Back when I was still a specialist, I had a manager. Let’s call her Susan.
She took over after a re-org.
(On a separate note: every new VP is like a box of chocolate, you never know what org-chart you're going to end up in).
Our team was a merger of two that didn’t ask to be merged. A few people left early. The rest of us were overworked, confused, and quietly wondering if we should do the same.
Susan tried to lift the mood. Every Monday, she’d kick off the team meeting with a pep talk. Usually pulled from a TED talk or a leadership blog. Fridays came with “vibes-only” emails: motivational quotes, emojis, that sort of thing.
She meant well.
But most of us just nodded politely, then got back to dealing with our own little fires.
I remember someone on the team muttering after one meeting, “I don’t need inspiration. I need answers. What the hell are we even doing?”
At the time, I rolled my eyes like everyone else.
Years later, as a manager myself… I realized I’m turning into Suzy.
The trap: Trying to “lift the energy” when the foundation is cracked
When you’re leading a tired team, or a confused one, your first instinct might be to cheerlead. Show passion. Inject positivity. You want to “inspire” them out of the slump.
But here’s what that often looks like from the other side:
Your team is underwater, and you’re shouting from the shore: “Let’s go, team! Swim harder!”
They’re stuck in ambiguity, and you’re giving them abstract encouragement instead of clarity.
They’re facing blockers, and you’re acting like morale is a mindset issue, not a structural one.
When people don’t feel seen, your “inspiration” reads as tone-deaf.
The bad advice: “A great leader motivates people.”
You’ve heard this one.
The job of a leader is to inspire. Bring the energy. Be the spark. Light the fire. (Insert your metaphor of choice.)
Sounds good in theory. On a keynote stage or in a vacuum.
But most of the time? You’re leading people with their own internal worlds: stress, politics, unclear priorities, maybe a sick kid at home. They don’t need a fire lit under them. They need you to take a few bricks off their chest.
That’s not motivation. That’s management.
Forget inspiration. Deliver direction.
Inspiration doesn’t come from speeches. It comes from knowing what matters, what’s expected, and what’s in the way.
The best managers I’ve worked with don’t try to be inspiring.
They try to be clear. They remove friction. They translate the chaos. They say no when needed. They protect the work.
And funny thing - people feel motivated when they’re not confused or exhausted.
What to do instead
Here’s what actually helps:
Name what’s true. Don’t sugarcoat it. If the team is overloaded, say it. If priorities are unclear, say that too. Shared reality is powerful.
Give direction, not cheer-leading. Focus on goals, decisions, and trade-offs. People want a compass, not a hype man.
Remove blockers, visibly. One small action, like getting a resource, fixing a process, saying no to new work, speaks louder than a month of motivational speeches.
Be boringly consistent. Show up predictably. Protect their time. Keep your 1:1s. Consistency breeds safety.
Invite meaning. Don’t impose it. Ask what makes the work worth it to them. Don’t assume your purpose statement resonates. Meaning is personal.
Some days, your team doesn’t need to be inspired.
They need to be less tired. Less lost. Less alone.
Do that, and watch what happens.