If behaviours are what leaders do, then motivation is why they do it — and why they keep doing it even when conditions are tough. For high potential leaders, understanding these internal drivers is not optional; it’s essential to helping them thrive rather than burn out.
Our 2026 The Roundtable Report on High Potential Leaders revealed an important tension: high potentials are incredibly engaged, deeply invested in doing great work, and highly committed to their teams — and at the same time, many are running on fumes from unclear priorities, constant firefighting, and the relentless pace of change.
To truly support these leaders, we need to understand what motivates them at a deeper level — what gives them energy, what gives their work meaning, and what depletes them.
Our research partner – Management Research Group (MRG) – offer global research on motivational patterns which gave us an invaluable lens to help make sense of what your high potentials are experiencing.
What Motivates High Potential Leaders
Across industries and cultures, high potential leaders tend to be fueled by a core set of intrinsic drivers. When these needs are met, they are at their best — focused, energized, collaborative, and highly productive.
- They’re motivated by doing great work.
HiPos want to continually get better. They’re energized when they can tackle tough challenges, raise the bar, and see visible progress in themselves and their teams. They are not satisfied with “good enough” — and this drive to improve is a major part of what sets them apart.
This aligns closely with what leaders told us in The Roundtable Report: they’re most engaged when they’re stretched and when they see the connection between their effort and the organization’s bigger goals.
- They want to have meaningful influence.
High potentials want their work to matter. They’re motivated when they can shape decisions, contribute ideas, and feel their contributions have real impact. It’s not about titles or status — it’s about being able to move the needle.
This is why vague expectations and shifting priorities can be so demotivating. When they don’t know what matters most, they struggle to direct their energy effectively.
- They get energy from helping others succeed.
Contrary to popular stereotypes, HiPos are not lone-wolf overachievers. Many actually gain energy from developing people, coaching teammates, and contributing to a positive culture. They care deeply about their teams and take pride in lifting others up.
In The Roundtable Report, leaders consistently described wanting to support their people well — even though this relational load was one of the biggest sources of strain.
- They bring enthusiasm and like to create momentum.
High potentials often inject energy into a room. They enjoy sparking ideas, engaging people, and driving enthusiasm around initiatives. This doesn’t mean being extroverted — it means they’re motivated by helping create forward movement.
When this natural spark is dimmed, it’s a sign they’re overwhelmed or under-supported.
What Drains High Potential Leaders
Just as important as understanding what fuels HiPos is understanding what depletes them. Motivators and stressors sit side-by-side.
- Repetition and rigidity.
Highly structured, routine tasks drain high potentials quickly. They thrive in environments where they can adapt, experiment, and problem-solve. Too much rigidity — too many rules, too little autonomy — saps their energy.
- Constant chaos with no strategic anchor.
HiPos are comfortable with change, but not with permanent crisis mode. Our Roundtable Report highlighted that many are stuck in ongoing firefighting cycles that prevent them from doing the forward-looking work they’re naturally wired to do.
Without space to think, plan, or focus, their energy erodes quickly.
- Misalignment and unclear expectations.
High potentials need to know what “great” looks like. When priorities are unclear, or when strategic direction changes without explanation, they lose momentum. Their motivation to make a meaningful contribution becomes frustration.
- Feeling underutilized or boxed in.
When HiPos feel like they aren’t growing, influencing outcomes, or being challenged, they disengage. They want to be stretched — not overwhelmed — and they want room to take initiative.
The Emerging Pattern: High Drive in an Unsustainable Environment
When we combine the motivational research with the insights from The Roundtable Report, a clear picture emerges:
High potentials are powered by achievement, influence, contribution, and growth — but many are operating in environments that drain those exact sources of energy.
- They want to grow, but are drowning in urgent work.
- They want to help others, but are overwhelmed by team needs.
- They want to contribute strategically, but are stuck in tactical chaos.
- They want flexibility to experiment, but face increasingly constrained systems.
This is why so many organizations unintentionally burn out their best people.
How to Support the Motivational Needs of High Potentials
Here are some practical, research-backed actions leaders and HR teams can take:
- Give them meaningful stretch work — not just more work.
They flourish when they’re challenged, but they need support and boundaries.
- Involve them earlier in strategic conversations.
High potentials gain energy when they understand context and can shape decisions.
- Protect their capacity intentionally.
Just because they can handle heavy loads doesn’t mean they should. Over time, capacity abuse becomes a retention risk.
- Create space for reflection and renewal.
Short pauses to think, recalibrate, and prioritize go a long way in sustaining their effectiveness.
- Give them room to innovate and try new approaches.
Overly rigid processes shut down one of their greatest natural strengths — creativity.
What’s Coming Next
In our next installment, we’ll explore the blind spots and risks associated with high potential leadership — and how organizations can proactively prevent derailment while maximizing strengths.
If you haven’t already, download the full report to see how organizations are evolving their development strategies to keep HiPos thriving.
Let’s talk if you’d like help mitigating derailment risks or refining your HiPo support systems.
Watch the recording from our first deep dive to catch up on key findings, and sign up for our second webinar where we’ll explore even further into our Roundtable Report with Maria Brown on February 19th, 2026.
