I have been back in Melbourne for over a week. Last week was particularly busy as I visited Thai scholarship students and met with several leading universities across the city.
After living in Canberra, travelling to Brisbane and returning here, one thing has become clear:
Melbourne is the city that suits me best.
It aligns with my lifestyle, professional goals and sense of belonging. This experience made me reflect on why we feel motivated at certain times, yet gradually lose that energy at others.
Three motivation theories offer useful explanations.
Maslow’s Hierarchy of Needs
Maslow’s Hierarchy of Needs suggests that people need security, belonging and recognition before they can fully grow. Sometimes people lose motivation not because they are unwilling to try, but because an important underlying need has not been met.
McClelland’s Theory of Needs
McClelland’s Theory of Needs explains that people are motivated differently. Some are driven by achievement, others by the opportunity to influence through power, while some value relationships and affiliation. The same motivational approach will not work for everyone.
Expectancy Theory
Expectancy Theory suggests that motivation is stronger when people believe that effort will lead to performance, performance will lead to an outcome, and the outcome is something they genuinely value.
If success seems impossible, good performance goes unrecognised, or the reward has little personal value, motivation naturally declines.
Questions worth asking
Perhaps maintaining motivation does not mean expecting ourselves to feel equally inspired every day. Instead, we should regularly ask:
What do I need at this stage of my life?
What is driving me—achievement, influence or belonging?
Do I believe my effort can produce a meaningful result?
Is my environment supporting my growth or draining my energy?
Sometimes we do not need more motivation. We need a clearer goal, a more supportive environment and a stronger reason to continue.
These theories also help us understand people more accurately. Someone who appears unmotivated may not be lazy. They may feel insecure, disconnected or unable to see how their effort will lead to something meaningful.
When we understand what drives people, we judge them less, communicate with them better and help them grow.
Returning to Melbourne has reminded me that people are most likely to thrive when their environment supports their identity, values and sense of purpose.
Sipim Piwatthongchai
Business Consultant · Modern Business Strategy & AI