We are all obviously working harder while also trying to work smarter. But most of us are certainly living in a resource-constrained environment that expects the “team” to do more with less.
While the often short bursts of high-intensity work can spark creativity and generate some camaraderie, prolonged periods can chip away at morale, productivity, personal well-being, and joy at work. As leaders, one of our most important responsibilities is keeping our teams motivated – even when it stretches them to the max.
Start by being transparent and acknowledging the strain. Motivation begins with recognition. When people are under pressure, it’s vital to acknowledge these efforts honestly and, most importantly, publicly.
It can be as simple as, “I know how much we’re asking of you right now, and I really appreciate everything you’re doing.” This can go such a long way.
This gesture of recognition makes people feel valued, which fuels their own internal motivation. Please avoid telling them, “It’s part of the job so suck it up!” I have seen that done, and it’s never received well, even as a joke.
Next, make sure they each understand the important purpose. There are many things we ask of people, and it’s very often the “how,” but giving them the “why” is also a big part of the motivation.
When people understand why they’re working hard, they’re more likely to push through. When your team knows the larger purpose behind the crunch, it tends to hurt considerably less. Sometimes the best way is to connect their work to the company’s mission—the impact on the customer or a meaningful milestone. Purpose can turn stressful effort into commitment, rather than burnout.
Offer them ways to eliminate non-essential tasks. Set clear priorities and let them know that it’s Ok if some other things don’t make the priority list right now. Communicating what won’t get done lets them feel like you’re replacing, rather than adding even more to their list. This frees up capacity while reassuring the team that you understand the reality of their workload.
Nothing makes a day worse than working and feeling like they’re losing control. Help them fight that overwhelming feeling by involving them in decisions wherever possible.
Ask, “What can we drop?” or “What’s slowing us down?” When your team feels like they have a say in the process and how things get done, motivation improves – even when stress remains.
In high-pressure environments, many managers tend to unintentionally send signals that extra work is to be expected. Talk openly about ways to manage the more stressful times.
Respect boundaries, and teams will do the same. Don’t email your staff at 2 am or call/text after hours. I had a manager calling people after 9 pm or emailing in the middle of the night. The subliminal messages you’ll be sending will have far more impact than the message intended within the text or email.
When you’re in survival mode, it’s easy to focus only on what’s next, so take time to celebrate the positives! Acknowledge even small wins to keep energy high and help people see the progress being made. Whether it’s a shout-out in a team meeting, a quick note of appreciation, or a small personal reward, take the time to reinforce that hard work is being noticed.
Finally, motivation improves when people know their manager is working as hard to support them as they are to meet the demands. Let them know you believe in them and that you’re making investments in them.
Whether it’s bringing in temporary help, offering flexibility, or simply showing up with lunch after a long week. Small acts of support send a powerful message. As Al Jarreau sang, “We’re in This Love Together.”
It cannot always be about relentless cheerleading. But empathy, clarity, and shared commitment go such a long way. With the right balance of recognition, prioritization, and support, even the most overstretched team can stay engaged and remain energized.
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Bob Lawrence writes weekly columns on radio leadership and business. Additionally, he serves as Market Manager for MacDonald Broadcasting in Saginaw, Michigan. He has held virtually every position in the business over his 40+ year career, from being on-air in Philadelphia, San Diego, and San Francisco to programming legendary stations including KHTR St. Louis, KITS Hot Hits and KIOI (K101) San Francisco to serving as the head of all programming for Saga Communications and working for the Radio Advertising Bureau. Before landing his current role, Bob helped lead Seven Mountains Media’s cluster in Parkersburg, WV/Marietta, OH. He can be reached by email at BGLawrence@me.com.
Bob also honed his research skills over ten years as Senior VP of Operations at Broadcast Architecture, eventually launching his own research company and serving as President/CEO of Pinnacle Media Worldwide for 15 years. Bob spent five years as VP of Programming for Saga Communications before joining New South Radio in Jackson, Mississippi as GM/Market Manager. Prior to joining Seven Mountains Media, Bob served as General Manager for the Radio Advertising Bureau, overseeing its “National Radio Talent System”.
