Every team has standout players—and also those who, for whatever reason, are struggling. Maybe you’re leading a group and notice a few people who just can’t keep up. Or maybe you’ve been on the receiving end of low performance reviews yourself. Either way, understanding what makes motivation click (or fizzle out) is the first step to changing things up.
Why Motivation Actually Matters
Motivation isn’t a buzzword; it’s the difference between a team that coasts and one that builds real momentum. It fuels energy, sparks fresh ideas, and helps people push past tough spots. The people who are underperforming aren’t necessarily lacking skills—they could be missing that spark.
Low displays of motivation often come from frustration, confusion, or feeling undervalued. Team members who are off track need real attention, not just another pep talk. Most of us are hardwired to do better when we know someone cares about our progress.
Finding the Real Reasons for Low Performance
Here’s where things get honest: you have to figure out why someone’s struggling. Maybe there’s a clear skills gap, or maybe personal problems are eating up their focus. Sometimes, the work just isn’t that interesting.
How do you figure this out? Talk to them directly. Start a conversation—ask what’s getting in the way or what they wish was different about their job. You can also look at data (missed deadlines, repeated mistakes), or try brief check-in surveys. The goal is to spot patterns, not point fingers.
Making Expectations Obvious
Setting goals shouldn’t feel like a mystery novel. People should know exactly what’s expected of them, and how to tell if they’re on track. Don’t just tell someone to “do better.” Instead, spell out what “better” looks like. Maybe it’s hitting a weekly sales target or delivering three finished projects by the deadline.
Be clear, but also realistic. Nobody needs a list of impossible targets. Define every expectation and double-check that your team understands what success looks like in their role.
Building a Supportive Atmosphere
A little encouragement can go a long way, especially in a positive work culture. People are more likely to try new things (or bounce back after making mistakes) if they feel supported. It doesn’t mean throwing pizza parties every Friday. It’s more about how comfortable people are sharing their thoughts and asking for help.
Open dialogue matters. Invite team members to share their ideas or concerns, and really listen when they do. When you set up regular feedback—even simple check-ins—you’re telling people that their opinions count.
Getting People the Tools They Need
You can’t expect someone to run a marathon in flip-flops. The same goes for workplace performance. Sometimes, people are struggling simply because they’re missing proper training or don’t have the resources they need.
Look at what tools and training are already available. Are there online courses, workshops, or mentorships? Consider offering new skills training for people who want to learn, not just those who need to improve. Ongoing learning doesn’t just close knowledge gaps—it can also keep work feeling fresh.
Celebrating Wins—Big and Small
Recognition doesn’t always mean a trophy. Just noticing and mentioning someone’s progress, no matter how small, can motivate them to keep going. People want to know that their hard work isn’t invisible.
You might write a quick shoutout in a team chat, call people out during meetings, or send a thank-you note. Even “nice job on that last report” can mean a lot. Don’t wait for someone to win salesperson of the year—celebrate steady improvement as much as standout moments.
Collaboration Beats Isolation
Teamwork is often the secret sauce. When you encourage people to solve problems together, low-performing team members can learn from others without feeling singled out.
Try assigning group projects that mix skill levels or pairing up someone struggling with a more experienced peer. Collaboration builds trust and often gets people more invested in the group’s success, not just their own performance.
Giving Feedback That’s Actually Helpful
Everyone dreads negative feedback, but when it’s constructive, it doesn’t have to sour the whole conversation. Be specific and stay focused on actions, not personal flaws. Instead of saying, “you always miss deadlines,” say, “I’ve noticed a few recent deadlines slipped—how can we fix that?”
Use performance reviews as a chance for honest, two-way conversations. Let team members talk about what’s working for them and where they know they’re struggling. Then, work together on a plan.
Personal Development Plans That Make Sense
Generic improvement plans don’t do much. Real progress happens when you set practical, personal development goals for each team member. Sit down together and break down what they want to achieve and how you’ll track each step.
Set specific milestones and check progress regularly—not as a punishment, but as a guide. These plans are living documents. It’s fine to make changes if someone discovers a new strength or interest.
What About Incentives and Rewards?
Rewards don’t have to be expensive. Think gift cards, extra time off, or even public praise. The best incentives match what people actually care about. Some teams create small competitions, while others focus on recognition through “employee of the week” announcements.
Sometimes the reward is just showing growth or having more say in future projects. If you personalize these incentives, you’re a lot more likely to spark real improvement.
Tracking Progress and Tweaking Strategies
No plan is bulletproof. Once you start focusing on motivation, you’ll need to watch for real changes in performance. Keep track using simple methods—maybe weekly check-ins, productivity trackers, or team reviews.
If someone is making progress, keep doing what’s working. If there’s no shift or things get worse, you may need to adjust. Changes in workload or updated training might help, or you may need to change expectations altogether.
Long-Term Success Is About Empowerment
If you want these shifts to last past a single busy season, you’ve got to help people take ownership. Encourage people to make decisions and test out their ideas. The more autonomy someone feels, the more invested they’ll be.
It’s a slow build—progress comes from a lot of small actions stacking up. Make space for people to grow, not just catch up.
Relatable Story: How One Team Used These Basics
Take a project manager I spoke with last year. Her quality control team was underperforming, mostly from high turnover and unclear expectations. She started by setting clearer goals, then rolled out short weekly check-ins.
She had each team member list one thing holding them back. Several said they never had the right software training, so she scheduled a mini “lunch and learn.” Within weeks, error rates dropped. When someone improved, she sent a group Slack message with their name and contribution.
Now, the same team not only hits deadlines but trains newer hires. The key wasn’t anything fancy—just a focus on listening, responding, and showing the work was valued.
Making It Work for Your Team
If your group is struggling, start with honest conversations and practical support. These changes don’t need to happen all at once. Test a few strategies and see what sticks with your team.
Find what matters most to your people. Sometimes that’s training, other times it’s just some well-placed encouragement. If you’re curious about ways to bring teamwork into more areas—like sports or community activities—sites such as basketbolturk.com showcase how teams build skills together.
Workplace motivation isn’t about perfection. Some days will go better than others. But over time, regular attention to expectations, recognition, honest feedback, and support can turn most underperformance into real progress.
Keep checking in. Stay flexible. Motivation grows when you treat people like individuals who matter, not just names on a list.