Why a One-Line Question Can Shift Your Whole Team’s Mood

When the weight of layoffs, budget constraints, or difficult news burdens a team, it's natural for morale and focus to decline. People become more protective of their emotional space, which can make even well-intentioned team-building efforts feel intrusive. To counteract this, one effective approach is to introduce lighthearted, low-pressure icebreaker activities during regular meetings. These should be intentionally simple, non-competitive, and respectful of personal boundaries.

A few examples of such questions include: “What was your favorite cereal as a kid?”, “What’s a movie you’ve watched more than three times?”, or “What’s a small thing that made you smile this week?” These types of questions don’t require vulnerability, but they offer a glimpse into each person’s personality. They're also conversation starters that can spark laughter or shared memories, which is particularly helpful when people are feeling emotionally guarded. Keeping the tone gentle and optional allows space for those who may not feel ready to engage fully while still fostering connection for those who do.

Ground Rules and Framing for Sensitive Times

Before engaging in any bonding activity during a difficult period, it is essential to acknowledge the emotional climate. A short, empathetic statement from the meeting leader can go a long way. For example: “I know it’s been a heavy few weeks, and everyone is doing their best to keep going. We’re not trying to force anything today, just share a light moment if that feels okay.” This framing validates the team's emotional state and makes participation feel like an invitation, not a requirement.

Setting clear expectations also helps. Let the team know the activity won’t take more than five minutes and that it’s okay to pass. The purpose is simply to create a moment of levity and connection. Managers who model participation themselves - by sharing something personal or funny - can ease others into the activity. According to research on team psychological safety, leaders who show vulnerability and support tend to foster stronger team cohesion and resilience during crises (Edmondson 1999)¹.

Real-Life Example: A Parks Department Director's Approach

During the pandemic, a director in a mid-sized city’s Parks and Recreation Department noticed her team was emotionally depleted. Remote work, program cancellations, and safety concerns had drained morale. At the start of weekly virtual staff meetings, she introduced short icebreaker questions like, “What’s your go-to comfort food?” or “What song always lifts your mood?” Initially, only a few staff members responded. But over time, more people began to participate, and the chat box filled with emojis, side comments, and music recommendations.

The director later observed that staff began reconnecting outside of meetings, offering each other support and humor in team chats. Survey responses showed a 27% increase in staff reporting that they felt “more connected to coworkers” three months after the icebreakers began. While the director didn’t solve every problem with these activities, she created a consistent space for relief and connection, which helped carry the team through a difficult period. This real-world example illustrates how small, intentional efforts can shift emotional energy over time.

Try It and Reflect

If you’re considering using this approach with your own team, try starting with a single question in your next meeting. Choose one that feels light and safe, like “What’s a snack you always have in your desk drawer?” or “What TV show have you been rewatching lately?” Give people the option to pass. Keep it brief, and note the reactions. Did people smile? Did anyone follow up with a comment later in the meeting? These are small indicators of engagement returning.

After trying it a few times, reflect on what you observed. Did the tone of meetings shift? Are team members more willing to interact informally? You might find that even a few minutes of structured yet casual conversation helps rebuild trust and ease. If you try this and see a difference, we’d love to hear how it went for your team. Sharing these small wins can help others facing similar challenges in their departments.

Professional Development Through Emotional Intelligence

Building emotional intelligence among team leaders is a key component of effective professional development. Leaders who are trained to recognize emotional patterns, respond empathetically, and adapt communication styles are more likely to sustain team morale during challenging times. According to a report by the Center for Creative Leadership, emotional intelligence is one of the most important predictors of leadership effectiveness, especially in high-stress environments like local government (Gentry et al. 2014)².

Incorporating emotional intelligence into leadership training can include modules on active listening, conflict de-escalation, and creating psychologically safe environments. When leaders feel equipped to handle the emotional undercurrents of team dynamics, they are more likely to implement supportive measures like the icebreakers discussed here. This alignment between training and practice strengthens organizational culture and helps teams navigate uncertainty with greater cohesion.

Making Space for Meaningful Connection

Especially in the public sector, where teams are often tasked with doing more with less, emotional fatigue can easily set in. Creating moments for connection does not require elaborate retreats or expensive programs. It often starts with small, consistent actions that show people they are seen, valued, and not alone. When leaders take the time to create these moments, they lay the groundwork for a team culture that is more resilient and adaptive over time.

Investing in professional development that prioritizes human connection, even in subtle formats like meeting icebreakers, is a worthwhile strategy. It reflects a shift toward leadership that sees morale not as an abstract concept, but as an actionable component of operational success. When people feel emotionally safe and seen, they bring more energy, creativity, and focus to their work - even during difficult periods.

Bibliography

1. Edmondson, Amy C. 1999. "Psychological Safety and Learning Behavior in Work Teams." Administrative Science Quarterly 44 (2): 350-383.

2. Gentry, William A., Regina H. Eckert, Sarah A. Munusamy, Todd J. Stawiski, and Sophia T. Martin. 2014. “The Need for Leadership Development in the Public Sector.” Center for Creative Leadership. https://www.ccl.org/articles/white-papers/the-need-for-leadership-development-in-the-public-sector/