Leading the Unmotivated
For When Your Team’s Motto Is “It’s Above Me Now”
There are days I leave meetings wondering if I’m the only one who still cares, and ready to tear down Saks Fifth Avenue to ease my pain.
I manage a team of bright, early to mid-career professionals. They’re not bad at what they do. However, the hardest part of my job isn’t about skill-building or performance; it’s about coaching maturity. It’s getting people to move with purpose, to own their growth, to show initiative even when it’s not required.
That used to be a given. Now? It feels like a stretch goal.
No one wants to go the extra mile anymore.
No one wants the stretch project.
No one wants to get to know their team beyond a Slack handle and a Zoom window.
And if I’m honest, I don’t fully blame them.
The pandemic rewired how we work and what we value. Job security has eroded. Layoffs are everywhere. People are tired, checked out, and cautious. The narrative has shifted from “lean in” to “don’t let work take more than it gives.” And while I understand that - deeply - it makes the role of a people leader feel heavier AF.
We’re not just managing tasks. We’re managing morale.
We’re not just driving outcomes. We’re dragging engagement.
We’re not just setting vision. We’re selling buy-in every damn day.
And it’s exhausting. I’m exhausted.
So, what’s next? How do you lead in this environment without burning out or burning bridges? First, you have to stop taking it personally. That’s lesson number one. Your team’s lack of urgency isn’t a direct indictment of your leadership; it’s a reflection of the world we’re all navigating. It’s emotional whiplash out here: one minute you’re being praised in a town hall, the next you’re refreshing LinkedIn because your company just laid off 12% of the workforce “to ensure long-term sustainability.”
People are playing it safe. They’re self-protecting. They’re not lazy - they’re low capacity. And that’s a distinction every modern manager needs to grasp quickly.
But here’s the real talk: while empathy is essential, so is accountability.
The truth is, high performance and high compassion aren’t mutually exclusive. We can create psychologically safe environments and still expect excellence. We can acknowledge the burnout and still hold the line. The key is shifting from managing effort to unlocking energy.
Here are 5 practical tools I rely on to help both new and seasoned leaders adapt:
1. Swap Motivation for Momentum
Don’t wait for your team to feel inspired. Create small, manageable wins that build confidence and momentum. Assign projects that have a visible impact and celebrate progress publicly and often. People crave purpose…they just need help reconnecting to it.
2. Coach the “Why,” Not Just the Work
When maturity is lacking, context becomes your biggest ally. Don’t just tell your team what needs to be done, explain why it matters, who’s impacted, and how their growth fits into the bigger picture. Personal ownership grows when people feel connected to more than just their deliverables.
3. Make Stretch Projects Opt-In, Not Assigned
The days of “voluntelling” are over. Instead, create “spotlight” opportunities, high-impact projects with executive visibility or learning upside, and invite them to participate. This adds a dash of exclusivity. Build an opportunity for the team to raise their hands rather than roll their eyes.
4. Normalize Discomfort Without Glamorizing Burnout
Ambition isn’t toxic. But hustle culture is. There’s a middle ground, and we have to teach people how to live in it. Model what a healthy challenge looks like. Praise curiosity, resilience, and follow-through, not just speed or increased scope.
5. Audit Your Energy Leaks
Leading the unmotivated will drain you if you’re not careful. Pay attention to the tasks, people, or patterns that zap your energy most. Set boundaries where you can. Protect your spark. Because if you go numb, it’s game over for everybody.
Final Thought
Leadership today is a lesson in patience, empathy, and emotional stamina. But it’s also a chance to redefine how we build great teams and people leaders. Not through pressure…but through purpose. Not through stack ranking…but through human connection.
The rules have changed.