Certain parts of this motive spectrum can result in either one of the two performance types that McGregor identified: tactical and adaptive.
- Tactical: Follow best practices, stick to plans, adhere to instructions
- Adaptive: Create a better practice; focus on creativity, innovation, and problem-solving
You can get tactical performance through both indirect and direct motives, but you only get adaptive performance from direct motives. In fact, indirect motives often destroy adaptive behavior. When indirect motives are present, total motivation — or ToMo, as McGregor likes to say — drops, causing effects such as stage fright, choking under pressure, writer's block, distraction, and more.
She provided a historical example of a successful mix of both tactical and adaptive performance involving Napoleon and the Battle of Trafalgar. During the battle, British leader Admiral Lord Nelson knew Napoleon’s fleet outnumbered his, and instructed his army to fight without his command as soon as they finished the tactical part of their plan.
Once they divided the enemy ships, Nelson’s army became adaptive, trusting their training and instincts to ultimately defeat Napoleon's entire fleet and win the battle.
Similar to the British fleet, great teams need to learn to balance tactical and adaptive performance in ever-changing and complex environments.