To revive a disheartened team, it's essential to foster an environment of open communication and psychological safety. High-performing leaders should actively listen to their team's concerns and validate their feelings, creating a culture where feedback is not only welcomed but acted upon. Additionally, implementing team-building activities that align with core values can help rebuild trust and motivation. Remember, restoring morale is not just about addressing the immediate issues; it’s about cultivating a long-term vision that inspires and engages every team member. By prioritizing self-care and work-life balance, leaders can model the behavior they wish to see, ultimately transforming team dynamics for the better.

Begin by acknowledging concerns and creating a safe space for open discussion. Model the behavior you wish to see and implement anonymous feedback channels for candid communication. Conduct one-on-one conversations to gather individual insights and recognize team contributions to reinforce positivity. Introduce wellness initiatives, such as stress management workshops, and establish mentorship opportunities to foster support. Organize open forums for direct dialogue with leadership and create a culture committee to promote positive initiatives. Finally, celebrate company values through recognition programs that highlight exemplary behaviors, ensuring a more supportive and engaged work environment. #ahmedalaali11

1 - Address the issue directly with the senior executive to promote awareness 2 - Foster open communication channels for team members to express concerns 3 - Implement team-building activities to rebuild trust and collaboration

Your role as leader would be primarily to balance the action & reaction. Firstly, have a closed-door conversation with the executive about whether he is genuinely concerned about some actions, decisions, or progress being reviewed leading to specific behavior. Sometimes, we are not very clear on actions vs. symptoms. Secondly, get into a team huddle to do a recap on what led to the behavior, in my experience we used to call it retro-drill. It has very surprisingly given great insights on things like what was presented, level of preparation, conversation triggers, responses given, etc. Not trying to defend executive behavior aspects here since there are always ways to communicate. Lastly ask for follow-up review.