Initiative and Drive: Building a Team That Acts Before You Ask

Initiative and drive are two attributes that are difficult to put your finger on, though you certainly recognize them when they are present in your workplace. 

Initiative is the ability to assess and initiate things independently. Showing initiative means taking action without being told. Drive is the inner ambition and persistent energy that propels someone to achieve their goals.

While their origin is of interest, what matters most is the role of initiative and drive in a business. In some roles, initiative and drive are helpful, sometimes even necessary, while in other roles, they can be detrimental.

The leader’s role is to understand both the terms and the level of initiative and drive required for each role in the business.

When considering the person, their personality and their role, it might be wise to take this perspective: Too much or too little initiative can be a sign that someone is in the wrong role within the company.

Too much drive can inspire latent, passive-aggressive traits. For example, because they are driven individuals, people who are not in a role that gives them the power or authority they are seeking will seek power in other unproductive ways. On the other hand, too little drive can create a “meets minimum” mentality.

In my leadership role, I have often been called upon to muster more initiative and drive from my employees or recognize that there is too much initiative and drive in one person or one office.

Fueling Drive and Initiative within Teams

As Chief of Staff to Florida Gov. Jeb Bush (2003-2005), I had the privilege of witnessing many highly intelligent, purposeful and inspired advisors and staff to the governor. From eight years of watching how the governor accomplished so much, I came to realize that the administration’s successful efficiency was inspired and fueled by the initiative and drive of his supporters, staff and surrogates, each trying to keep up with the ferocious initiative and drive of Gov. Bush himself.

I often say I have exceeded my gene pool expectations. Truer words have never been spoken. Both of my parents were admirable examples of initiative and drive, along with humility and caring for others. 

In the workplace, when situations require immediate attention and staff are not bringing back solutions, there is either a gap in initiative or in the capacity of the team members. In other words, they may be just too busy.

When behaviors such as laziness or lack of interest rear their ugly heads, it is important to seek to understand the drive that is necessary. Practically speaking, as manager of a start-up business, I’ve had to recalibrate my businesses numerous times. As a practical strategic thought, I want employees who recognize something important to their boss and ask, “Is there anything I can do in my role to help solve that problem?” That is an employee with the right amount of both initiative and drive.

Remember, not every position is created equal, and each position requires a different amount of initiative and drive. That is why it is so important to fit the right person into the correct position. For example, we want our sales team to have high levels of initiative and drive. The leader’s responsibility is to discern where it is needed and where it is lacking. If a person has too much or too little drive and initiative for their current position, we may need to find them a new role or help them find an opportunity that better aligns with their skills.

Critical to the Equation

Strong leaders continually assess and adjust team roles to match individual strengths and improve overall productivity. And there is another requirement that is equally as important. If leaders want employees to show drive and take initiative, they must establish an environment where people feel supported and confident enough to step up. 

In The Fearless Organization¹* (2018), Amy Edmondson wrote, “Creating an environment where people feel safe to speak up is a leadership responsibility… People take their cues from those with power. Even small signals from leaders can raise or lower psychological safety.”

Initiative flourishes not because employees are told to “step up,” but because the work environment invites it, making it safe and worthwhile to do so.

1. The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. Wiley, November 20, 2018. ↩︎

Denver Stutler, Jr., P.E.

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