Motivation vs. Discipline

Here’s something that the education system should teach our children as they grow up, and also something that many young adults today don’t quite understand: motivation versus discipline. Motivation and discipline are two words that I hear regularly, yet they almost always seem to be misused. I say “misused” because I’ve noticed that people say them interchangeably as if their meanings are the same. I’d like to let you know that they are not the same, nor should they be used as if they are.  

The Definitions

Alright, so let’s clear up what the two words actually mean.

Here are the definitions:

Motivation: 

  • (n) The general desire or willingness of someone to do something.

Discipline: 

  • (v) To train by instruction and exercise; drill.

Motivation is a noun. It’s a thing that exists. Whereas, discipline also has a verb form—i.e., a doing/action word. Discipline is something that you choose to do; motivation is just there, and it can come and go as it pleases. You have no control over motivation, and you cannot be motivated to be disciplined.  

Bringing Them Together 

Our primal motivation worked well in humanity’s infancy, when life was a “do or die” scenario, with survival being our only aim. You had to make fire, you had to find food, you had to find water, and you had to find shelter. These weren’t optional, and so, people were motivated to get on with the task at hand. But in the modern world, it’s a little different because the aim of the game has changed—the standard of living has changed, and the meaning of “survival” has too. 

Many people lack motivation altogether. This is where discipline comes into play. You can look at it as the power that shapes your actions, feelings, and thoughts, driving you to adopt new behaviors when your motivation has given up and told you to do otherwise.

I should add that discipline is useless if a person hasn’t tied it to the actions that they want to be disciplined with. In other words, it’s pretty much irrelevant unless it is being used. 

Now, I quite often see on résumés or hear in workplaces that somebody is “disciplined.” People use this as a personality trait, without realizing that it’s a pretty weak one. That may sound harsh, but I look at it this way: even the most routine people at work are missing something; you can’t always be disciplined in everything that you have to do unless you’re superhuman and can juggle and perform all of your tasks perfectly. If you could do that, we wouldn’t employ teams at work now, would we? 

When you’re planning on changing something at work: 

  • Allow motivation to inspire you, drive your innovative thoughts, and light the flame of change within you. Do not expect it to hang about, though. 
  • Once your motivation has sparked this new way of thinking, you need to focus on building more disciplined actions around it. So, for example, if you’ve decided you want to speed up team briefings and think of an excellent way to do it, you need to become disciplined enough to implement the innovation. The term “get on with it” comes to mind. 
  • Finally, you need to be specific with what the discipline will look like when it comes to achieving your particular goal. It’s much easier to stick to a well-established plan, rather than a mish-mash of half-thought-through ideas that are liable to change. 


When discussing the motivation versus discipline topic, often people ask me: “Which is more important?”

The truth of the matter is motivation, and discipline, or self-discipline, work hand-in-hand. They are equally important when it comes to forming the habits that you need to establish for success at work or in life—Ying and Yang, if you like. They work in harmony if implemented correctly; you can use motivation for the initial boost and startup process, while self-discipline will allow you to sustain the effort, keeping you focused on the task at hand. 

Recent Posts

By David Collier September 3, 2025
Summer has officially wound down, and as we step into September, the clock already started ticking for 2026. For executives, boards, and senior leaders, this is your moment to pause and ask a critical question: Do we have a clear, actionable plan to guide our organization into the next fiscal and calendar year? If you haven’t started, you’re already behind. The Cost of Waiting Markets are moving faster, technological innovation is reshaping industries daily, and the competitive landscape is anything but forgiving. Thriving organizations are the ones that anticipate disruption, set direction early, and align resources to execute with discipline. When companies delay annual planning, three things typically happen: Teams get stuck in reactive mode instead of proactively driving strategy Investments drift without clear ROI measures. Leadership spends more time putting out preventable fires instead of building sustainable growth. Why the Work Starts in September Annual planning is not a “December activity.” By then, budgets are frozen, priorities are locked, and the opportunity for bold shifts passed long ago. September is when leaders should start shaping the Goals, Objectives, Strategies, and Tactics that define the Annual Operating Plan. Done right, this process brings: Clarity and focus – align executives, boards, and staff on what matters most. Scalability and efficiency – ensure processes and structures keep pace with growth. Confidence in change – provide the roadmap needed to navigate transformation with control and measurable success. Where Many Organizations Struggle Whether you’re a rapidly scaling startup, a mature enterprise, or a mid-market company juggling priorities, the challenges are often the same: No formal plan to guide business activity for the next 12–24 months. Difficulty prioritizing “the right things” amid competing demands. Frustration when large, complex initiatives underdeliver on expectations. Teams overworked but misaligned, with unclear visibility into progress. Practical Tips for Executives and Boards While every organization’s journey is unique, here are a few starting points: Start with the end in mind. What do you want 2026 to look like? Work backwards to define the steps. Bring in diverse perspectives. Boards, executives, and front-line leaders all see different parts of the business. Focus on agility, not just control. Build room for flexibility so your plan evolves as the market shifts. Don’t reinvent the wheel. Mature organizations often need fine-tuning, not reinvention—whereas growth-stage firms may need help building structure for the first time. How Amplify Helps At Amplify, we partner with leadership teams to design operating plans that are not just theoretical, but actionable. Our blend of strategy, operations, and transformation expertise allows us to meet organizations where they are—whether you’re defining your first framework or refining a well-established planning cycle. The question isn’t if you’ll need a 2026 plan. The question is how ready will you be when the new year arrives? If your organization hasn’t started, the best time to begin is today.
By Matt Trembicki March 26, 2025
Talent is the single biggest factor in whether a high-growth company thrives or stalls. As companies scale, the challenge shifts from just hiring quickly to hiring the right people who can grow with the business. At Amplify Resources Group, we’ve seen firsthand how hiring missteps can slow down even the most promising companies: Bad hires cost companies 30% of annual salary in lost productivity and rehiring costs. Hiring delays can set growth targets back 6-12 months. Companies that don’t hire for future needs end up in constant reactive mode , always playing catch-up. So, how do you build a scalable and future-proof talent strategy? Here’s our 4-step framework to help high-growth companies hire, develop, and retain the right people for sustainable success.
By Amplify March 24, 2025
Implement the ASTRA Framework: A mplify S trategic T argeted R esource A cquisition
Show More

