In my experience, motivation grows from connection, trust, and shared purpose rather than titles or authority. I’ve found that listening actively, recognizing small wins, and involving team members in decisions helps reignite their sense of ownership. When people feel valued and heard, their energy naturally returns to the project. Saving Changes...
Great point! I'd also suggest finding out the reason why the team is being disengaged. Then, we can formulate a plan to turn things around if we know the root cause. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Syed, agree to your statement.
One aspect is that the project manager should build on team members to improve connection and trust, not trying to do everything alone. Especially if there is a residual of formal authority from the role, which sometimes keeps team members from talking openly. A PMO lead, an architect, a seasoned team lead can do a lot, not relying on formal authority but on the authority of their competence and integrative perspective. I also used pairing of (diverse) people, which, after some initial shake-up, builds mutual respect and support. Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
I completely agree Sustainable motivation rarely comes from authority; it grows from meaning, autonomy, and genuine connection.
When a team is disengaged, the impulse is often to push harder, clarify expectations, or assert control. But disengagement is almost never a compliance problem, it’s a human problem.
What has worked consistently for me is shifting the focus from pressure to presence:
1. Recreate psychological safety before trying to rebuild performance. People contribute when they no longer feel judged for falling behind. When we reduce fear, curiosity returns - and with it, initiative.
2. Involve the team early in shaping the path forward. When people co-design solutions, they don’t need to be convinced later. Ownership becomes natural, not imposed.
3. Celebrate progress, not perfection. Small wins restore momentum. Micro-recognition triggers a sense of growth, reminding the team that their work matters.
4. Shift from telling to listening. Most disengagement hides an unmet need — lack of clarity, overload, loss of purpose, or feeling invisible. When leaders listen deeply, the real block emerges, and motivation follows.
5. Reconnect the team with the “why.” Disengagement often signals that the purpose has faded. When we make the impact tangible again, energy rises without force.
In short, motivation reappears when people feel trusted, capable, and connected to something meaningful.
Authority might create obedience, but only coherence creates engagement. Saving Changes...
Program Manager| HARPER SRLSanto Domingo / Distrito Nacional, Dominican Republic
I think that authority rarely creates real engagement. Reconnecting people to the purpose and giving them space to express what’s blocking their motivation works much better. Small conversations matter more than big speeches. When team members feel seen, trusted, and part of the direction, their energy starts to come back on its own. Saving Changes...
Product Operations Program ManagerBarcelona, Cataluña, Spain
100% agree.
Motivating a team or team members must come from a genuine interest in their success and can't come at all costs.
It is essential to strike a healthy balance of assertiveness, empathy and humanity. Just like in life outside work. People that leadership by inferring fear tend to be insecure and dangerous, thus individuals to avoid. Saving Changes...
What’s worked for me is identifying the root cause. Starting with curiosity, instead of presumptions.
A disengaged team usually isn’t “unmotivated.” They could be blocked, unclear, or disconnected from the bigger picture. A quick reset on why the work matters and how their role moves things forward does more than any pep talk.
I’ve also seen that offering small ownership moments sparks more energy than big speeches. Ask for their input, hand them a piece of the decision-making, and acknowledge even the small wins. It reminds people they’re not just executioners, but the very owners of the outcome. Saving Changes...
Real motivation comes from trust, not titles. I focus on listening first, understanding what’s blocking them, and giving them space to contribute ideas. Small wins, honest appreciation, and shared goals help people reconnect with the work. When the team feels respected and included, the energy comes back naturally. Saving Changes...
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