One thing I found helpful, we need to remind ourselves why we started. We need to revisit the plans we had, and we need to go around the table and check in with everyone, find out what has changed and how can we fix it for them. If its temporary rest or shuffle of the team to cross validate then we do that. We need to know and understand each ones strengths and weaknesses and see how we can work on that and improve our mandate

When my team hits a motivation slump, I treat it like a signal, not a setback. •I gather the team for an honest check-in—no pressure, just space to vent, reflect, and recalibrate. •Then we co-create a “quick win” goal to rebuild momentum, often paired with something unexpected like a role swap, collaborative game, or passion project hour. Re-energizing isn’t about hype; it’s about restoring meaning and shared ownership.

To re-engerize your team, you cheer them on to make it to the finish line of completing the project. Tell your team that have accomplished too much to fall short and drop the ball on failing to complete the project. Also, questioned the team on why they are loosing motivation about finishing the project. They might just need to celebrate what they have already accomplished and set up a calendar or a finish line board on the finish line date to have another celebration.

When your team loses motivation mid-project, it’s often a sign they need a renewed sense of purpose and momentum. Start by reconnecting them to the why behind the project—remind them how their work impacts the bigger picture or solves a real problem. Then, break down the remaining work into clear, manageable milestones so progress feels achievable again. Celebrate small wins along the way to build energy. Check in individually to understand personal roadblocks or burnout signs—sometimes people just need to feel seen. Finally, create a moment of team connection, whether it’s a casual virtual huddle or a shared brainstorm to inject creativity. A mix of clarity, recognition, and human connection goes a long way in sparking motivation again.

- Set small and achievable goals - Celebrate and recognize team as and when they achieve them. If the team hits roadblocks, help resolve them. - Continue first two for sometime and then let ambitious long term goals as the team would have been refueled with energy.

To re-energize a demotivated team mid-project, I first acknowledge the slump and transparently communicate project progress, reinforcing its impact and value. I then revisit individual and team goals, aligning them with broader objectives to rekindle purpose. Short wins are reintroduced to boost momentum, and responsibilities are rotated to reignite interest. Recognizing contributions — formally and informally — helps restore morale. Finally, I ensure open channels for feedback and support, demonstrating that leadership is invested not just in outcomes, but in the team’s well-being. A motivated team, after all, is not just driven by deadlines but inspired by direction and belief in the mission.

To re-energize my team, I focus on purpose, recognition, and connection. I remind them how their work matters, celebrate wins—big or small—and encourage breaks to reset. I also switch things up with creative challenges or learning sessions. Most importantly, I listen—understanding what motivates each person helps tailor support. A motivated team starts with feeling seen and valued.

In every aspect of life, there are moments when things seem to fall apart. During such times, it's important to take a short break and engage in activities you truly enjoy to boost your dopamine levels. For me, that’s playing badminton. Stepping away, even briefly, can significantly shift your perspective and allow you to return with renewed clarity, energy and motivation.

In a team, each member must feel valuable and of great importance to the success of the task at hand. Re-energizing the team starts by acknowledging the individual contributions each member brings to the success of all. When inspiration is lost, I would remind each member of their great potential to making the team success. Recognise small and big inputs, cheer improvements and lead from the front