I think your statements belie a sense of honor in both trying to find enjoyment and in developing master with what you do. But I also don't think the underlying dichotomy is the how the GP phrased their characterization of others as "bad" and "making it someone elses problem".
That implies not only a value judgement dichotomy but also an added heap of shame of the morality on those on the wrong side of that value judgement.
Those are not the same things as being okay doing the work you're paid for and not reaching higher - people who do that may have a much better sense of the business value they are providing, and may be trying to avoid an experience of being exploited, or prioritizing their health and well being for the long term rather than the short term needs of the organization that pays them. There's often not a good way to know who is who.
Most of the time when enticed with a reward, people will work harder. When they aren't enticed enough, they tend not to, and that level is different for everyone. Companies seek those who have internal reward structures so they don't have to offer very much to entice people.
I think there is a nuanced but discernible difference between people who are talented and time constrained, and those who are mediocre/lazy/disinterested.
I used to think the incentive structure was a dominant factor, but my opinion on that has shifted over the past ten years. I think companies need to incentivize capable employees to stay, because they will often have many other opportunities elsewhere. But in most cases I don’t think those incentives cause people to work harder or more effectively than they would otherwise.
That implies not only a value judgement dichotomy but also an added heap of shame of the morality on those on the wrong side of that value judgement.
Those are not the same things as being okay doing the work you're paid for and not reaching higher - people who do that may have a much better sense of the business value they are providing, and may be trying to avoid an experience of being exploited, or prioritizing their health and well being for the long term rather than the short term needs of the organization that pays them. There's often not a good way to know who is who.
Most of the time when enticed with a reward, people will work harder. When they aren't enticed enough, they tend not to, and that level is different for everyone. Companies seek those who have internal reward structures so they don't have to offer very much to entice people.