The human brain is wired to enjoy solving challenges. Asking "What puzzles would you like to solve?" sparks passion and ownership. In contrast, asking "What are your goals?" often elicits a feeling of obligation and a list of burdensome tasks, draining the work of its inherent meaning and excitement.

In a remote workforce, scrappy problem-solving is often invisible. Leaders must create a system to surface and publicly celebrate reps who use creativity to overcome blockers. This not only rewards the desired behavior but also transforms individual wins into scalable learning moments for the entire team.

Great leaders motivate their teams by consistently showing up as the same person every day, regardless of wins or losses. This predictable behavior builds trust and focuses the team on sustainable, incremental improvements—the "tiny drops of water" that build an ocean—rather than relying on inconsistent, high-emotion tactics.

Forget “loving the process.” The process is a non-negotiable requirement for achieving goals. Treating it as a task that must be done, rather than an activity you must feel passionate about, removes debilitating emotion and ensures consistent, high-quality execution.

To sustain sales team hunger, leaders should prioritize small, daily recognitions over waiting for major milestones. A quick Slack message acknowledging good work reinforces positive behavior and connects daily effort to the bigger picture, making people feel their work is appreciated.

Instead of fixating on lagging outcomes like final scores, leaders should identify and replicate "golden hours"—periods where inputs, behaviors, and strategies were working perfectly. This shifts focus from results to the controllable process that creates them.

Constant, raw speed leads to burnout. A more effective operational model uses "pace"—a sustainable level of high performance—and "intervals," which are targeted sprints for key initiatives. This approach allows an organization to maintain long-term momentum without exhausting its team.

Better products are a byproduct of a better team environment. A leader's primary job is not to work on the product, but to cultivate the people and the system they work in—improving their thinking, decision-making, and collaboration.

Motivation is a finite, emotion-driven resource, especially during uncertainty. Great leaders supplement it by instilling team discipline—a set of agreed-upon practices performed consistently, regardless of feeling. This creates progress when inspiration is low and sustains long-term effort.