A manager once asked me, “How do I motivate a team that is exhausted?”

I told him to begin with one person.

Not with a speech. Not with another meeting. And not with vague praise like, “Great job, everyone.”

Find one person whose contribution mattered and tell them exactly what you saw.

During prolonged pressure, people often stop noticing their own progress. The unfinished work becomes louder than everything they have already overcome.

That is partly human behaviour. Under sustained stress, the brain pays more attention to threats, gaps, and potential problems. It is trying to protect us, but it can also distort the picture.

People may begin to question their competence even while doing some of their best work.

This is where thoughtful encouragement becomes an important leadership practice.

Credible encouragement is not about pretending everything is fine. It is about offering evidence:

“I saw how you brought calm to that difficult conversation.”

“Your preparation helped the team make a better decision.”

“The way you supported your colleague kept the work moving.”

Specific words help people connect their effort to its impact. Sometimes, until confidence returns, they need us to remember their strength for them.

Try this with someone today:

Tell them what you observed.

Explain why it mattered.

Name the strength it revealed.

Then give them room to decide what their next step should be.

Encouragement does not lower standards. Done well, it helps people find the energy and belief to meet them.

Who might need you to remind them of their strength today?

For more reflections on leadership, human behaviour, and helping people succeed, visit https://www.imadlodhi.com.

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