Asking for a Friend: How Do You Inspire Your Team When They’re the Underdog?
You know that feeling. The buzzer just sounded. You and your scrappy band of underdogs are stepping onto the court, and it’s clear the other guys are taller, faster, and, let’s be honest, a whole lot shinier. You’re the 16th seed. They’re the number one. But this isn’t March Madness—this is Tuesday morning. And instead of basketballs, you’re juggling budgets, deadlines, and skeptical execs.
Your team is the underdog.
And while underdog stories are awesome on the screen (cue the slow-motion montage and inspiring music), leading through them in real life is a different kind of hustle. You can’t just believe harder. You’ve got to lead smarter. So, how do you inspire a team when you’re not just behind—you’re underestimated?
Let’s talk strategy.
1. Focus Them on Why This Game Matters
Underdogs don’t win by accident. They win because they’re playing with purpose. When the scoreboard isn’t in your favor, your people need to know: Why are we still in this game? Why does what we’re doing matter?
Start there. Find the meaning behind the mission—even if it’s buried under spreadsheets and “ASAPs.” Maybe your team’s product makes life easier for someone who’s overwhelmed. Maybe your internal project could pave the way for a more inclusive culture. Don’t assume they see it. Draw the line from their work to something bigger. And say it often.
When you remind people that they’re not just pushing paper—they’re pushing possibility—they play harder.
2. Call the “External Threat” Play (Just Not the Scorched-Earth Version)
Look, I’m not saying you should manufacture drama. But there’s nothing wrong with a little friendly fire to spark motivation.
Let the team know there’s a number-one seed out there—maybe it’s a competitor, or another team chasing the same innovation. You’re not vilifying them; you’re clarifying the stakes. “They don’t think we can do this.” That sentence has lit a thousand locker room fires.
Done right, this isn’t about resentment—it’s about resolve. The goal is to unite your team around a shared challenge, not a shared enemy.
3. Know Who’s Got the Sweet Corner Three
Every team has unsung superpowers. The analyst who spots trends others miss. The junior dev who quietly builds elegant fixes. The admin who holds the whole thing together when it feels like it’s falling apart.
Name those strengths. Out loud. In front of everyone.
Underdog energy thrives when people feel seen for what they uniquely bring. Build your game plan around their strengths. Want even more buy-in? Ask them, “What’s the one part of this challenge where you feel you could bring the most impact?” Then let them own it.
4. Practice Like a Championship Team (Even If You’re Still in Warm-Ups)
You don’t just hope your team performs under pressure—you prepare them to. Identify the vital habits that will make or break your momentum. That could mean closing the loop on every customer follow-up within 24 hours. Or holding each other accountable for flagging risks before they escalate. Or celebrating every tiny win, loudly.
The plays that win games aren’t always flashy. They’re consistent.
Pick your vital few. Practice them religiously. Let the habits become muscle memory.
5. Run the Plays. Watch the Tape. Adjust. Repeat.
Underdogs don’t get to coast. You can’t afford wasted effort or misaligned assumptions. Set a cadence of check-ins—not to micromanage, but to calibrate.
Ask: What’s working? Where are we stuck? What’s next?
Think of these like watching game tape. Not to assign blame—but to get sharper with every possession. And keep it human. These check-ins should feel like locker room huddles, not quarterly reviews.
Final Play: Make It Personal
When the odds are against you, every voice matters more. Every choice, every contribution, every ounce of energy adds up.
Note: If you’re looking for an inspiring “come-from-behind” case study, check out chapter 6 of our book, Courageous Cultures: How to Build Teams of Micro-Innovators, Problem Solvers and Customer Advocates where I share a story from my time as a Verizon sales executive.
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