Three Strategies for Boosting Team Morale

by Ahmadxon Hasanov

Summary

Employee productivity and engagement are at historically low levels worldwide, while stress and burnout are on the rise. The overall picture is rather gloomy when you factor in the pressures of economic uncertainty and a potential recession, the danger that artificial intelligence will automate jobs and skills and disrupt entire industries, and the sense of tedium and loneliness that increasingly permeates many people's work experiences. You must assist them in rediscovering the human (and humane) traits that make work more than just work if you want to compete for talent and build conditions in your team and company where people flourish and achieve. Since managers and leaders may account for between 30% and 40% of the variability in team morale, performance, and crucial organizational behaviors (both good and poor), this is especially important for those who manage people. Simply said, managers have a significant influence on the performance and happiness of teams. In order to improve their team's morale, wellbeing, and performance—especially in trying or uncertain times—managers and leaders may wish to consider taking one of three possible actions discussed in this article.

Even while working conditions have significantly improved over the past century, particularly in the information industry, our job is not yet over.

Consider the fact that even skilled workers, who have recently benefited from greater freedom and flexibility as well as access to fulfilling jobs and careers, as well as employers who express the intention to improve workers' health and well-being, experience chronically low levels of engagement and productivity, while stress and burnout continue to rise. The overall picture is rather gloomy when you factor in the pressures of economic uncertainty and a potential recession, the danger that artificial intelligence will automate jobs and skills and disrupt entire industries, and the sense of tedium and loneliness that increasingly permeates many people's work experiences.

In our opinion, there has never been a finer time to rehumanize the workplace. That is, it should come as no surprise that many employees feel completely depleted of their creativity, curiosity, and humanity in this day and age where a large portion of our daily interactions with others (such as clients, colleagues, bosses, and even spouses and children) are reduced to sterile technological exchanges.

What's implied? You must assist them in rediscovering the human (and humane) traits that make work more than just work if you want to compete for talent and build conditions in your team and company where people flourish and achieve.

Since managers and leaders may account for between 30% and 40% of the variability in team morale, performance, and crucial organizational behaviors (both good and poor), this is especially important for those who manage people. Simply put: Bosses significantly affect the success and happiness of teams. Numerous historical instances support this recurrent research finding: from Catherine the Great's development of her country to Sir Alex Ferguson's record-breaking Manchester United to Satya Nadella's radical transformation of Microsoft, effective leadership significantly improves effective collaboration between individuals.

With that, we identify three possible areas for managers and leaders to take action in order to improve the morale, well-being, and performance of their team, especially in trying or uncertain times.

Revitalizing The degree of energy and production varies among and between individuals in any organization. The same employee could have a strong year and a lean year.

Dips in morale and performance are likely in many teams when unfavorable conditions (such as an economic crisis, political unrest, a worldwide epidemic, etc.) are present. Managers and people leaders should thus concentrate on reviving their teams because this essentially involves energizing and inspiring individuals once more.

Starting with the why is a smart method to do this, in line with the idea that a crucial component of leadership is to "manage meaning." Humans want for meaning, and leaders are in a good position to create it so we can make sense of the world.

The most crucial responsibility is to often underline the importance of the work a team is performing. The majority of individuals have other employment possibilities even in challenging economic times, which creates doubt and ambiguity about where to go, what to do next, and how to decide.

People are more likely to think that they matter to the achievement of the company's goals when leaders assist them in remembering and embracing the why. This is stimulating and can re-energize folks. Making a connection between past accomplishments and present goals and results is one approach to do this. To make team members feel linked to one another and the team's objective, emphasize social relationships among team members and remind them of their common history and prior struggles.