Recent Posts

By David Collier September 3, 2025
Summer has officially wound down, and as we step into September, the clock already started ticking for 2026. For executives, boards, and senior leaders, this is your moment to pause and ask a critical question: Do we have a clear, actionable plan to guide our organization into the next fiscal and calendar year? If you haven’t started, you’re already behind. The Cost of Waiting Markets are moving faster, technological innovation is reshaping industries daily, and the competitive landscape is anything but forgiving. Thriving organizations are the ones that anticipate disruption, set direction early, and align resources to execute with discipline. When companies delay annual planning, three things typically happen: Teams get stuck in reactive mode instead of proactively driving strategy Investments drift without clear ROI measures. Leadership spends more time putting out preventable fires instead of building sustainable growth. Why the Work Starts in September Annual planning is not a “December activity.” By then, budgets are frozen, priorities are locked, and the opportunity for bold shifts passed long ago. September is when leaders should start shaping the Goals, Objectives, Strategies, and Tactics that define the Annual Operating Plan. Done right, this process brings: Clarity and focus – align executives, boards, and staff on what matters most. Scalability and efficiency – ensure processes and structures keep pace with growth. Confidence in change – provide the roadmap needed to navigate transformation with control and measurable success. Where Many Organizations Struggle Whether you’re a rapidly scaling startup, a mature enterprise, or a mid-market company juggling priorities, the challenges are often the same: No formal plan to guide business activity for the next 12–24 months. Difficulty prioritizing “the right things” amid competing demands. Frustration when large, complex initiatives underdeliver on expectations. Teams overworked but misaligned, with unclear visibility into progress. Practical Tips for Executives and Boards While every organization’s journey is unique, here are a few starting points: Start with the end in mind. What do you want 2026 to look like? Work backwards to define the steps. Bring in diverse perspectives. Boards, executives, and front-line leaders all see different parts of the business. Focus on agility, not just control. Build room for flexibility so your plan evolves as the market shifts. Don’t reinvent the wheel. Mature organizations often need fine-tuning, not reinvention—whereas growth-stage firms may need help building structure for the first time. How Amplify Helps At Amplify, we partner with leadership teams to design operating plans that are not just theoretical, but actionable. Our blend of strategy, operations, and transformation expertise allows us to meet organizations where they are—whether you’re defining your first framework or refining a well-established planning cycle. The question isn’t if you’ll need a 2026 plan. The question is how ready will you be when the new year arrives? If your organization hasn’t started, the best time to begin is today.
By Matt Trembicki March 26, 2025
Talent is the single biggest factor in whether a high-growth company thrives or stalls. As companies scale, the challenge shifts from just hiring quickly to hiring the right people who can grow with the business. At Amplify Resources Group, we’ve seen firsthand how hiring missteps can slow down even the most promising companies: Bad hires cost companies 30% of annual salary in lost productivity and rehiring costs. Hiring delays can set growth targets back 6-12 months. Companies that don’t hire for future needs end up in constant reactive mode , always playing catch-up. So, how do you build a scalable and future-proof talent strategy? Here’s our 4-step framework to help high-growth companies hire, develop, and retain the right people for sustainable success.
By Amplify March 24, 2025
Implement the ASTRA Framework: A mplify S trategic T argeted R esource A cquisition
Show More