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Abstract: This article explores common mistakes leaders make when trying to motivate their teams and provides research-backed, practical alternatives. It discusses how a lack of clear communication, over-reliance on rewards and recognition over intrinsic motivation, the use of carrots and sticks, excessive focus on individual performance over team collaboration, and failure to recognize steady effort can all undermine employee motivation. Instead, the article advocates for leaders to foster intrinsic motivation through empowerment, autonomy, and fulfillment of psychological needs. It recommends strategies like transparent communication, meaningful rewards focused on growth and development, supporting team cohesion, and acknowledging incremental progress. The article concludes that a supportive work culture focused on learning, empowerment, and shared success is key to driving sustainable high performance and engagement from motivated teams.
Motivating employees is crucial for organizational success but can also be challenging for leaders. A demotivated team impacts productivity, creativity, and the bottom line. However, what we see in practice is that leaders often try to motivate their teams in ways that are counterproductive and can damage engagement, trust, and performance over time.
Today we will explore some common mistakes leaders make when trying to motivate their team and provide better evidence-based alternatives backed by research as well as practical industry examples.
Mistake - Lack of Communication
One of the biggest mistakes leaders make is failing to communicate effectively with their team. Research shows clear communication from leadership is crucial for employee motivation. When leaders do not communicate openly about goals, priorities, expectations and progress, it leads to uncertainty, lack of clarity and demotivation among employees (Barling et al., 2003). In contrast, transparency and regular feedback foster buy-in, build trust and help align efforts.
For example, during the pandemic, many companies struggled with remote work due to a lack of clear communication from leadership. Employees felt directionless without proper guidance on deliverables, work protocols and future plans. This overwhelmed staff and damaged motivation levels (Carnevale and Hatak, 2020). In contrast, companies that scheduled regular all-hands meetings and one-on-ones saw higher engagement as employees felt informed and supported.
Leaders must share both positive and constructive feedback regularly. Weekly check-ins, monthly updates and annual reviews are some best practices. Feedback should be specific, focused on behavior not personality and followed by opportunity for discussion. Leaders must also be approachable for ad-hoc communication. Regular communication keeps teams aligned and motivated towards shared goals.
Mistake - Focus on Rewards Over Recognition
While appreciation is important, relying too heavily on praise and recognition to motivate teams can backfire. Research shows intrinsic motivation is healthier than extrinsic motivation in the long-run (Deci et al., 1999). While praise satisfies the need for esteem in Maslow's hierarchy, it is fleeting compared to rewards like learning opportunities, empowerment and career growth.
For example, a software company rewarded top performers with public recognition at events. However, over-reliance on praise led to employees doing work only for recognition rather than personal fulfillment. It damaged intrinsic motivation and creativity reduced over time. In contrast, firms like Google motivate through challenging work, autonomy, learning programs and career growth opportunities (Demb and Neil, 2008).
Public praise is best used sparingly in addition to other motivational techniques. Regular one-on-ones for guidance and feedback are better for recognition than large events. Leaders must focus more on fulfilling higher needs like achievement, responsibility and advancement through meaningful rewards in work. This fosters lasting intrinsic motivation for long-term performance and satisfaction.
Mistake - Use of Carrots and Sticks
While deadlines and accountability are needed, relying heavily on consequences or threats for motivation undermines trust and wellbeing. Research shows controlling leadership styles damage motivation over time (Deci et al., 1989). Employees work better in autonomy-supportive environments that fulfill their psychological needs.
For example, during a tight deadline, a manufacturing manager threatened pay cuts if projects were not completed on time. However, this tactic backfired severely hurting morale. Stress-related absenteeism spiked leading to missed deadlines. In contrast, an AI startup motivated teams to excel with challenges by appealing to their interest in constant learning and problem-solving (Thompson, 2017).
Rather than dangling carrots and wielding sticks, leaders should focus on supporting intrinsic motivation through empowerment and autonomy. Set clear expectations and provide needs-support like resources and guidance. Recognize outstanding effort through career enrichment rather than empty threats. Motivate through challenge and purpose rather than fear of failure. This fosters diligence, innovation and overall wellbeing for sustainable performance.
