Building Energy In The Team

5 Keys to Driving Positive Results

Seven energized and positive employees in meeting.

Building energy in your team is crucial to maintaining productivity, engagement, and ultimately, success.  When your team members feel energized, motivated, and excited about their work, they're more likely to produce quality work and collaborate better.  Here are five recommendations on how to build more energy in your team.


Set clear goals and expectations

One of the main reasons why team members may lack energy and motivation is that they don't understand the goals or expectations set for them. As a team leader, it is your responsibility to clearly communicate the goals and expectations for each project or task. This helps team members understand their role and feel motivated to contribute towards the overall goal.  Remember the importance of setting clear goals (specific, measurable, attainable, results-focused and time-bound) and revisiting them on a regular basis.  Use your performance coaching skills to keep the focus and identify and remove obstacles. 


Create a Positive Work Environment

Creating a positive work environment is essential for building energy in your team. This means fostering an atmosphere of trust, respect, and appreciation. It also means providing a physical space that is comfortable, bright, and inspiring. A positive work environment encourages creativity, collaboration, and innovation. 


Remember to focus on acting as a "thermostat" rather than a "thermometer", intentionally setting a positive "temperature" or tone in the office.  Leading can be stressful but always keep in mind that employee performance is easily influenced by how they perceive you and your outlook.


Encourage Open Communication

Effective communication is critical for building energy in your team. As a team leader, you should encourage open communication by creating an environment where team members feel comfortable sharing their ideas, opinions, and concerns. This helps to build trust and encourages collaboration, which in turn increases energy and motivation.


Do your best to be intentional and proactive in your communication, sharing as much information as possible, while recognizing that some things need to remain confidential until the timing is right.  The key here is to make sure that employees see you as open to sharing rather than holding everything close to the vest. 


Foster a Culture of Learning

Learning and development are essential for building energy in your team. Encourage your team members to continually learn and grow. This can be achieved through training programs, mentoring, or providing opportunities for professional development.  It can also take the form of something less formal as you take the time to explain new or better approaches to their work.  When team members feel that they are continually growing and developing, they are more likely to feel energized and motivated.  They will also tend to be more engaged long-term.


Celebrate Successes

Celebrating successes is crucial for building energy in your team. This means recognizing and rewarding team members for their achievements, both big and small. It creates a positive atmosphere that encourages team members to strive for excellence and to continue pushing towards their goals.  It reinforces their perception that their work is valued which is one of the pillars in driving engagement, performance and loyalty.  As a biproduct, celebrating successes also strengthens the relationships between team members and fosters a stronger sense of community. 


Building energy in your team is essential for maintaining productivity, engagement, and success.  Be intentional about it and keep a consistent focus.  It takes time as employees need to see a positive pattern before they will wholeheartedly embrace it.   But once they do, the results can be tremendous.

Brian Wallace • March 9, 2023
By Brian Wallace April 29, 2026
From Theory to Execution - Building a Culture That Demands Leadership If leadership excellence isn’t about knowledge, then what is it about? It’s about building an environment where leadership is required, visible, and unavoidable. Most organizations never get there. Here’s how the ones that do think differently. Step 1: Define Leadership in Behavioral Terms “Be a better leader” is meaningless. Instead, define leadership like this: “Addresses performance issues within 48 hours” “Delegates decisions with clear ownership and authority” “Drives clarity by aligning team priorities weekly” If you can’t see it, you can’t manage it. Step 2: Make Leadership Measurable What gets measured gets managed. Ask: Are decisions being pushed down or pulled up? Are leaders developing successors or creating dependency? Is accountability consistent across teams? Are new ideas being generated? If leadership isn’t measured, it becomes subjective - and subjective standards don’t scale. Step 3: Align Consequences with Expectations This is where most organizations fail. They say leadership matters, but they tolerate: avoidance of difficult conversations inconsistent accountability leaders who produce results but damage culture siloed and self-optimizing behavior You can’t have leadership excellence without consequences for non-leadership behavior . Step 4: Build Leadership into the Operating System Leadership isn’t a program. It’s how the business runs. It shows up in: how meetings are conducted how decisions are made how performance is reviewed how feedback is delivered If leadership only shows up in training sessions, it won’t stick. Step 5: Create Cultural Pressure for Leadership The strongest cultures don’t rely on top-down enforcement. They create peer-level expectations. Leaders hold each other accountable, teams expect clarity and ownership, and underperformance is addressed quickly and directly Leadership becomes the norm, rather than the exception. The Payoff When leadership becomes part of the system, execution speeds up, decision-making improves, teams take ownership, and senior leaders get out of the weeds. And the organization finally operates at the level its strategy demands. Final Thought Most companies are trying to teach leadership. The best companies build environments where leadership is the only way to succeed . That’s the shift. And once it happens, everything else gets easier.
By Brian Wallace April 29, 2026
Let’s address the uncomfortable truth: Most leaders already know what they should be doing. They just don’t do it consistently. Not because they’re incapable - but because something is working against them. What’s Really Holding Leaders Back? It’s not a lack of awareness. It’s a combination of three forces that quietly shape behavior: 1. Success Has Trained Them to Stay the Same Leaders are promoted because they deliver results. So they double down on what got them there: solving problems themselves moving quickly by making decisions solo stepping in when things go sideways The problem? Those behaviors don’t scale. But letting go of them feels risky. So they don’t. 2. Short-Term Pressure Overrides Long-Term Discipline In theory, leaders know they should: coach instead of direct develop instead of fix empower instead of control But in reality? Deadlines hit. Clients escalate. Revenue matters. So they revert to speed and control because it’s faster right now. And just like that, long-term leadership development loses to short-term execution pressure. 3. The Organization Quietly Rewards the Wrong Behavior Watch closely and you’ll see it - the leader who “jumps in and saves the day” gets praised. Or the leader who builds a self-sufficient team gets overlooked. Or perhaps the leader who avoids conflict keeps the peace and avoids backlash. Organizations say they want leadership excellence. But their reward systems often reinforce the opposite. Why This Matters More Than You Think When leaders don’t change: their teams don’t grow decision-making stays centralized innovation slows burnout increases at the top And eventually, the business hits a ceiling that no strategy can fix. The Real Work of Leadership Development If you want leaders to change, you have to change the environment around them. That means: redefining what “good leadership” looks like aligning incentives with the behaviors you want creating consequences for avoiding leadership responsibilities Because people don’t rise to expectations. They rise to what the system reinforces .
Executive team sitting around a conference table.
By Brian Wallace April 29, 2026
Most companies don’t lack leadership knowledge—they lack execution. Discover why leadership fails and what it takes to turn insight into results.