structured corporate environments where they can climb the ranks and accumulate both influence and wealth.

If power is paired with affiliation and influence, success may come from less traditional leadership roles. These leaders excel as thought leaders, industry pioneers, or high-profile consultants. Their impact comes from shaping conversations and guiding organizations rather than commanding them outright.

If power is paired with risk tolerance, entrepreneurship becomes a natural fit. These leaders don’t just want to lead; they want to build something from the ground up, making bold moves and defining their own rules.

For Affiliation & Influence-Driven Leaders

Some leaders aren’t just motivated by authority or financial gain—they thrive on relationships and the ability to shape conversations. They find success in roles that allow them to connect, influence, and build networks of trust.

If affiliation is paired with risk tolerance, careers in professional services, consulting, and coaching offer the ideal balance. These roles provide variety, intellectual challenge, and the opportunity to shape industries through expertise and connections.

For Economic Opportunity-Driven Leaders

For some executives, financial success is the primary measure of achievement. These leaders are drawn to industries and roles where financial rewards are directly tied to performance.

If economic opportunity is paired with affiliation and influence, financial services is a natural fit. Careers in investment banking, private wealth management, and high-stakes corporate finance allow these leaders to thrive by building networks while generating wealth.

If economic opportunity is paired with risk tolerance, alternative asset management—hedge funds, venture capital, and private equity—becomes the preferred path. These leaders are comfortable making bold bets and navigating the volatility of high-stakes financial decision-making.

Aligning Motivation with Reality

Understanding your motivations is only part of the equation. The real challenge is aligning them with the opportunities available to you.

Some executives struggle when their motivators don’t match their organization’s values. A power-driven leader in a highly collaborative culture may feel stifled. A relationship-focused leader in a rigid hierarchy may feel disconnected. The key is recognizing these misalignments before they lead to career stagnation or dissatisfaction.

At the same time, not every career move will align perfectly with your top motivators. Sometimes, an opportunity arises that requires stepping outside your comfort zone. The trick is distinguishing between a strategic detour—a move that expands your skill set—and a career misstep that pulls you away from what truly drives you.

Final Thoughts: Find Your True North

Success isn’t just about achieving more. It’s about achieving the right things—the ones that resonate with who you are and what you value most.

By understanding your top two motivators, you can take control of your career in a way that feels both strategic and authentic. You’ll make better choices, align with the right opportunities, and experience the kind of success that isn’t just measured in titles or salaries—but in a deep, lasting sense of fulfillment.

So ask yourself: What really drives you? The answer might just change the way you define success.