As leaders we are told it’s our role to motivate others. What this can often lead to is some odd David Brent-like behaviours that do anything but motivate. 

In one of my first sales roles we had a weekly group stand up where the ‘star of the week’ was presented with a lava lamp to put on their desk for that week (this was the early 90’s!) Ridiculous and an extreme example, however, I still see these types of approaches from leaders in response to what is now often referred to as ‘these difficult times’. 

With the very best intentions leaders have had teams doing quizzes, exercising on Zoom and even baking cakes together. These things are useful in a way to create connection through a shared experience, but won’t cancel out the real feelings of isolation, social anxiety about returning to the office or the new joiner’s struggle of learning how to operate. 

What many leaders don't appreciate is that allowing these feelings to be aired rather than glossing over them is exactly what is needed. And it takes courage and skill to provide an environment that enables that kind of vulnerability and potential connection in the workplace. 

Zoom team meetings have become a place of reporting on progress, of sharing successes. Gone are the opportunities for a side exchange over a cup of tea where we might say how we’re really feeling.  

We now have to be intentional about promoting the kind of climate or culture in teams that allows people to be honest and open about how they’re getting on. The leader of a team has the biggest influence on team culture. Simply by role modelling these behaviours we create an environment of safety for others to do the same. 

People in back to back Zooms have no space or opportunity to ask for help or admit mistakes. Without recognising mistakes and learning from failures we are diminishing the potential and creativity of our teams. 

Google has recently identified psychological safety as the no. 1 predictor of team performance. Astro Teller who runs Google X says that to enable big creative projects with the potential to have a big impact, we need to create a team environment that makes it ok to fail. To focus on what has been learnt rather than what has been lost, without blame or judgement. 

Create moments in your team meeting that allow for open and honest exchanges. Ringfence time where mistakes are admitted and a focus on the learning takes place. Be curious and ask questions rather than giving answers or solutions. Create a time for reflection, to discuss failures and to learn together. 

Focus on what’s going badly rather than what’s going well. Start with yourself as the leader - don't hide your failures or your lack of motivation. Speak it. Open up the conversation and allow others to do the same. This way we build deeper connections and trust within our teams. And working in that kind of environment is motivating.