How can you motivate your team during slow periods?

Pls understand & remember that different strategies work for different teams, so it's essential to be flexible and responsive to your team's specific needs and preferences.

Every Business has Ups and Downs in the Revenue at a certain Time frame.We need to understand that and motivate our team in that period that what they have created and achived earlier. We need to praise them for their milestone achievement and engage them with your organisation. As per my opinion every employee knows well that what they have done, and how it can be far better. Just create a trust in your team that you believe in them, they will work effectively to resolve the Slow down, and you will get back ?? Again on the Track.

It largely depends on the company policies and existing culture. 1. First is to find the root cause for the slow period, what is within control can be fixed. What is outside the realm of control, calls for either waiting out or realigning. This is a consultative process. 2. A reward system will spark a competitive spirit. 3. Public recognition system. 4. Team building activities. The underlying cause will determine the solution.

5 Quick Steps 1. Celebrate them! 2. Celebrate them! 3. Three day weekend or two, help them take a breath and reset. 4. Now it’s time to learn new skills. 5. Involve the team in strategic planning prep for the next uptick

One thing I use and have found helpful is the Viva insights tool on Teams to give kudos to the team end of the week. It is nice to recognize small wins along the way. Best form of appraisal and feedback when we are busy and can easily miss the small wins.

In my leadership roles as well as a coach I have found that giving and receiving feedback is one of the most underestimated activities. The word “feedback” is often times used in a complete wrong way, thus it leads to lots of frustration. Here are some tips to consider: - be well prepared and even script your feedback - think of positives and negatives you have observed - What was your reaction to the observed behavior? - Change your perspective: How would you feel to be on the other side? - Be aware of your own motivation, why do you want to give feedback? What is the desired outcome?

Being constructive in giving feedback is very important. A trait of a good leader is the ability to give a constructive feedback that encourages your team to do better on their strengths and improve on their weaknesses. You must be ready to also support your team at each level.

Transparency in feedback processes will build trust within the company. It is important to note the changes across periods and explain why they occur. When employees see the big picture, they can act in concert and produce better work.

Feedback and support as integral part of daily communication, aids in alignment of goals and values and joint approach. Encouraging team members to provide the same in return, strengthens the sense of ownership, confidence and self-efficacy. Good feedback helps identify need for improvement and if followed up with encouragement and support, creates room for healthy change.

Para ter sucesso em um feedback é preciso uma prepara??o adequada do fato, como aconteceu, quem estava envolvido, sem julgamentos. Como seres sociais somos ligados pela comunica??o, e se n?o tivermos atentos a esse levantamento podemos cometer um equívoco muitas vezes inevitável, sem sucesso. E ao invés de motivar, fazemos o contrário. Deve-se ter muita aten??o! Por isso, uma dica é após levantamento dos fatos aplicar os elementos da Comunicado N?o Violenta no feedback, assim teremos uma comunica??o empática, honesta e respeitosa. E por fim, ressalto que o feedback deve acontecer individual e n?o só para uma corre??o de oportunidades, mas tb para aqueles casos em que o colaborador está se sobressaindo em suas atividades.

Most businesses undergo a dynamic workload. Consider in an e-commerce retail business, it’s really crazy work before the holiday season, and it would have an almost similar pattern in other industries during peak season. Following that is when there is a somewhat quiet period at work or you can say there are fewer urgent items on the plate. It would be useful to use that time to reflect on the work being done and to upskill yourself to prepare for new advancements and new perspectives to deal with.

Slow periods are always an opportunity to learn new things and develop, creating a base for growth and subsequent inevitable acceleration. At the same time, it is important to monitor the level of employee engagement. Surveys, for example, can help with this. Their results must be taken into account in new planning. This will make employees feel heard and encourage them to give honest feedback.

Promova o desenvolvimento profissional, mostrando as oportunidades e incentivando a aquisi??o de novas habilidades, preparando uma equipe para futuros desafios e futuros sucessores. Procure sempre dá voz a equipe nas decis?es importantes, permitindo que tenham um papel ativo na empresa, incentivando o compartilhamento de ideias e a resolu??o conjunta de problemas. Promova a sensa??o de pertencimento. Considero que a partir disso, haja reconex?o com a equipe. Reconhecer por reconhecer n?o é a causa raiz para solucionar de vez a desmotiva??o.

The most active employees can offer ideas for improving their current work or for additional functionality. They may be ready to try something new that could benefit the company in the future. Excitement, new responsibilities, activity, and the opportunity to express oneself can bring good results. It is important for employees to realize that the company trusts them.

In times of slow performance of the team, it is even more important to communicate the team’s visions and goals. However, it is very important to link the team’s vision with the companie’s. This way, you can transfer the overall goal to your own team, and make the goal more tangible for all your team members. You need to communicate what it means for each person to work on those goals, i. e. how does it translate into specific activities? And once you have done that, you need to have regular conversations with the team or with individual team members. They need to know whether they are going in the right direction. Do not wait until a deadline is reached, but speak with them on the way to steer the quantity and quality of their work.

Slow periods require leaders to over communicate to cope with their team anxiety and fears of redundancy. Being in sync not just with their team members, but with senior leads and key stakeholders is critical to provide their teams with the latest updates. Also, leads should try to anticipate and make clear the company direction to their teams so they can seek to acquire new skills that will be required in the near future.

Focus on the quality of communication and the tools used. This is important for forming employee commitment to the company’s team, which is also important for the work of the company as a whole.

Something very practical and down to earth is making sure the team does get breaks in between. If you have a team day with everyone in the office, go out to lunch together and make it a rule not to speak about work. Also, include check-ins at the beginning of your meeting to see how everybody is. Create a safe space where team members can vent and feel safe enough to honestly share how they are. And of course, nowadays there are great platforms and/or apps which support mental well-being.

In slow season it may be fruitful to organize fun team events. Either online escape room, virtual cooking class or whatever event they vote for, to an in-person event. When things get slow, it is a great opportunity to focus on your team bonds to grow!

Understanding a team member's underlying motivations is critical. Once you have built a foundation of trust, which takes time, managers should have a solid grasp of what motivates each and every team member. Whether it's financial freedom, time off to spend with their family, career progression and development - knowing these motivations can help managers bring goals into focus and align them to the bigger picture during slow periods.