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An employee starts taking more time off. Their work is coming in late. In meetings, they no longer speak up. The manager sees the signs but doesn’t know where to start. “What’s the problem?” remains unanswered. Motivating teams isn’t a matter of team-building activities or one-time bonuses. Motivation at work cannot be mandated. It’s a daily managerial practice based on specific levers. A manager cannot force someone to be motivated. What they can do is remove the factors that undermine team motivation and create the conditions for it to flourish.
This article presents the five most actionable strategies for motivating teams over the long term: understanding motivational factors, establishing regular recognition practices, giving meaning to tasks, fostering autonomy, and identifying signs of demotivation before they take hold. Each strategy is grounded in real-life situations drawn from our consulting experience.
Team motivation refers to the set of conditions that encourage employees to willingly commit to their work, going beyond simply carrying out their tasks. It is never a given. It fluctuates depending on the context, relationships, the clarity of objectives, and the quality of day-to-day management.
A motivated employee isn't motivated simply because their manager has "pumped them up." They're motivated because their work is meaningful, because they feel recognized and that their concerns are taken seriously, and because they have genuine autonomy. Removing even one of these elements is often enough to trigger a gradual loss of engagement.
Motivation at work is not a static state. It can fluctuate depending on the time of year, projects, and organizational changes. A manager’s role is to actively monitor it, not to wait until it becomes a visible problem.
Herzberg's model is the most useful framework for identifying what truly motivates or demotivates a team. It distinguishes between two categories of factors that affect employee engagement in different ways.
Hygiene factors relate to working conditions: fair compensation, job security, a decent work environment, and the quality of interpersonal relationships. Their absence quickly leads to dissatisfaction. But their presence alone is not enough to motivate employees in the long term. An employee who is well-paid and works in a quiet open-plan office will not automatically be committed.
A concrete example: an employee who works in a noisy and poorly equipped environment loses focus and motivation, even if other aspects of the job are satisfactory. Addressing this problem is necessary, but it is only a baseline, not a driving force.
The key drivers are those that generate genuine engagement: recognition of effort, a sense of accomplishment, varied and stimulating assignments, and opportunities to develop skills. These are the factors that managers must actively cultivate.
An employee who receives a raise without having their work recognized will often remain dissatisfied, even after the raise. A common mistake is to focus all managerial energy on hygiene factors. While this is necessary, it is never sufficient.
How can you use this model in practice? During a one-on-one meeting, ask two separate questions: “Do your working conditions allow you to do your job properly?” and “Do you feel valued for what you contribute to the team?” The first question explores hygiene factors. The second explores motivators. The answers provide you with a quick assessment of which lever to prioritize.
Motivating your team isn’t something you do with a one-time effort. It relies on consistent practices that show, week after week, that every employee matters. Three practices have a direct and measurable impact on workplace motivation.
Taking the time to understand each person’s needs and aspirations is one of the cornerstones of team motivation. All too often, managers focus on goals and forget to foster an open dialogue with their employees. Yet an employee who feels heard also feels valued and taken seriously. This creates a stronger sense of commitment than any incentive.
In practical terms, this involves scheduling regular one-on-one check-ins as soon as an employee starts a new position, using open-ended questions such as: “What aspects of your work are most fulfilling for you right now?” or “What’s weighing on you?” These conversations help identify early warning signs before they turn into visible problems. An employee who feels regularly heard is more likely to share their challenges before they lead to disengagement. The NUMA’s “Individual Focus” training training helps managers structure these conversations so they’re truly useful—not just a box to check.
Recognition is a key driver for motivating teams, but it must be specific to have a real impact. “Good job” doesn’t mean anything.“Your analysis helped clarify the project’s priorities and allowed us to move forward two days faster” says it all.
Public recognition amplifies the effect: it gives the employee a visible role within the team and inspires others to become more engaged. It can take the form of a mention in a meeting, a message on a group chat, or a shared email. The important thing is that it highlights the specific results and the skills used, not just the final outcome.
Regular and constructive feedback is part of this process. Our article on building a culture of feedback explores methods for making recognition a team practice, not just an occasional gesture by a manager.
One of the most common causes of demotivation is the feeling that one’s tasks are disconnected from overall goals. When an employee does not see the importance of their contribution, they end up performing their tasks mechanically, without any real engagement.
The manager’s role is to regularly connect individual actions to the collective impact: “The report you’re preparing will directly inform the committee’s strategic decision next week.” This connection doesn’t have to be significant to be motivating. It just needs to be explicit. In our coaching sessions, teams where managers make a habit of restating the “why” at the start of meetings consistently show a higher level of engagement on cross-functional projects.
