Your team is feeling undervalued and underappreciated. How can you turn things around?

If your team feels undervalued and under appreciated then it may be time to examine how you are taking up your role. This data is feedback for you as a manager. The most powerful thing you can do is to step into role of Appreciator who regularly recognises and shows gratitude for the work and efforts of the team. Remember: Your first priority is to examine how you are taking up your role.

Culture is an important aspect of team building . HR Leaders are measured by the performance of their employees. If a team is de motivated, then change the culture. Set up a team building session and encourage openness, so everyone airs out their concerns. Register the concerns and work out a smart action plan on how to address the issues . Remember not all concerns can be address at your level but it can be discussed to find a workable solution. Put a smart action plan to it and collectively work to addressing the issues at hand day in day out. Meet every day during pre-start to check on the motivation level and how the culture is changing to accommodate the concern raised.

- Don't assume: Have a candid conversation with your team on what is the issue.Probe questions to understand the problem. - Guide them with areas of improvement necessary tools. - Help them understand you are here to help them grow. -Recognize your team - smallest of celebrations cupcakes,chai party, hand written notes. - Build longer sustainable options

Maybe the 'problem' is more about the leader than the team. We have to remember our teams are feeding off our self-honesty. With so much promotion around being fake positive to protect our team, we have encouraged leaders to be disingenuous. It means leaders find it harder to connect and be empathetic. The more positive psychology they implement the more distant they become from themselves and their team. Before long, the leader starts relying on self-control, and blaming themselves leading to feelings of victimhood. Soon they feel disempowered, undervalued and unappreciated-it becomes infectious. To change this, the leader needs to go on a honest healing journey. When they feel honestly confident, this will become infectious.

A team requires good coordination, which begins when management identifies problems within the team and works to resolve them. Merely increasing training and implementing more policies won't solve the problem; it only creates conflicts within the team. Management should simplify the workload by allocating tasks equally among team members and providing guidance. Sharing SOP with employees helps them learn and complete tasks independently, without relying on others for support. When employees have access to SOPs and established methods, they can work without confusion and complete tasks on time, reducing the need for approvals which ultimately benefits the team greatly.

Clarify your vision, goals, and expectations with your team members. Ensure that they understand their roles and contributions in achieving shared objectives. Transparent communication fosters alignment, empowers team members to see the bigger picture, and instills a sense of purpose and belonging within the team.

In my experience it happens very often that the team canot see how their work aligns with the bigger picture. And as I always say, communicate, communicate and communicate, clearly define how the team's work aligns with the bigger picture, be very clear about the expected results. Be frank and consistent in your speech. The team is perceptive and will notice if something that is said is not totally true.

- Clarify Vision: Show how each role advances the bigger picture. - Set Expectations: Define clear goals and success metrics. - Connect Work to Goals: Explain tasks' impact on overall objectives. - Communicate Openly: Share updates and strategies regularly. - Recognize Success: Celebrate achievements based on defined criteria. - Encourage Involvement: Include the team in decisions and goal-setting. - Offer Feedback: Maintain alignment with frequent reviews. - Promote Growth: Link development opportunities to company goals. This approach fosters understanding, engagement, and alignment with the organization's mission.

Make sure they understand the “Why”? Why we are here ? Why did we open this business ? Why we as a team working together ? Then focus on the mission, vision and their KPIs clearly Make sure you are putting these things in each meeting. Identify your northstar and its purpose. Engage them with the idea of dividing their KPIs into action plans, goal settings. Ask them to do triangular discussions on how to achieve your KPIs name it the road to achieve the KPIs??

One of the challenges when sharing a Vision is how to make it resonate with the team. Too many times we are shared someone else's views and we miss getting that connection. I work with the team to discuss the reason (the why) and the context (the what) and then have them discuss the how. I use "THEIR" words and phrases and facilitate the outcome to align with the company goals. I tend to break the vision up to what we do, how we are to achieve this, and who we want to be as we evolve on our journey. This gets more buy in and the decisions made usually resonate back to "their" vision.

Each team member contributes unique strengths to the team, improtant for the overall success of the team. Appreciation, recognitions and constant motivation are key to make people valued. Rather than comparing individuals, it's more effective to acknowledge and appreciate their respective contributions, ensuring equal involvement in discussions. While some people may excel in delivering work despite communication problems, their diverse skills enrich the team dynamics.

Recognition is the easy part, the hard part is understanding which reward provides the optimal acknowledgement for your team members individually that keeps them motivated and inspired to continue their best work. Understanding how to grow them personally, professionally and financially is the equation that moves Recognition from a program to part of the culture within the organization. At this stage the ROI and ROE are the same! (Return on Experience)

- Be Specific: Match recognition to the specific achievement. - Act Quickly: Acknowledge efforts soon after achievement. - Stay Genuine: Authentic appreciation is key. - Vary Approaches: Mix up recognition methods. - Elevate Morale: Regular recognition boosts team spirit. - Support Development: Use growth opportunities as rewards. These strategies ensure a motivated team, valuing each member's contributions.

Appreciation is very important to keep your team members motivated and in high spirit. The team lead or reporting officer either won't consider appreciating the team or keep it for future; thinking, after completing the task appreciation will be given to the concerned but scenario changes as the task get finished and a new task is assigned to the team without sending appreciations for the fulfilled task. Here what creates the demotivation. The team or an individual feels low energy, undervalued and demotivated. A good team leader must have the courage and wisdom to identify the good points/work/idea of the team or an individual and appreciate it time to time. Even a small gesture of rewarding words in a meeting are quite enough to motivate.

