What do you do if your team members lack motivation to achieve their goals in a startup?

The most important thing in a start-up in terms of the team is purpose. A startup with a major social impact on positive social change or environmental technologies has a much easier time finding motivated people to work. I have supported over 100 start-ups and projects so far. Most of them fail because of the financing, but this often depends on the team constellation. Many founders often start up together for personal reasons, for example because they studied together. For start-ups in particular, it is very important that the team members feel valued and can make a significant contribution. In contrast to corporations and established companies, the visibility of one's own skills and achievements is much greater in a start-up.

Startup Founders: One critical tip to get motivated and engaged employees. Understand needs by hiring (and firing) for mindset. An "Earning Mindset" expects upfront compensation. A "Learning Mindset" expects some delayed compensation. Startups are a learning journey, which is all about delayed returns. So much knowledge you need is unknowable at the start of the journey. Earners often want to be specialists. (You need generalists) Earners often want to dictate quality. (Customers determine quality. Startups exist to serve new poorly understood customers.) Earners tend to want immediate results. (The experimentation needed takes time) Earners do tend to have more experience. But, a startup team with all earners, is all but doomed!

Creating a startup is like any other process in life. You move based on your inner motivation and people approach you based on your proximity to your goal. The bigger the target, the better. More and more different thoughts will join you. Your team members share your ideas.

One simple approach is to have open and honest conversations with your team member to understand their challenges and motivations better. Offer support, set clear and achievable goals together, and provide regular feedback and recognition for progress made. Encouraging a positive and collaborative work environment can also boost motivation and engagement.

Startups are build around a product, a product is build around a problem and a problem is faced by the customer. Now when team lacks motivation the "leadership" needs to reiterate what the purpose they are fulfilling. Interest will be developed once the main problem is identified.

Foster a Culture of Learning and Adaptability — Encourage a mindset where challenges in achieving goals are viewed as opportunities for learning rather than failures. I saw the effectiveness of this approach in maintaining motivation even in the face of setbacks. One great exemple that inspired me is Satya Nadella’s transformation of Microsoft’s culture to one that embraces a "learn-it-all" mentality over a "know-it-all" mentality. It has been pivotal in fostering innovation and adaptability among teams.

Para motivar membros de uma equipe desmotivados em uma startup, é crucial estabelecer metas claras e realistas que direcionem o foco, permitam a medi??o do progresso e celebrem as conquistas. Essas metas devem ser desafiadoras, mas alcan?áveis, para estimular a criatividade e o aprendizado, garantindo ao mesmo tempo que a equipe compreenda plenamente as expectativas, os prazos e os critérios de sucesso. Adotar a metodologia SMART (Específicas, Mensuráveis, Alcan?áveis, Relevantes e Temporais) pode tornar as metas mais tangíveis e gerenciáveis, contribuindo para uma maior motiva??o e engajamento da equipe na busca pelos objetivos da startup.

?????????????? ?????????? ?????? ?????????????????? ??????????: Think of goal-setting as navigating a ship through stormy seas. Clear, realistic goals act as your compass, guiding your startup toward success. Utilize the SMART framework—Specific, Measurable, Achievable, Relevant, and Time-bound—to ensure your goals are both inspiring and attainable. Transparency and communication are key to keeping your crew on course.

S.M.A.R.T goals for: - The team - For individuals Use the OKRs (Objective and Key results). It has to be Strategic AND Tactical

In the sense of a startup, you want to aim for the direction you want to go rather than setting a 3-5 year time limit of when you want to reach X goal(s). What has worked for me in the past is start with creating a 3 months, 6 months and 1 year runway plan of your execution. This can be applied really in almost every vertical within a company. Every 3-5 weeks do an assessment to be assured things are going as planned (or in the startup world, somewhat planned) to tentatively hit your 3, 6 and 12 month goals. Remember in those early stages you want to focus on the direction of the wind rather than wonder when you'll reach your destination. At times the wind is strong, at times not so much - pick a direction and you'll find your true path.

Agile 360-Real-Time Feedback — Foster an environment where team members (and leadership !) receive immediate, comprehensive feedback from all levels—peers, subordinates, and superiors—integrating this practice into daily stand-ups, retrospectives, and sprints. I saw times and again how this agile-inspired method expanded to 360 degrees ensures feedback is timely, relevant, and holistic, promoting quick adjustments, fostering transparency, and enhancing team cohesion.