Autonomy is one of the most powerful—and most underutilized—drivers of motivation. An employee who is trusted to decide how to achieve their goals is more deeply engaged than one who simply follows instructions.
Encouraging autonomy doesn’t mean letting go of oversight. It means tailoring the level of oversight to each employee, depending on the task and their skill level. A junior employee working on a new assignment needs a clear framework and frequent check-ins. An experienced employee needs space and a general direction—not micromanagement that stifles them.
In practice, this can be implemented gradually: start by assigning a complete task within a limited scope, observe how the employee handles unforeseen circumstances, and then expand the scope based on the results. This gradual approach builds trust on both sides. The employee develops greater autonomy, while the manager develops the ability to let go of tasks that are not their responsibility.
In our coaching sessions, the managers who make the most progress in motivating their teams are often those who learn to delegate more effectively, not those who try to be more present. The delegation matrix allows you to tailor this level of autonomy to each employee’s profile and the nature of the task at hand.
Re-motivating a team is harder than keeping it motivated. Learning to spot the early warning signs of demotivation before they become obvious is a crucial managerial skill. Here are four behaviors to watch for and incorporate into your daily observations.
Minimal participation: The employee remains silent during meetings, answers in one-word responses, and keeps their camera off at all times. This isn’t shyness; it’s often a gradual disengagement.
Increased defensiveness: Any comment, even a constructive one, triggers an immediate defense. This behavior often reflects a sense of insecurity or a lack of recognition that has built up over time.
Overcommitment: An employee who works unusual hours and no longer takes time off may be showing signs of distress or a lack of motivation. Overcommitment is one of the signs most frequently misinterpreted by managers.
Disengagement on display: indifference to the team's results, minimal responses, and deadlines that slip without explanation. This is often the final step before resigning or going on sick leave.
When one of these signs appears, the first step is to address the person directly, without any pretense: “I’ve noticed that you seem less engaged these past few weeks. What’s going on with you right now?” This question opens the dialogue without passing judgment. It helps distinguish between temporary stress and a deeper sense of disengagement.
For managers who want to realign expectations when motivation at work is waning, our article on setting individual goals offers practical guidance for getting back on track with a clear foundation.
On hygiene factors (basic requirements)
On the intrinsic motivation drivers to implement
On Identifying a Lack of Motivation
To learn more, check out our Motivation Training : continuously motivate and re-motivate individuals and teams.
An employee starts taking more time off. Their work is coming in late. In meetings, they no longer speak up. The manager sees the signs but doesn’t know where to start. “What’s the problem?” remains unanswered. Motivating teams isn’t a matter of team-building activities or one-time bonuses. Motivation at work cannot be mandated. It’s a daily managerial practice based on specific levers. A manager cannot force someone to be motivated. What they can do is remove the factors that undermine team motivation and create the conditions for it to flourish.
This article presents the five most actionable strategies for motivating teams over the long term: understanding motivational factors, establishing regular recognition practices, giving meaning to tasks, fostering autonomy, and identifying signs of demotivation before they take hold. Each strategy is grounded in real-life situations drawn from our consulting experience.
Team motivation refers to the set of conditions that encourage employees to willingly commit to their work, going beyond simply carrying out their tasks. It is never a given. It fluctuates depending on the context, relationships, the clarity of objectives, and the quality of day-to-day management.
A motivated employee isn't motivated simply because their manager has "pumped them up." They're motivated because their work is meaningful, because they feel recognized and that their concerns are taken seriously, and because they have genuine autonomy. Removing even one of these elements is often enough to trigger a gradual loss of engagement.
Motivation at work is not a static state. It can fluctuate depending on the time of year, projects, and organizational changes. A manager’s role is to actively monitor it, not to wait until it becomes a visible problem.
Herzberg's model is the most useful framework for identifying what truly motivates or demotivates a team. It distinguishes between two categories of factors that affect employee engagement in different ways.
Hygiene factors relate to working conditions: fair compensation, job security, a decent work environment, and the quality of interpersonal relationships. Their absence quickly leads to dissatisfaction. But their presence alone is not enough to motivate employees in the long term. An employee who is well-paid and works in a quiet open-plan office will not automatically be committed.
A concrete example: an employee who works in a noisy and poorly equipped environment loses focus and motivation, even if other aspects of the job are satisfactory. Addressing this problem is necessary, but it is only a baseline, not a driving force.
The key drivers are those that generate genuine engagement: recognition of effort, a sense of accomplishment, varied and stimulating assignments, and opportunities to develop skills. These are the factors that managers must actively cultivate.
An employee who receives a raise without having their work recognized will often remain dissatisfied, even after the raise. A common mistake is to focus all managerial energy on hygiene factors. While this is necessary, it is never sufficient.
