Motivating a team is a central responsibility for any manager. In a professional environment where expectations and pressures are constantly changing, it's not simply a question of responding to the urgencies of the moment, but of creating a framework in which each employee finds meaning in his or her work, feels valued and can give the best of themselves. Here are some concrete strategies to help your managers motivate their teams, manage periods of demotivation and build a lasting collective dynamic.

Identify motivating factors

To motivate effectively, managers need to understand the specific needs and aspirations of their staff. These levers vary according to personalities, career paths and functions. Herzberg's model, with its two categories of factors, provides a clear framework for identifying these levers.

1. Hygiene (or extrinsic) factors

Hygiene factors mainly concern working conditions. If they are not enough to motivate in the long term, their absence can quickly generate dissatisfaction and even disengagement. They therefore form a necessary basis for guaranteeing a minimum of satisfaction among your employees. These include : 

• Salary: fair remuneration avoids frustration, but does not increase long-term motivation.
• Job security: a sense of stability is essential to reduce stress.
• The working environment: pleasant, well-equipped premises contribute to a minimum level of well-being.
• Interpersonal relations: a positive atmosphere limits tension within the team.

Example: If an employee works in a noisy, poorly equipped environment, he or she could quickly lose concentration and motivation, even if other aspects of the job are satisfactory.

However, while these elements are essential for laying a solid foundation, they are not enough on their own to create lasting commitment among your employees.

2. Driving (or intrinsic) factors

Unlike hygiene factors, driving factors are directly linked to employees' personal and professional development. These are the elements that generate real commitment and drive individuals to excel. They go to the heart of the work experience and must be actively cultivated by managers.

• Recognition: being appreciated for your efforts boosts your self-confidence.
• A sense of accomplishment: seeing the concrete impact of your work motivates you to keep going.
• Varied and stimulating assignments: boredom is a major obstacle to motivation.
• Opportunities for advancement: the chance to develop one's skills encourages long-term commitment.
  Example: An employee who receives a raise (hygiene factor) without receiving recognition for his or her work (driving factor) is likely to remain dissatisfied.

Continuous motivation

Motivation is never a given. It is nurtured by concrete, regular actions aimed at creating a climate of trust and valuing everyone's contributions. Three essential practices to motivate your team over the long term:

1. Take a genuine interest in your employees

Taking the time to understand the needs and aspirations of each employee is one of the pillars of motivation. All too often, managers focus on objectives and forget to engage in constructive dialogue with their teams. Yet active listening is a powerful lever for understanding what motivates each individual.

Why is active listening essential?
An employee who feels listened to also feels recognized and valued. This creates a sense of belonging and commitment, and reinforces mutual trust between manager and team member. By showing a genuine interest in their concerns, you send them the message that they matter as much as their results.

How do I practice active listening?

• Organize regular face-to-face meetings. These dedicated moments create a space for free exchange, away from the daily rush.
• Ask open-ended questions that encourage your employees to express their aspirations or frustrations. For example: "What aspects of your work stimulate you most today?" or "What skills would you like to develop in the coming months?".
• Rephrase their answers to show that you've understood them and that their words are taken seriously.

An employee who feels listened to is more motivated to share his or her ideas, invest more time and get involved in team projects.

2. Publicly value contributions

Recognition is a key driver of motivation. However, to maximize its impact, it should not be limited to private exchanges. Publicly acknowledging employees' achievements shows them that they are appreciated not only by their manager, but also by their colleagues and the team as a whole.

Why praise in public?
Public recognition amplifies the positive effect of your congratulations. It gives the employee a special place in the team and strengthens collective cohesion. What's more, it inspires other team members to get more involved, seeing that their efforts can be recognized too.

How do you add value effectively?

• Highlight concrete results. Mention the objectives achieved or the specific skills used to accomplish a mission.
• Be specific about your efforts. Don't limit yourself to general compliments like "Good work". Be specific: "Your detailed analysis clarified the project's priorities and enabled us to move forward more efficiently."
• Vary the formats. You can promote in a meeting, via a message on an internal communication channel or in a collective email.

Giving meaning to every mission

One of the most common causes of de-motivation at work is the feeling of performing tasks that are disconnected from overall objectives, or lacking in value. When employees do not clearly perceive the importance of their contribution, they run the risk of becoming disengaged, or of carrying out their tasks mechanically, without any real involvement.
Yet every task, even the simplest or most repetitive, can become a source of motivation if it is properly explained and put into perspective. Giving meaning to work is therefore an essential lever for maintaining a high level of commitment within a team.

How do you give meaning to a mission?

• Explain why: show how the mission fits in with the company's overall objectives.
• Emphasize the challenges: highlight the skills the task will help develop or the obstacles it will help overcome.
• Detail the how: talk about the practicalities, the collaborators involved and the long-term impacts.‍

Case in point:
"This mission to reorganize our databases is key to gaining in efficiency. Once completed, it will enable the team to devote more time to strategic projects."

Encourage with precise feedback

Feedback is one of the most powerful tools for maintaining and reinforcing employee motivation. When well formulated, it acts as a lever for recognition and progression, reinforcing both self-confidence and commitment to team objectives.
A simple compliment, such as "Good job" or "That was nice", while pleasant, has only limited impact. For feedback to be truly effective, it must be precise, concrete and directed towards specific actions. This not only recognizes the employee's efforts, but also offers suggestions for improvement or reinforcement of skills.

The rules of effective feedback :

• Be specific: identify a specific behavior or achievement.
• Be quick: give feedback immediately after the action.
• Be sincere: avoid generic or exaggerated formulas.‍

Case in point:
"Your presentation this morning was very clear. Thanks to your pedagogy and anticipation, the customer immediately understood our proposal. Your work really reinforced our credibility."

Dealing with demotivation

Even the most successful teams can go through phases of demotivation. These moments do not necessarily reflect poor management or major dysfunction, but they do need to be taken seriously. If left untreated, demotivation can lead to negative consequences such as a drop in productivity, a tense working climate or even an increase in turnover.
Rather than seeing demotivation as an inevitability, it should be seen as an opportunity to adjust your managerial approach and strengthen team dynamics. Here are a few tips on how to anticipate such a phenomenon: 

1. Identifying causes

Demotivation can be linked to external factors (workload, unclear objectives) or internal factors (loss of meaning, lack of recognition). Take the time to discuss it directly with the employee concerned, to better understand his or her point of view.

2. Recontextualizing and restoring meaning

Explain how the work accomplished contributes to team and company objectives. Project a positive vision for the future:

• Highlight the progress you've made.
• Share upcoming growth opportunities or exciting projects.

‍Case in point:
"I know it's been a demanding few months, but your efforts are starting to pay off. The customer feedback is very positive and we're well on our way to achieving our goals."

Motivating a team is an ongoing process that requires attention, regularity and a detailed understanding of individual and collective needs. Training in these practices will enable you to transform motivation into a powerful lever for performance and well-being.