Stress

Something different today.

Most posts about raising morale tell you thing things you should do™. Here are some things you should definitely not do. Those are as important as the things you should do and sometimes we learn more from the wrong things than from the right ones.

  • ⛔Micromanage Avoid constantly overseeing and controlling every small task. Micromanaging makes team members feel undervalued and untrusted, which can significantly lower morale and increase stress.

  • ⛔Ignore Feedback Do not disregard the input and suggestions from your team members. Ignoring feedback makes employees feel unheard and unimportant, leading to disengagement, and eventually a new job offer.

  • ⛔Show Favouritism Avoid favouring certain team members over others. Favouritism creates a divisive environment and breeds resentment among team members, which will harm overall team cohesion.

  • ⛔Fail to Recognize Achievements Do not overlook the accomplishments of your team members. Failing to acknowledge and reward hard work and success can lead to decreased motivation and morale.

  • ⛔Communicate Poorly Avoid being unclear or inconsistent in your communication. Poor communication leads to misunderstandings, confusion, and frustration, which can negatively impact team morale. Worst still, ignoring underperformance, interpersonal conflict, or toxic behaviour corrodes team trust and cohesion.

  • ⛔Pizza Party Not only is this cliche, but it’s a terrible way to show appreciation. It is cheap, undervalues your team, and shows nothing but contempt. Did you hear of a proper study or paper done? Please let us know!

And if you are on the receiving end of this behaviour, the best thing you can do is to brush up your CV and look for a different position elsewhere…

If you have fallen into those traps in the past, we can help you turn failure into success. Just get in touch and we can help you make your management boring: predictable, smooth, and without drama.

If you want to learn more about all the above, here are some references for you!

  • Deci & Ryan’s Self-Determination Theory (2000) shows that autonomy is a core driver of motivation and psychological well-being.
  • Studies (e.g., Gagne & Deci, 2005) show that reduced autonomy leads to lower job satisfaction and productivity.
  • Gallup research (Harter et al., 2009) found that employees who receive regular recognition are more productive, engaged, and loyal.
  • A 2020 SHRM study found that 79% of employees who quit jobs cite lack of appreciation as a key reason.
  • Colquitt (2001) identified procedural justice (fairness in processes) as a key predictor of employee satisfaction and organizational commitment.
  • Research from Greenberg (1990) links perceived injustice to increased absenteeism and theft.
  • Hyeon Jo and Donghyuk Shin (2025) investigates the influence of various workplace factors on employee morale.
  • Paul Black et al, (2024) links intangible employee outcomes with ultimate firm performance.
  • Research by Heaphy & Dutton (2008) shows that relational energy is crucial for morale; unresolved tension drains that energy.
  • Teams with high “psychological safety” (Edmondson, 1999) outperform others—conflict avoidance undermines this safety.