You're a leader of an organization, but it's in transition and morale is low. how do YOU motivate the troops?

I would give them a venue to to get it all off there chest. Be an ear for their concerns, problems, thoughts, solutions, etc. Find out what if anything, they think you can do to help the department do better, and help them to do their job better.

This shows them you are there with them to work and help them to do the same.

This worked for me.

Let me add to what Brian said though. I would acknowledge the issues, and create a venting session, but I would be clear that it was a one-time session to air all unspoken stuff in order that the team be able to move on.

I would also involve the team in the process. “We’ve lost some people, some things have changed, but we still have this task. What do you think is the best way we can accomplish it?”

I agree with Marina

Make it clear that the goal is to establish or re-establish the team, and what you want to do to help that.

“The beatings will continue until morale improves,” is always a good way to start.

Is this a military group? Do you have the authority to grant 72s or similar rewards? Giving them something tangible and personally rewarding to work towards is often a good way to get them going. Set realistic goals for the group, and then communicate those goals clearly, as well as the rewards for achieving said goals.

Finally, giving each individual a specific role in achieving the group’s goals makes each person feel useful. When people realize that the entire group is depending on them, they’ll strive harder to help the group meet their objectives.

Listen to their concerns and address them. I’d recommend a series of roundtable meetings rather than a large communications meeting. Create project groups to work on some of the concerns and make yourself known and available to the group. Build a common goal that they can get on board with and recognize their efforts.

Give them a way to improve their own situation. Give them authority and power to fix things. Do things to let them know that they’re valued. Break any big projects down into smaller projects, and use objective means to measure progress, so that they can see how they’re progressing.

Of course, if the transition is ongoing—such as, it’s a merger, and they suspect there will be a round of layoffs—you can only do so much.