Motivation, Potential, and Performance: Three Things We Keep Confusing

In the world of work—and in everyday life—we often use certain words as if they meant the same thing. They're motivated, they have great potential, they perform well.But are we really talking about the same thing? Is a motivated person always a high performer? Does having potential mean someone is ready for the next challenge?

The answer is no. And understanding these differences can help us make better decisions—whether we're leading a team, designing a learning program, or thinking about our own growth.

Performance: what you see and measure

When we talk about performance, we’re talking about results. It’s what a person actually does in their role, and what can generally be observed or measured: task completion, goal achievement, quality of work, team contribution, and so on.

In my years working in HR within multinational companies, I participated in dozens of performance evaluation processes. One thing that always struck me was how quickly people would associate good performance with the idea of “this person is ready for more.” But that’s not always the case.Sometimes people excel in their current role but have no interest in new challenges. Or they’re comfortable right where they are. Or their success wouldn't necessarily translate to a different context.

Performance tells us what someone has done so far—not necessarily what they could do next.

Motivation: the energy that drives action

Motivation is about internal drive. It’s the why behind what we do. Motivated people tend to show enthusiasm, initiative, commitment, and a willingness to learn.But that doesn’t mean they already have the skills or knowledge to achieve high performance.

At one point, I worked on training programs for young professionals starting their careers in an energy company. They were incredibly motivated—full of energy and eager to contribute. But that didn’t always translate into immediate results. They needed time, guidance, and practice to meet expectations.

Motivation is the fuel. Without it, even the most skilled person can stagnate. But on its own, it’s not enough.

Potential: what hasn’t fully emerged (yet)

Potential is probably the most complex of the three to assess, because it’s about future capacity. It’s the combination of cognitive, emotional, and behavioral resources that could allow someone to take on more complex responsibilities, make strategic decisions, lead others, or perform well in uncertain environments.

Unlike performance, potential isn’t always visible in what someone’s doing today.And unlike motivation, it’s not just about drive or enthusiasm. It’s also about adaptability, learning capacity, critical thinking, and the ability to sustain growth over time.

As a learning program designer, I’ve seen many cases where leaders would say, “I don’t see them in a bigger role just yet,” but when the person joined a deeper learning process, they started showing strengths that had never had a chance to surface.Often, potential is there—but it needs the right space to be activated.

What happens when we confuse these?

Mistaking motivation for potential might lead us to promote people who aren’t ready—resulting in frustration and burnout. Confusing performance with potential might make us overlook people with enormous growth capacity, just because their current role doesn’t stretch them. Assuming that motivation guarantees results can distract us from the need for proper learning and support.

The real risk is not just in evaluating people incorrectly—it’s in making development or promotion decisions based on those flawed evaluations.

Because those decisions impact careers, teams, and business results.

So, what can we do with this distinction?

• If you lead a team, start paying attention to these three elements separately.

• If you’re working on your own growth, ask yourself: Am I motivated but not delivering what I want? Am I performing well but not interested in more responsibility? Do I feel I have potential but no space to show it?

  
  

In the WorkLab Program we created at Hayque, we work deeply with these distinctions. Because we believe growth happens when people can recognize their own motivations, develop their potential, and turn that into sustained performance.

And we also believe: you don’t have to wait for someone else to see it in you. Part of true development is claiming that awareness for yourself.

I’ve experienced all three personally at different stages in my career. There were moments when I was performing at a high level but felt no motivation. Others when I was full of ideas and drive but lacked the tools to deliver. And others still when I knew there was more in me—but hadn’t had the space to show it yet.

In all those moments, the key was asking myself the right questions and seeking out the spaces that allowed me to grow meaningfully.

Understanding these three dimensions isn’t just a technical exercise. It’s a way of seeing work, people, and ourselves differently. And it’s a way of choosing your own next step more wisely.