Agile 360-real-time feedback — Foster an environment where team members (and leadership !) receive immediate, comprehensive feedback from all levels—peers, subordinates, and superiors—integrating this practice into daily stand-ups, retrospectives, and sprints. I saw times and again how this agile-inspired method expanded to 360 degrees ensures feedback is timely, relevant, and holistic, promoting quick adjustments, fostering transparency, and enhancing team cohesion.

Agile 360-Real-Time Feedback — Foster an environment where team members (and leadership !) receive immediate, comprehensive feedback from all levels—peers, subordinates, and superiors—integrating this practice into daily stand-ups, retrospectives, and sprints. I saw times and again how this agile-inspired method expanded to 360 degrees ensures feedback is timely, relevant, and holistic, promoting quick adjustments, fostering transparency, and enhancing team cohesion.

Para elevar a motiva??o da equipe em uma startup, é crucial fornecer feedback contínuo e reconhecimento dos esfor?os e conquistas. O feedback construtivo e específico permite que os membros da equipe compreendam como podem aprimorar seu desempenho e crescer profissionalmente, enquanto reconhecer e celebrar seus êxitos contribui para um sentimento de aprecia??o e pertencimento. Essa prática n?o só ajuda os colaboradores a identificar áreas de melhoria e pontos fortes, mas também refor?a sua importancia dentro da empresa, estimulando uma motiva??o renovada e um compromisso mais forte com os objetivos comuns da startup. Reconhecer as conquistas, tanto individuais quanto coletivas, fomenta um ambiente de trabalho positivo e inspirador

Feedback & recognition is the key to improve motivation and performance for team members. This is especially true for Startups as people are juggling with dynamic goals, changing priorities, multiple responsibilities, and lack of guidance & clarity. Feedbacks should be personalized, specific, and should be focused on improvement. Providing clarity on urgent vs important tasks, growth path, role requirement, development needs, and short term expectations of the company helps in bringing the right drive for the employees. On the other hand, Recognitions helps in ensuring that the employees feel valued. Apart from rewards or awards, words / letters of appreciation (both in person & public) and senior compliments brings right alignment.

Trust and ownership can be a powerful motivator for most people to reaffirm the value and importance of their work and themselves. For example, with the OKR method, I have personally experienced how concrete goals, involvement in decisions and trust in people to achieve these goals have provided motivation.

Trust is no doubt an essential foundation and pre-requisite for activities aiming for good outcomes, driven by organizations and teams. Where you have an established trust base among the team members, regardless the position of the individual within the company structure, it is only a small step to take a next step by empowering team members as well as teams, by delegating jobs and tasks from which one expects high quality results and constributions to businesses. Resulting in no further need for time consuming and none productive micro management activities anymore. Keep in mind that trust needs to come from the top of the organization and needs the support by management, going ahead with good examples and always "Walk the Talk"

Involve team members in decision-making processes, especially when it comes to decisions that directly affect their work. This can increase their sense of ownership and investment in the company's goals.

Lots of people use the "trust" word and do not understand its consequences. First, it's a two way street...then when something "bad" happen, you cannot withdraw your trust. We all screw up in our careers. We should be given the ability and space to fix whatever was not right. This is precisely where TRUST comes into play. Trust is a word during a storm. Not when things are all-OK.

- Delegating tasks that match individual strengths. - Encouraging initiative and welcoming new ideas. - Stepping back from micromanagement and allowing ownership. Empowered and trusted teams thrive on taking ownership of their work and driving results.

From my experience, the overwhelming reason Team Members in a startup lose motivation is because they’re not aligned with the Vision/Mission/Purpose. People in startups are driven less by traditional approaches (e.g. examples 1 to 6) and more by the potential impact of the business on industry or society.

?????????????????? ?? ???????????????? ??????????????: Culture is the heartbeat of your startup, shaping its identity and direction. Create a supportive environment where collaboration thrives and laughter is encouraged. Foster open communication, empathy, and a sense of fun. With a positive culture as your foundation, your startup will thrive and grow.

