How To Motivate Your Employees In 5 Minutes: 5 Simple, Psychology‑Backed Steps
- Jan Feeley
- 2 days ago
- 11 min read
Chances are you have felt demotivated at some point in your career. The challenges of motivation do not magically disappear when you become a manager or business owner. If anything, they grow.
You still need to find your own energy each morning, but now you are also responsible for the motivation of your team.
The good news is that the basics of motivation do not require a PhD or a big budget. They start with small, human conversations.
Globally, only around one in five employees feel engaged at work, and low engagement is estimated to cost businesses trillions in lost productivity. That sounds huge and out of reach, yet what you say and do in the next five minutes can make a real difference to how someone feels and performs today.
With that in mind, here are five ways to motivate your staff, each of which you can start in five minutes or less.
Step 1: Recognise your staff
It sounds simple. It is simple. Yet it is still missing in many workplaces.
Recent surveys show that a large proportion of employees feel disengaged or lacking enthusiasm for their work, and many say they feel undervalued by their organisation. When appreciation is rare or vague, people quickly start to wonder whether their efforts really matter.
So the first step is to stop the demotivation that comes from feeling invisible.
This does not have to mean prizes and big bonuses. In fact, research suggests that specific, timely recognition from a line manager is far more powerful than generic “well done” messages or one expensive award once a year. A few genuine words, said at the right time, can change how someone feels about their whole day.
Here are three ways to do that in under five minutes:
One‑to‑one thank you
“Thank you for how you handled [specific situation] this morning. It made [customer / colleague / project] easier because [why it helped].”
Keep it short. Say it privately. Focus on a specific behaviour, not just the result.
Public shout‑out in a team meeting
“Before we start, I want to recognise [name] for [specific action]. It showed [team value] and helped us [impact].”
This helps the individual feel valued and quietly reminds everyone what “good” looks like.
Three‑line thank‑you message
“Hi [name], I just wanted to say thank you for [specific thing].It really helped with [impact on team / client].I appreciate the way you [behaviour, for example ‘stay calm under pressure’ or ‘spot potential problems early’].”
If you want to go a step further, start linking recognition to what really motivates that person:
Someone who loves making a difference will light up when you highlight the positive impact on customers or colleagues.
Someone who is driven by learning will appreciate you noticing their development and new skills.
Someone who thrives on relationships will value you noticing the way they support the team.
Those underlying drivers are what Motivational Maps measure, which I will come back to later.
For now, set yourself a short challenge: offer one piece of specific, behaviour‑based recognition to each team member this week. It will take you less than five minutes per person and will repay you many times over.
Step 2: Give employees autonomy
Micromanagement kills motivation.
Most leaders do not mean to micromanage. Often it grows out of care, habit or pressure from above. Yet if people feel they have no real say in how they get work done, they quickly switch off.
The world of work has changed dramatically since 2020, and so have expectations. Flexible and hybrid working are now mainstream, and lack of flexibility is one of the most common reasons employees consider leaving their job. At the same time, well‑designed flexible arrangements can support motivation, wellbeing and performance.
Autonomy is not about letting people do whatever they like. It is about agreeing clear outcomes and boundaries, then trusting adults to find the best way to deliver.
Here are some five‑minute ways to increase autonomy:
Ask a simple question in your next 1:1
“If you could change one thing about how or when you work, and it made your week easier and more productive, what would it be?”
Listen carefully. Look for a small change you can actually make, such as shifting a regular meeting or adjusting one deadline.
Offer a micro‑flex
Allow an earlier or later start once a week.
Let someone move their lunch break to avoid a stressful rush.
Block a weekly “focus hour” where they will not be interrupted.
Clarify outcomes, then step back
Instead of prescribing every step, say: “The outcome we need is [clear result] by [time]. Here are the constraints. How would you like to approach it?”
From a psychological perspective, autonomy is one of the core nutrients of intrinsic motivation. When people feel they have some choice and control in their work, they are more likely to bring their energy, creativity and commitment.
In the UK, employees now have the legal right to request flexible working from day one in a new role, which means more of your team will expect a conversation about this. Starting that conversation yourself, in a practical and honest way, is both motivating and reassuring.
Step 3: Tell them why
Sometimes you recognise your employees, you offer flexibility, and yet people still seem to drag their heels. They do “just enough”, but there is no real spark.
Before you label anyone as lazy, it is worth asking a simple question: have you clearly explained why their work matters?