When your team is feeling undervalued and unappreciated you need to recognise their success and reward them for their dedication. Celebrating achievements and contributing to the team as a whole is extremely beneficial. Recognise the team's efforts in a public setting, so you are demonstrating your appreciation for them and allowing them to see that you as a leader are proud of them. By fostering this positive work environment team members feel as though they are valued, respected and heard. Due to team members feeling as though their efforts are recognised they feel empowered, therefore, boosting their productivity too.

Do not micromanage them. If you are working with professionals, empower them to make decisions by their own. Always support their autonomy and professionalism.

Supporting your team initiatives has to do with helping to remove blocks they find on the way to implement their solutions. Empowering becomes easier when your team feels really supported by you and will start to look to resolve more difficult problems.

Teile das. Soweit m?glich eine Beteiligungsm?glichkeit bieten, die nicht pro forma sein darf. Soviel Eigenverantwortung wie m?glich.

- Invite Ideas: Encourage sharing of ideas and opinions. - Give Autonomy: Reduce micromanaging, trust team decisions. - Support Initiatives: Back their innovations and solutions. - Promote Collaboration: Foster teamwork across departments. - Encourage Feedback: Value open, constructive exchanges. - Build Ownership: Let them lead projects, enhancing commitment. - Foster Trust: Show confidence in their capabilities. Empowering your team in this way cultivates a culture of trust, innovation, and shared success.

Create leaders. Leave them decide, but dont let them lost! Kill the micromanagement and focus on KIPs. Unleash their potentials Ask them to control their deep work time “3 hours a day” Put them in strategic meetings to give them more ideas and mindset how do we take strategic decisions. Create value that reflects the owner mindset.

- Acknowledge Milestones: Celebrate work and personal achievements. - Organize Events: Plan parties, retreats, and team-building activities. - Share Joy: Encourage light-heartedness with jokes and memes. - Introduce Games: Facilitate casual games or creative events like talent shows. - Foster Connection: Use fun to strengthen team bonds. - Create Positivity: Cultivate a joyful and engaging work atmosphere. These practices not only show appreciation but also build a vibrant, cohesive team culture.

- Recognition cards - Create culture of positivity - Create Events and Make all people engage - Engagement Plan - Fun Committee - Recharging day - 1 day helping each others - Team building activities - Evaluate every engagement plan to endure the eNPS is more than 8 out of 10????

Totally agree with you. Appreciation and acknowledgement can level up the game. Motivation card, awards, meeting recognition and of course monetary appreciation are examples to be used.

The often underestimated trait of appreciation and acknowledgment stands as a potent catalyst for success when judiciously employed. Whether mistakes serve as a springboard for nuanced learnings or become burdensome weights is a critical consideration. Embracing servant leadership or its military counterpart, mission command, within hierarchies can effectively remove impediments, fostering an environment where well-trained, self-organizing teams thrive. This approach not only promotes a culture of continuous improvement but also empowers individuals to rise above challenges and contribute meaningfully to collective success.

One of the ways to have fun with your team is to do this. I discovered during lockdown that if I played the song “Lean On Me“ by Bill Withers to a Zoom group of any size from 10 to 200, and then invited them to bring something to the screen that really meant something to them, it bonded them in a meaningful way and they learned something new about each other. You can either do this in grids where people look around on gallery view, or you can do it on speaker view with a keen person spotlighting some of the more engaging shares. To be clear, this is all done with team permission beforehand. They may bring family photographs, they may bring their pets, they might even bring their children. Whatever they choose I can assure you it works!

Speak with them, not to them. This is about dialogue and understanding what’s going on, not about who is right and who is wrong. When you have the meeting, either one to one or as a group, set the ground rules. Make it clear this is an open session and that you are genuinely interested in how they are feeling. Listen to understand not to reply. It maybe necessary to have a 3rd party mediator or the team don’t feel they can be open. You’re probably going to hear things you don’t like, agree with or fully understand- that’s Ok. This is just a data gathering exercise to help you understand the problem. Once you’ve collated the info - take a step back and be objective. Look at it from their perspective, your own and 3rd person.

Sometimes managers need to take a step back not only to their own team but also to other teams involved who are on the ground actually engaging with others that make things happen. Many teams work together to make these work. Trust, look, listen and maybe some managers may have a different perspective not only on their own team but a company as a whole.

In my experience, teams need to figure out if they are aligned with the values/culture of the business (we recommend playing Cards for Culture for a unique and fun way to make this happen!) Www.cardsforculturegame.com - use this code for 50% off: CultureVIP Then we must work to bring the culture to life through gamifying and operationalizing processes. We work values into habits. We are making the world better one workplace at a time. Get a coach that can help you with this! (Connect with me - Melanie Booher!) It really can be fun if you put it in some work... plus you retain talent!

Question your attitude. Are you prepared to recognise that performance can take many forms? An employee's contribution may be invisible to you if you only see certain contributions. Perhaps you want or expect a certain behaviour so much - such as unconditional adherence to promises - that you overlook a strength, e.g. that the same person only achieves so much because they allow themselves a little more leeway when it comes to deadlines. So try to discover the positive in the behaviour of others in order to feel genuine appreciation - which is the basis to authentically show it.

Start with talents. You need to be able to tickle people's talents. As a manager it's important to know what people's Flow Catalysts are. Flow Catalyst - A stimulus resulting in a visceral positive physiological reaction while drawing attention to the salient variables at hand.