Mistake - Focus on Tasks Over People
While praise for individuals is important, focusing excessively on competition and comparisons between team members undermines collaboration. Research shows competitiveness and social comparison damages team cohesion and motivation in the long-run (Henderson and Dweck, 1990). Teams function best in a cooperative, supportive environment focused on shared goals than comparing performance.
For example, a BPO emphasized individual performance targets over team success. However, internal competition grew toxic as staff helped each other less to beat personal KPIs. Divisions formed hampering cooperation. In contrast, tech giant IBM motivates through team-based recognition and lifelong learning culture of sharing knowledge (Kets De Vries, 2014).
Metrics should focus more on shared targets like client satisfaction or efficiency improvements. Leaders must build cooperation through team-building, cross-functional projects and recognition for collaboration over just high performers. Competition has its place but only in moderation between teams rather than fostering rivalry within. Strong, cohesive teams outperform disjointed groups of individuals in the long run.
Mistake - Lack Recognition for Effort
While outcomes matter, process and steady effort should not be overlooked. Research shows acknowledging and rewarding effort is important for motivation due to incremental progress (Bronk, 2014). Goals take time to achieve and progress keeps teams motivated despite setbacks. Failure to recognize attempt demotivate those who try hardest but do not see traction.
For example, an advertising agency praised clients won but rarely acknowledged proposals built and lost opportunities explored. Top performers left due to lack of appreciation for all work done. In contrast, a tech startup instituted rewards and promotions based on learning achieved and problems solved besides victories alone. Trying team saw motivation soar with effort-based incentives (Michaels et al., 2001).
Leaders must acknowledge steady effort, perseverance and milestones crossed through regular feedback beyond victory calls and annual bonuses alone. Recognize attempts, experimentation and steady progress visible through check-ins over just outcomes visible in quarterly results. This keeps teams energized through challenging projects by celebrating process over just final product. Sustainable high performance comes from supporting steady effort, not just shouting out end victories.
Conclusion
While motivation is crucial for organizational success, leaders often try approaches that work against achieving this important outcome. Research shows intrinsic motivation through empowerment, competence, relatedness and autonomy leads to the highest and most sustainable levels of performance, well-being and engagement. Leaders must focus on clear communication, rewarding the process of progress not just outcomes, supporting teams over individuals and using methods that fulfill basic psychological needs. Motivation comes from satisfying higher human needs through a healthy work culture rather than empty praise, threats or social pressures alone. Overall, a supportive environment focused on learning, empowerment and shared success best serves to encourage teams to achieve their highest potential.
References
Barling, J., Weinberg, A., & Kelloway, E. K. (2003). High-quality work relationships: Social skills for leadership. In D. A. Hofmann & L. Tetrick (Eds.), Health and safety in organizations: A multilevel perspective (pp. 149–180). Jossey-Bass/Pfeiffer.
Carnevale, J. B., & Hatak, I. (2020). Employee adjustment and well-being in the era of COVID-19: Implications for human resource management. Journal of Business Research, 116, 183-187.
Deci, E. L., Koestner, R., & Ryan, R. M. (1999). A meta-analytic review of experiments examining the effects of extrinsic rewards on intrinsic motivation. Psychological bulletin, 125(6), 627.
Deci, E. L., Ryan, R. M., Gagné, M., Leone, D. R., Usunov, J., & Kornazheva, B. P. (2001). Need satisfaction, motivation, and well-being in the work organizations of a former eastern bloc country: A cross-cultural study of self-determination. Personality and social psychology bulletin, 27(8), 930-942.
Demb, A., & Neal, J. A. (2008). The power of perception: Biased views of diversity policy programs. Cornell HR Review, 2007, 23-29.
Henderson, V. L., & Dweck, C. S. (Eds.). (1990). Motivation and achievement. Guilford Press.
Kets De Vries, M. F. (2014). Coaching the toxic leader. Harvard Business Review, 92(4), 100-109.
Michaels, E., Handfield-Jones, H., & Axelrod, B. (2001). The war for talent. Boston: Harvard Business Press.
Thompson, J. D. (2017). Organizations in action: Social science bases of administrative theory. Routledge.
Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.
Suggested Citation: Westover, J. H. (2025). What Not to Do When You're Trying to Motivate Your Team. Human Capital Leadership Review, 18(4). doi.org/10.70175/hclreview.2020.18.4.2