Knowing why something is important is deeply motivating. This is especially true for younger workers. Recent global surveys show that most Gen Z and millennial employees say a sense of purpose is important for job satisfaction, career decisions and wellbeing. Separate research finds that when people can connect their daily work to something meaningful, they are more engaged, more productive and more likely to stay.
Motivational Maps data reflects this too. Across many organisations, the desire for purpose and meaning (called the Searcher motivator) is one of the most common drivers. People want to feel that what they do makes a difference.
You can inject purpose into everyday tasks by:
Explaining the bigger picture
“We need this report accurate and on time because it allows our client to make a confident decision about investing, which will create new jobs for their team.”
Connecting tasks to customers or colleagues
“When you check those details carefully, it means the installation team can work safely and avoid costly delays.”
Linking to values
“We are doing it this way because it protects our reputation for [value, for example ‘quality’, ‘care’ or ‘reliability’].”
A simple habit is to add one “because” sentence whenever you set a task:
“Please can you do X by Y, because Z.”
This does not have to be grand or perfect. It just needs to be honest and specific enough that people can see how their effort matters beyond ticking a box.
And do not assume that saying it once is enough. Motivation fades, and the “why” gets lost in the noise. A quick reminder at the start of a meeting or a project phase can re‑energise people in less than a minute.
Step 4: Break it down
So you are recognising your team. They have some autonomy. They understand why their work matters. Yet a few people are still stuck, or continually “behind”.
Sometimes this is not about attitude at all. It is about overwhelm.
Imagine if I poured every glass of water you will drink in your whole life into one enormous tank and then asked you to drink it. You would feel horrified and probably give up before starting.
Yet when you take it glass by glass, day by day, it feels normal and manageable.
Big goals at work can feel exactly like that tank of water.
Research on goal‑setting and motivation shows that clear, specific and challenging goals increase performance, especially when they are broken down into smaller steps or sub‑goals. Studies on “small wins” also show that noticing progress, even tiny steps forward, boosts motivation and persistence on long or complex tasks.
As leaders, we are often more comfortable holding the big picture. We can forget that other people might only see a giant, intimidating mountain.
Here is a five‑minute process to help someone who feels stuck:
Name the big goal together
“The big thing we are trying to achieve is [describe clearly].”
Ask where they feel stuck
“Which part of this feels most overwhelming or unclear?”
Break it into smaller steps
On a notepad or screen, list 3 to 5 smaller chunks. For example:
Collect last month’s data
Draft a one‑page summary
Review with me for 15 minutes
Finalise and send to the client
Keep each step concrete and doable.
Choose one next action
Ask: “Which step could you realistically start in the next 24 hours?”
Agree what “started” looks like for them.
Agree a quick check‑in
“Let us touch base for five minutes on [day/time] to see how it is going.”
This then feeds directly back into recognition. Each small step they complete is a chance to notice, acknowledge and celebrate progress, not just the end goal.
If you have team members who live with ADHD, anxiety or other conditions that affect executive functioning, this kind of breakdown is not just helpful, it is often essential. It reduces cognitive load and gives them a clear path to success.
Step 5: Understand your staff as individuals
You can recognise people, give them autonomy, explain the why, and break things down beautifully. Yet there may still be someone you quietly describe as “impossible to motivate”.
Often, they are not impossible at all. You just have not found what personally motivates them yet.
People are not motivated by the same things. Some look forward to seeing their colleagues and being part of a team. Others light up when they get to solve a tricky problem. Some want clear rewards for hitting targets. Others value independence above anything else.
You can start to uncover this by asking simple questions, such as:
“What do you most look forward to in your working week?”
“What kinds of tasks give you energy, even when you are tired?”
“When have you felt really proud of your work lately?”
These five‑minute conversations can give you rich information.
A few examples:
If someone says they love helping customers or making a difference, they are likely driven by purpose. To motivate them, keep showing them the impact of their work and involve them in meaningful projects.
If they mention targets, commission or pay rises, they probably have a strong results and rewards focus. Making the link between performance and rewards clear will energise them.
If they talk about being part of the team or “we” much more than “I”, then relationships and belonging are probably central. They may feel particularly demotivated if there is conflict or isolation in the group.
If they say they love learning new things or “getting really good at something”, they are likely motivated by mastery and expertise.
In our own team, and with many of our clients, we use Motivational Maps to make this much clearer.
Motivational Maps is an ISO‑accredited tool that measures nine core motivators (such as Defender, Friend, Star, Builder, Expert, Creator, Spirit and Searcher) grouped into three clusters: Relationships, Achievement and Growth. It takes how people feel and turns it into data that leaders can use in day‑to‑day decisions.
