Your team's morale is low. How can you use feedback to improve it?

Things such as morale can make or break a team. Communication shows transparency. Bring the team together for a meeting. Certainly don’t want to have a he did/she did contest, but the question needs to be asked, “Overall, how do you feel about your position?” And “How do you feel about your team?” And “How do you feel about your tools that you have been provided for your position?” “How approachable do you feel your leadership team is?” And finally, “What can leadership do that will make you look forward to coming to work everyday?” Gather that information and then get involved. A leader should see what their folks are faced with on the day to day. Make some visits. Talk to your team. Note what is working and what is not.

Starting with understanding the heart of the issue, I leaned into open, one-on-one chats. These weren’t formal meetings but rather coffee conversations where the primary agenda was listening—really listening. It was about creating a space where team members felt comfortable sharing, not because I announced it as safe, but because they felt valued and heard. These discussions peeled back layers, revealing not just surface-level symptoms but the deeper concerns affecting the team.

Assessing the situation means completing a root cause analysis. This is important because many "causes" are symptoms of a deeper problem. If you deal with a symptom and not the root cause, you will not see lasting impacts, and in fact, you can worsen the situation because they don't trust you to deal with the root cause.

Depending on how bad the situation is and what the root cause is determined to be, you may need a plan like a significant change management approach. Plan to be as transparent as possible, addressing the "elephant in the room" if the root cause has not been discussed directly. You'll need to map out the venues to share and talk about, for example, team meetings vs. 1:1s, so you are not further damaging the situation. It would help if you also spaced these conversations so people know you are moving forward and are not overwhelmed by the coming changes or feedback.

ach piece of feedback was like a handcrafted letter, intended not just to address challenges but to celebrate the strengths we sometimes forget we have. I wanted our conversations to feel like a two-way street, a shared vision for a brighter, more connected team future. It was about weaving empathy into our narrative, ensuring everyone knew they were an essential part of our story.

When it came time to share this feedback, the setting was as important as the message itself. We opted for the casual corners of our workspace, where the atmosphere was light and the barriers low. My aim was to communicate not just with words but with the intent behind them, affirming my belief in our collective power to evolve and grow. It was about fostering a sense of unity and shared purpose, lighting the way for a renewed sense of team spirit.

The follow-up was about keeping the conversation alive. Regular check-ins became our rhythm, spaces where successes were celebrated, and stumbling blocks were met with support, not judgment. These moments reinforced our commitment to not just bounce back but to build a stronger foundation of trust and mutual respect.

In reflection, reviving team morale was less about specific strategies and more about nurturing an environment where everyone felt seen, supported, and integral to our shared success. It was a reminder that at the core of any team's success are the individuals who bring their unique selves to the table every day. By valuing and fostering those human connections, we didn't just recover morale; we discovered a deeper, more resilient form of unity and purpose.