Leader’s Daily Digest: Dealing With a Low-Energy Team

In my career, I’ve found that some of the most valuable lessons come from shared experiences and open discussions. When I write articles like this, I aim to raise questions that are just as much for me as they are for my readers. I share my thought process and invite others to share theirs. So, let’s dive into the topic of dealing with a low-energy team and explore how leaders can revitalize team spirit and productivity.

Recognizing a Low-Energy Team

Many of us, at some point in our careers, have faced the challenge of working with a team that’s lacking energy. Communication is sparse, motivation is low, goals are unclear—or worse, unattainable—and team members seem to be going through the motions without much enthusiasm. Innovation is stifled, and any attempt at ambitious ideas is met with a quick dismissal.

Sometimes, this issue is rooted in the broader company culture, which is a topic far too large to cover here. Instead, I want to focus on specific teams within organizations that are identified as low-performing or, as some might say, “boring” to work with. In these teams, task delays become a norm, not because of legitimate roadblocks but simply because things move at a snail’s pace. You ask for something that should take 10 minutes, and yet you’re given an ETA of two to three weeks. Sound familiar?

So, what’s really going on? What causes this behavior in teams, and how can leaders turn things around? I’ll share what I’ve learned, but I’d love to hear your thoughts too—so feel free to comment and share your experiences.

Key Factors Contributing to Low Team Energy

From my experience, several factors contribute to a team’s lack of energy:

• Team Culture
• Misaligned Roles
• Ineffective Motivation
• Blaming Individuals
• Lack of Encouraged Communication

Team Culture

Team culture plays a critical role in shaping energy and productivity, and it is largely influenced by leadership. While leaders aren’t the only factor in team dynamics, they often set the tone. That said, it’s important to acknowledge that external influences—like organizational policies or market conditions—can also affect the team.

Leadership by example is a principle I stand by. Think of a team as a ship: the leader is at the helm, steering the course. While it’s tempting to try and turn things around quickly, real change often requires time and patience. A minor course adjustment today can lead to significant changes in the direction of the team in six months. On the other hand, sudden, radical changes might cause panic or rejection, which can make things worse.

In my experience, the best teams I’ve worked with had leaders who modeled the behavior they expected from others. They didn’t implement sudden changes but instead demonstrated the right culture and mindset day by day. This consistent approach eventually built a strong, unified team. If you’re new to leading a team, I recommend spending some time (around two to three weeks) simply observing the team’s culture before proposing changes—no matter how much improvement may be needed.

True Motivation

One of the most important lessons I’ve learned as a leader is to never underestimate the intelligence of your team. People can tell when they’re being fed false promises or hollow motivation, and it erodes trust quickly. While it’s important to keep morale high, transparency and honesty are critical in maintaining a team’s long-term trust and motivation.

Imagine your company is going through tough times, and everyone knows it. Offering false hope won’t help. Instead, it’s better to be upfront, even if the news isn’t great. For example, saying something like, “Team, you might have heard some unsettling news, but I want to assure you everything is fine,” won’t do much good if it’s not true.

A better approach might be: “Team, I know you’ve heard about the challenges the company is facing. It’s a difficult time, but as a small team, let’s focus on what we can control—our work. If we can deliver our best during these tough times, we’ll not only help the company but also be in a stronger position when things improve. I wish I had better news, but together, we can work toward brighter days.”

The point is to motivate the team with truth. Trust builds stronger teams, even in difficult circumstances.

Putting the Right People in the Right Roles

When someone isn’t performing well in a team, the first reaction might be to move them out. But in many cases, it’s not that simple. Often, underperformance stems from misalignment—a person is in a role that doesn’t suit their strengths, or they’re tasked with responsibilities they aren’t comfortable handling.

Leaders who take the time to identify these misalignments—through one-on-one meetings, feedback loops, or performance assessments—are more likely to see improved team energy. Shifting someone into a role that better aligns with their skills can transform their performance. Low motivation can be contagious, so it’s crucial to ensure that everyone is excited about their work and that each team member feels ownership of their tasks.

Blaming Individuals

One of the quickest ways to sap a team’s energy is by blaming individuals when something goes wrong. We’ve all been in meetings where a project demonstration goes off track, and suddenly, someone is called out: “John, what happened here?”

Strong leaders understand that accountability is part of their role. If something goes wrong, it’s more productive to address the issue calmly and without pointing fingers. A leader who takes responsibility for the team’s performance—good or bad—creates an environment where people aren’t afraid to take risks or admit mistakes.

Psychological safety, or the idea that team members feel safe to speak up without fear of punishment, is crucial for innovation and morale. Leaders who foster this type of environment tend to see better engagement and stronger team cohesion.

Encouraging Communication and Teamwork

Team-building activities are great for fostering communication and camaraderie, but they should be more than just an occasional happy hour or fun offsite event. While these can help build bonds, real team cohesion comes from fostering open communication and trust in the workplace.

Encourage a culture where asking for help is not seen as a weakness but as a strength. Peer work sessions, regular check-ins, and open discussions about progress and challenges can help build this culture. As a leader, you don’t have to have all the answers. Sometimes, admitting you don’t know something sets a powerful example for your team. When your team sees that it’s okay to ask questions or seek help, they’re more likely to do the same, strengthening the entire group’s knowledge base.

Regular training sessions, facilitated by the team lead or even external experts, can also help keep everyone aligned and up to speed. A well-trained team is not only more productive but also more confident, which can significantly improve energy and motivation.

Wrapping Up

These are some of the lessons I’ve learned from working in technology teams over the years. I hope my observations help shed light on the issue of low-energy teams. Of course, every situation is unique, and I’d love to hear your experiences and ideas as well. How have you dealt with similar situations? What strategies have worked for you?

Let’s keep learning from each other.

Cheers to all!