The Maps report shows:
What motivates each person most right now
How well those needs are currently being met
Where there might be internal tensions or clashes between people
Practical strategies for each motivator that you can action immediately
For example:
Someone high in Friend will be energised by collaboration, mentoring and social connection.
Someone high in Expert will be motivated by training, specialist projects and being a go‑to person.
Someone high in Spirit will value autonomy and the ability to shape their work.
Someone high in Searcher will need to see how their work contributes to something worthwhile.
If you know this, then:
Recognition becomes more meaningful (because you praise what they personally value).
Autonomy is easier to shape (because you know where freedom helps and where structure reassures).
Development plans feel exciting instead of like another form.
Even the most challenging employees can usually be motivated once you understand what specifically motivates them and adjust the environment so they can use that energy well.
If you are unsure how to start these conversations or want to go deeper in understanding how to reward, recognise and motivate employees, tools like Motivational Maps can give you a shared language and a very practical starting point.
We would love to have a chat with you about Motivational Maps! Click here to learn more about them, or visit this page to get in touch with us directly!
Putting it all together: five minutes that compound
And that is how to motivate your employees in five minutes.
Individually, each of these actions is small:
A specific thank you.
A tiny increase in autonomy.
A sentence that explains why something matters.
A quick conversation that breaks a task down.
A curious question about what really drives someone.
Done once, they may feel insignificant. Done consistently, they compound.
Psychology and organisational research both suggest that small, regular actions that support autonomy, competence, relatedness and purpose are far more effective for long‑term motivation than occasional big gestures. Over time, they build trust, reduce stress and help people bring their best selves to work more often.
You do not need to overhaul everything at once. Instead, pick one step to try this week:
Maybe you start with recognition and aim for one specific thank you a day.
Or you experiment with giving a little more autonomy to one person.
Or you choose that team member who seems “impossible to motivate” and ask what they actually look forward to at work.
Notice what happens. Pay attention to changes in energy, attitude and performance. Then build from there.
I have a Master’s in Psychology and am now completing my PhD, so it is probably not surprising that many of these tips focus on conversations and understanding what makes people tick. But they really do work, and not just on paper. They have worked for me and my teams many times, and for the leaders I coach.
Whether you are giving a few heartfelt words of encouragement, reminding someone why their work matters, or asking what gets them out of bed in the morning, you can start to motivate your team members in less than five minutes a day.
If you try any of these ideas, I would genuinely love to hear how you get on.
You can find me on LinkedIn here, or send us a message via our contact page.
Next steps and resources
If you are curious about Motivational Maps and want to find out what truly motivates you and your team, you can read more here:
Or, get in touch to explore how Maps can be used in your organisation.
Frequently Asked Questions about motivating staff quickly
1. Can you really motivate employees in just 5 minutes?
Yes, because motivation often comes from small, consistent interactions rather than grand gestures. A five-minute conversation where you genuinely listen, recognise specific effort, or clarify a goal can immediately boost an employee's sense of value and clarity. These "micro-moments" of leadership compound over time to build a highly motivated culture.
2. How do I motivate employees without money or a big budget?
Financial rewards are only one part of the picture (the 'Builder' motivator). Most employees are also driven by non-monetary factors like autonomy, mastery, purpose, and belonging. You can motivate them for free by offering flexible working options, involving them in decision-making, publicly recognising their contributions, and connecting their daily tasks to the company's wider mission.
3. How do you motivate an unmotivated employee who seems checked out?
First, stop guessing. Use a tool like Motivational Maps or have a direct conversation to find out what actually drives them. Often, an "unmotivated" employee is simply a person whose core motivators (e.g., security, creativity, or expertise) are being blocked by their current environment. Once you identify their specific drivers, you can adjust their tasks or working style to reignite their energy.
4. How can I motivate remote or hybrid employees quickly?
Speed and clarity are key for hybrid teams. Use a quick morning "stand-up" call to check in personally, not just professionally. Be intentional about recognition - send a specific "thank you" message in the team chat where others can see it. Finally, trust them with outcomes rather than tracking their hours; this autonomy is often the biggest motivator for remote workers.
About the author
By Jan Feeley
Psychological Therapist by day, coach by evening and weekend. Jan is currently in the middle of his doctorate in clinical psychology at Bangor University, and is passionate about mental health, wellbeing and self‑care.
He is a firm believer in collaborative working, both clinically and in organisations, and loves using people’s expertise about themselves to create meaningful and energising change in their lives and at work.
