10 Strategies that Re-energize Demoralized Teams
Layoffs, complaints, stress, cutbacks, unrealistic expectations, shortfalls, and more, demoralize teams.
10 Strategies that Re-energize Demoralized teams:
#1. Complain a little and move on. “We’ve talked about this the last three times we met. How might we move on?”
#2. Become an artist. Paint a picture of a vibrant environment.
- How might we treat each other the way we wish higher ups treated us?
- What have your colleagues done to encourage you in the past? How might we do that for each other now?
- If we had an energizing culture, what would we be doing for each other? Do that!
#3. Get amnesia. Forget about things you can’t control. It’s frustrating and draining when we try to control things out of our control.
#4. Put on an apron. Turn outward. Choose a community service project.
#5. Drop anchor over purpose. When storms blow in, purpose fuels grit. Why did we get into this work in the first place?
#6. Lace up your walking shoes. Go on walkabouts.
- Notice virtues like diligence, compassion, consistency, and drive.
- Greet people in the morning.
- Stop by to say, “Thank you,” before people go home.
Even though things might be bad, you can still care about the person sitting next to you.
#7. Fuel up true believers. It’s easy to forget about small points of light and focus on critics and complainers.
#8. Get your gab on. Tough times are worse when information is scarce. Tell everyone everything you can.
A series of brief conversations has more impact than one long talk.
#9. Deal with naysayers in private. Don’t correct the whole team when the darkness centers on a few.
#10. Look in the mirror. Tell your team how you want to show up. Ask them to hold you to it.
What should leaders avoid when their teams are demoralized?
What strategies energize demoralized teams?
For the past 18 months, our company has moved from a traditional business model to a new model which values greater levels of innovation and change. An intentional downsizing of people and elimination of positions has left many teams demoralized and discouraged. Thanks for these strategies to keep the forward momentum! They are great reminders.
I like the last one about looking in the mirror. As a leader, I also need to recognize and accept that I’m a bit demoralized by the organizational churn.
Thanks McSteve, Your comment is really helpful. Sometimes we forget to take care of ourselves and each other when this stuff happens. You have my best!
My favorite is #5. There is no “what” in the world that can stop you if you know your “why”. Being a youth pastor in Kansas City brings some unique challenges. There are things with students that I have never had to deal with come up on a consistent basis. Couple that with leading a team of 40 volunteers keeping them motivated week in and week out, things can get a little crazy. But I love that every time things get hectic or my team is feeling down, we go back to our mission: leading students to become fully devoted followers of Christ!
No what in the world can stop you if you know your why!
Thank you for these posts. YOU are making a huge difference in the lives of many people.
Thanks Josh. Love this —-> There is no “what” in the world that can stop you if you know your “why”.
We just need to lift our heads up out of the weeds once in awhile!
A timely message for federal agency leaders. #3 Get amnesia. Forget about things you can’t control. #2 Paint a picture of a vibrant environment. #10. Look in the mirror. Tell your team how you want to show up. Ask them to hold you to it.
A lot is outside our control, but we can do many little things that influence our own work environment in a positive way.
Thanks Duane. Yes! You folks sure know what instability feels like. I love how you wrote, “many little things.”
We should never allow a big thing we can’t do prevent us from doing a small thing we can do.
10 great points. I like how they take things to a more personal level. That is key to me moving beyond compliance to commitment.
I would also suggest a couple more “simple” and less personal items.
1. Provide Clarity – let them know what is expected, what happens when expectations are not met (this small point is a key to your real culture, do you embrace innovation and failures?, is it my way or the highway?, etc.)
2. Get obstacles out of the way for your people. Help them be able to do the work we pay them for.
3. Align what you say and what you do – not just on a personal level, but on a unit/dept level too. If your unit goal is to produce a certain level of training, then provide the tools and skills needed to get there, don’t go right to “we have no budget, just do the best you can with what you have.”
4 Treat people fairly – perceptions are our “realities”. If someone thinks there is a problem, then there IS a problem. step up and find out what is behind the perception, if it is legit, fix the problem, if it is not legit, help fix the perception.
My list was very small until I saw yours, the suggestions of others, and you asked me to think of more.
Thank you for all of this.
Thanks Nick. I particularly like #1. It easy and feels safe to ignore confusion and pretend clarity exists. A few “dumb” questions are helpful. Don’t assume you know.
Love it! #2. Become an artist. Paint a picture of a vibrant environment.
How might we treat each other the way we wish higher ups treated us?
What have your colleagues done to encourage you in the past? How might we do that for each other now?
If we had an energizing culture, what would we be doing for each other? Do that!
Thanks John. Sometime we are so perturbed about the bad that we forget what we are working for.
Good post,
See it
Feel It
Trust it
I think it is also important to ensure that you are taking care of yourself. No good to your team if you (& each of your teammates) are not looking after themselves. This includes proper sleep, nutrition, and exercise. These things tend to be the first to go when in a high stress situation.
Secondly balance and boundaries are also key. I try to surround myself with people, outside of work, who aren’t involved with the situations I’m dealing with. They tend to have a more balanced view point (or maybe don’t even see the issue as a crisis). Storey — I was dealing with a significant financial crisis at work. That evening played soccer with a group of fire fighters who didn’t see why it was a crisis, because “no one died!” They deal with real life and death while I was dealing with less than expected revenues and increasing costs. Certainly not the end of the world. Helps keep things in perspective.
Healthy me = health contributions to my team. Healthy teammates = healthy team.
I learned “coffee cup management” from my dad. Grab a cup of coffee, walk through the workplace and greet everyone, taking a few moments to see how they are– not just what they are doing, but how they are feeling and what’s going on in their life. Those brief contacts pave the way for other conversations throughout the day– conversations that lead to stronger team performance, more satisfied team members, and deeper shared team vision. Somehow the “cup of coffee” creates a connection of increased comfort and trust. It’s not as threatening as merely stopping to speak to each person.
First and foremost: Reasons for present situation must be addressed. If due to an error in judgment, own up squarely. If due to an external situation, explain in detail. Then spell out clearly how you, as a leader, has planned to improve situation and when and what precisely you need from your team.