I have previously worked with these people and I believe in their skills and talents. However, as a team, I observed how they underperformed. This led to significant slippages which I immediately took note of. I knew I had to do something to motivate them and make them believe in their potential as a winning team if only they work as one. Unlike machines or computers that can easily undergo troubleshooting, people are essentially more complicated to handle. From years of work, they have already formed their own perceptions about how things should be done or what the output should be. It is quite difficult to their attitudes and perceptions expediently so it took substantial patience in dealing with them. In this case, I initially set a meeting with the team. I have laid out to them the fact that indeed the team is lacking in terms of performance. I also talked to them individually about how they feel about the team and what they think should be improved. In the same way, I communicated to them my vision for their team and emphasized how crucial its part is in meeting set targets for the project. Apart from these, I also organized a team-building workshop for them wherein they learned more about each other. After these activities, I monitored their performance to see the results of my effort. I have noticed a significant change in the team with much-enhanced performance. With this experience, I have learned so much about being a manager. People in the organization value being somehow recognized by their superiors. They also appreciate their manager’s concern for them and believe in them as an integral part of the project. Most are not able to relate to aloof managers who prefer to constantly communicate impersonally. Moreover, I learned that communication is vital, be it from the manager down to subordinates or vice versa. A manager can only learn about people he manages not only by talking to them but more so by listening to them. In this way, motivation becomes the outcome.