Motivating Your Team: The Good, the Bad, and the “Please Don’t Do That"

Motivating a team is a bit like hosting a group project in the real world—some folks dive in headfirst, some need a gentle nudge, and a few are just hoping to skate by unnoticed. But as a leader, your goal is to keep everyone moving in the same direction, and ideally, not running for the exit. The best leaders seem to inspire people like it’s second nature, while others… well, might be unintentionally inspiring their teams to update their résumés. If you’re leading a team (or aspiring to), here’s a look at what works and what doesn’t when it comes to motivating people.

Young man lifting weights on his couch

The “Good” Playbook: Techniques That Actually Work (and Make People Want to Work with You)

1. Empowerment and Autonomy

• Good Move: Let your team take the wheel and make their own decisions. This isn’t the time to micromanage—it’s the time to show trust and confidence in their abilities. Give them space and support, and you’ll be amazed at what they accomplish.

• Effect: When people feel trusted, they bring their best to the table because they’re motivated by their own desire to excel.

  
  

2. Recognition and Praise

• Good Move: Everyone loves genuine praise—especially when it’s specific and heartfelt. Authenticity matters here; people can spot a canned compliment from a mile away. Skip the “Great job, champ!” if it doesn’t feel sincere, and instead acknowledge the real effort they put in.

• Effect: When praise is real and specific, people feel valued and are inspired to keep up the good work. But if it’s fake or forced, it’s just demotivating. After all, nobody wants to feel like they’re on the receiving end of a participation trophy.

  
  

3. Purpose-Driven Goals

• Good Move: Set meaningful, achievable goals and show your team how their work contributes to the bigger picture. People are motivated when they know why their work matters. Bonus points if you roll up your sleeves and join them—nothing shows solidarity like working side-by-side.

• Effect: Understanding the purpose behind their work keeps people motivated and engaged, especially when they see their leader is in it with them.

  
  

4. Professional Development

• Good Move: Offer growth opportunities that show you’re invested in their future. Whether it’s training, mentorship, or new projects, people appreciate leaders who care about their development.

• Effect: Employees feel valued and engaged when they see opportunities for advancement. Plus, a leader who invests in their team’s growth builds loyalty that’s hard to beat.

  
  

5. Building a Positive Culture

• Good Move: Foster a culture of respect, collaboration, and support. You don’t build a great environment from a corner office; you build it by being part of it. A leader who’s genuinely involved in the team culture motivates people to give their best.

• Effect: A positive culture creates loyalty and commitment, and a leader who’s part of the team inspires everyone to go above and beyond.

  
  

The “Bad” Playbook: Techniques That Might Earn You Side-Eyes and Sighs

1. Fear-Based Tactics

• Bad Move: Threatening people’s jobs to get them moving might seem like a shortcut, but it’s a terrible idea for morale. Using employment as a bargaining chip creates a sense of dread, not motivation. While fear might work for a hot minute, it leaves people resentful, detached, and constantly wondering if they should be updating their résumés.

• Effect: Fear-based tactics damage trust and create a toxic environment. People may do what’s asked in the short term, but at the cost of engagement, loyalty, and overall happiness. Remember, people are motivated to do their best for a leader they respect, not out of fear that they’ll lose their job.

  
  

2. Micromanagement

• Bad Move: Hovering over every task isn’t supporting your team—it’s stifling them. Micromanagement sends the message that you don’t trust their skills, which makes people less inclined to take initiative.

• Effect: People who feel micromanaged lose motivation to go the extra mile. They’ll complete the work, sure, but don’t expect them to bring their best ideas if they feel like they’re constantly being second-guessed.

  
  

3. The “I’m the Boss, So…” Attitude

• Bad Move: Constantly throwing your title around doesn’t inspire respect; it just makes you look like you’re on a power trip. Real leaders don’t need to remind people they’re in charge—they show it through their actions. And if you’re doing it right, the team will gladly follow.

• Effect: People respond to leaders they respect, not ones who rely on a title for authority. If you show you’re a teammate first, people will follow your lead with genuine motivation.

  
  

4. Comparative Pressure (The “Leaderboard” Approach)

• Bad Move: Pitting employees against each other might sound motivating in theory, but it usually leads to tension and resentment. Healthy competition can work, but direct comparisons? They create unnecessary rivalry, not collaboration.

• Effect: A competitive environment where people feel constantly compared to each other hurts morale and teamwork. Skip the leaderboard if you want a team that supports each other.

  
  

5. Setting Unrealistic Expectations

• Bad Move: Setting goals that are impossible to achieve might sound inspiring, but it often leaves people feeling defeated. High expectations are fine, but keep them realistic to avoid burnout.

• Effect: When people feel they’re constantly falling short, motivation goes out the window. Instead of aiming for the stars, aim for goals that make people feel capable and accomplished.

  
  

6. Lack of Acknowledgment

• Bad Move: If you’re only focused on what’s next, without recognizing what’s been achieved, people will eventually feel like their work is taken for granted. A quick “thank you” goes a long way!

• Effect: People who feel unappreciated stop putting in extra effort. Acknowledging progress, even small wins, keeps spirits high and motivation strong.

  
  

Wrapping It Up: Step Down from the Pedestal, Join the Team

Leading a team is about being part of the team—not sitting on a throne with a crown labeled “BOSS.” When you’re down in the trenches with your team, acknowledging wins, setting achievable goals, and keeping things real, people are naturally motivated to do their best.

So, if you’re in a leadership role, skip the throne, ditch the fear tactics, and show up as the teammate everyone needs. A little authenticity and respect go a long way, building a team that’s genuinely motivated to go wherever you lead.