Having a positive "culture" is a theme that is often used as a way to allure talent. The problem is most companies don't have a culture. Providing fruit and beverages in a break room doesn't cut it. Allowing your team members to be themselves does. An example is when an employee uses their alloted vacation time but are seriously deterred from management to actually use it. A positive culture not only allows it but encourages it whether it's needed after a grueling quarter or celebrating hitting crushing a quota. A positive culture promotes teamwork where hitting a goal benefits everyone. For example a company my recruiting firm works alongside, Sciton, is not a start up but privately held and gives quarterly profit sharing to ALL employees

Of course fostering a positive culture is very important! Allow me to digress a bit, but did you know some of the best soldiers/warriors the world has ever seen have practiced/studied the power of positivity? In fact, on the battlefield having a positive attitude can save your life. If the power of positivity can save lives on the battlefield image with it can do when properly instilled within companies. Some food for thought for your Friday morning :)

Culture defines the DNA of your organisation. A positive culture is just like the fertile land where the yield is maximum. So to build one, go people first. People's first culture always wins as the end of the day it's people dealing with people. Respect, mutual understanding, care, doing the right thing, appreciating personal space, giving space to express, get heard and supported. Maximising the social return, developing a culture of learning etc are some ways to build a great culture.

When your team feels unmotivated in a startup, it's super important to lead by example. That means you gotta show them how it's done by putting in the effort and being excited about reaching goals. Be ready to face problems head-on and share both your wins and losses openly. When your team sees you working hard and staying positive, it encourages them to do the same and get back on track to crush their goals. By showing them firsthand how to handle tough situations and close deals, I provide them with practical guidance they can apply in their own interactions. This hands-on approach not only improves their skills but also reinforces the importance of teamwork and leadership within the team.

Working in a startup can be quite challenging, particularly in the early stages. It's crucial for leaders or founders to set the example and actively engage team members. Additionally, maintaining a flexible and adaptable system is key; if something isn't working, it's important to be able to pivot and make necessary changes. However, if people need some specific motivation, then probably startup is not for them. And let’s agree that not everyone is good for the startup environment. It’s just for some people, who have the different mindset and type of the psyche??

Your team sees you as a role model and someone to look up to. They get inspired by what you do and how you do it. Your actions, words, and even your feelings can affect how motivated and happy they are at work. So, show them how it's done! Be passionate, excited, and dedicated to your job. Let them see that you truly care about what you're doing. Be the kind of person you want your team to be - respectful, hardworking, and skilled. Always be honest and open with them. If you make a mistake, own up to it. And when you make decisions, make sure you're accountable for them. This builds trust and shows your team that they can rely on you.

It is my personal experience where I have seen that most of the time they require your hand holding and want them to see you lead by example. It is critical to show that one true example of it by our own self and then the respect level shoots up and they follow your steps. However I feel being respectful and give a good listening of their issues and then help them solve it goes a long way. You definetely attract huge amount of love and loyalty

In a startup even more than in big enterprises, you need to show that as the boss you're willing to do what it takes and are never afraid to "get your hands dirty".

Hiring is hard. Operations is even tougher. The issue with no motivation to works starts with not hiring the right candidate. Motivation is temporary, dedication is permanent - if you can ensure the person you hire can dedicate time every to your vision that the most ideal candidate for you. In a long run people who have been consistent always get a good return. That being said, you may not always find such candidates so simply you need to incentive them for completing their tasks. Monthly bonus, per deal bonus, added benefits like lets say two added paid leaves can have a great long term positive effect on the employee. Lastly if this is a recurring issue - fire.

Para que haja motiva??o do time para realiza??o das atividades em alta performance precisamos entender mais sobre “auto realiza??o”, tal como proposto pela antiga piramide de maslow. Sem convergir os objetivos pessoais dos colaboradores com as metas propostas pelo negócio, pouco provável que haja um caminho de sucesso da firma, a partir da uni?o e engajamento do time. Há uma necessidade de equilíbrio entre ambos, a fim de que o resultado ocorra.

First off, gotta figure out why folks are feeling down. Too much work? Not enough challenge? Talk to them one-on-one, get a real sense of things. Make sure the goals are clear and actually achievable – no use chasing something impossible. Celebrate small wins, even the little things, to keep the energy up. See if there's ways to make work more interesting – give them ownership of a project, chance to learn something new. Most importantly, show you care about their success too, not just the company's. That makes a big difference.

We can't treat everyone the same way just like when you switch dancing partners during a social night, or at a networking event with where there are people from different cultures, you need to listen first and see whatbis their language. In dance we connect through the body and see intentions, wait for it to come and we then communicate back. Many times I see leaders disregard the cultural intelligence part of communicating efficiently. We need to motivate the team members individually with their innate source of motivation and after we need to find a common motivation for the whole team to make them want to work together on the set of goals we entrust them. This way they have their double engine, one personal and one on team level.

Everything is as real as you believe it to be. In a startup, the best way to make it "real" and reinforce this is to keep your team, at all levels as connected as possible to the customer and witness the ways in which it impacts the beneficiary.