How can you use this model in practice? During a one-on-one meeting, ask two separate questions: “Do your working conditions allow you to do your job properly?” and “Do you feel valued for what you contribute to the team?” The first question explores hygiene factors. The second explores motivators. The answers provide you with a quick assessment of which lever to prioritize.
Motivating your team isn’t something you do with a one-time effort. It relies on consistent practices that show, week after week, that every employee matters. Three practices have a direct and measurable impact on workplace motivation.
Taking the time to understand each person’s needs and aspirations is one of the cornerstones of team motivation. All too often, managers focus on goals and forget to foster an open dialogue with their employees. Yet an employee who feels heard also feels valued and taken seriously. This creates a stronger sense of commitment than any incentive.
In practical terms, this involves scheduling regular one-on-one check-ins as soon as an employee starts a new position, using open-ended questions such as: “What aspects of your work are most fulfilling for you right now?” or “What’s weighing on you?” These conversations help identify early warning signs before they turn into visible problems. An employee who feels regularly heard is more likely to share their challenges before they lead to disengagement. The NUMA’s “Individual Focus” training training helps managers structure these conversations so they’re truly useful—not just a box to check.
Recognition is a key driver for motivating teams, but it must be specific to have a real impact. “Good job” doesn’t mean anything.“Your analysis helped clarify the project’s priorities and allowed us to move forward two days faster” says it all.
Public recognition amplifies the effect: it gives the employee a visible role within the team and inspires others to become more engaged. It can take the form of a mention in a meeting, a message on a group chat, or a shared email. The important thing is that it highlights the specific results and the skills used, not just the final outcome.
Regular and constructive feedback is part of this process. Our article on building a culture of feedback explores methods for making recognition a team practice, not just an occasional gesture by a manager.
One of the most common causes of demotivation is the feeling that one’s tasks are disconnected from overall goals. When an employee does not see the importance of their contribution, they end up performing their tasks mechanically, without any real engagement.
The manager’s role is to regularly connect individual actions to the collective impact: “The report you’re preparing will directly inform the committee’s strategic decision next week.” This connection doesn’t have to be significant to be motivating. It just needs to be explicit. In our coaching sessions, teams where managers make a habit of restating the “why” at the start of meetings consistently show a higher level of engagement on cross-functional projects.
Autonomy is one of the most powerful—and most underutilized—drivers of motivation. An employee who is trusted to decide how to achieve their goals is more deeply engaged than one who simply follows instructions.
Encouraging autonomy doesn’t mean letting go of oversight. It means tailoring the level of oversight to each employee, depending on the task and their skill level. A junior employee working on a new assignment needs a clear framework and frequent check-ins. An experienced employee needs space and a general direction—not micromanagement that stifles them.
In practice, this can be implemented gradually: start by assigning a complete task within a limited scope, observe how the employee handles unforeseen circumstances, and then expand the scope based on the results. This gradual approach builds trust on both sides. The employee develops greater autonomy, while the manager develops the ability to let go of tasks that are not their responsibility.
In our coaching sessions, the managers who make the most progress in motivating their teams are often those who learn to delegate more effectively, not those who try to be more present. The delegation matrix allows you to tailor this level of autonomy to each employee’s profile and the nature of the task at hand.
Re-motivating a team is harder than keeping it motivated. Learning to spot the early warning signs of demotivation before they become obvious is a crucial managerial skill. Here are four behaviors to watch for and incorporate into your daily observations.
Minimal participation: The employee remains silent during meetings, answers in one-word responses, and keeps their camera off at all times. This isn’t shyness; it’s often a gradual disengagement.
Increased defensiveness: Any comment, even a constructive one, triggers an immediate defense. This behavior often reflects a sense of insecurity or a lack of recognition that has built up over time.
Overcommitment: An employee who works unusual hours and no longer takes time off may be showing signs of distress or a lack of motivation. Overcommitment is one of the signs most frequently misinterpreted by managers.
Disengagement on display: indifference to the team's results, minimal responses, and deadlines that slip without explanation. This is often the final step before resigning or going on sick leave.
When one of these signs appears, the first step is to address the person directly, without any pretense: “I’ve noticed that you seem less engaged these past few weeks. What’s going on with you right now?” This question opens the dialogue without passing judgment. It helps distinguish between temporary stress and a deeper sense of disengagement.
For managers who want to realign expectations when motivation at work is waning, our article on setting individual goals offers practical guidance for getting back on track with a clear foundation.
On hygiene factors (basic requirements)
On the intrinsic motivation drivers to implement
On Identifying a Lack of Motivation
To learn more, check out our Motivation Training : continuously motivate and re-motivate individuals and teams.
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