One of the biggest responsibilities of being a leader is keeping your teams energized and motivated. This is a complicated task at any time, but especially so during this COVID-19 crisis. Whether your teams are back in office or working remotely, they’re likely distracted and possibly worried about their job security. Even the most self-motivated team members may need a boost.

To help you out, we asked 10 women executives in travel and hospitality to share what they do to motivate their teams. Here’s how they’re keeping employees engaged and focused on company goals:

Involve Everyone in the ‘Process’

“Motivating the team in my mind is all about them being part of the process. I don’t necessarily like the word ‘process,’ but I think it’s really important that when we’re working on a project, that we do it as a group, that we do it collaboratively. They’ve heard me say over and over again, ‘two heads are better than one; three heads are better than two,’ because everybody brings a new idea to the table. … They’ve participated and they’ve had a part it in it, and so that way there’s buy-in and everybody’s engaged.” — Danielle Babilino, senior vice president of global sales and marketing, Hard Rock International

Find Out What Drives Each Individual

“I think what you have to find is a really personal connection with all of your team. Having that comfort, having that thought process with them, and then really talking to them about what drives them and what helps improve their performance or productivity. … My goal as a manager is always to take somebody’s top skill and help them improve it. It really motivates them to excel.” — Laima Bashir, former vice president of operations, finance and capital planning, Amtrak

Provide Positive Feedback

“I’m a huge believer in the power of positive feedback. I still remember my sixth-grade English teacher who complimented me on my English essay, and that practically changed my life. And you should know that Asian parents almost never compliment their kids because they worry that it makes us too lazy or too proud, so this was new to me. Ever since then, I’ve seen the power of positive feedback really helping shape organizations and create those positive ripple effects, and also how negative feedback can also create a downward spiral. So what I try to do to motivate my team members is give positive feedback as soon as I can and be as specific as I can so that it doesn’t come across as ingratiating or disingenuous. And if I have to give negative feedback to someone, it’s framed more as a question so that it encourages them to revisit their assumptions or their approach.” — Nayana Renukumar, head of public policy, Airbnb

Establish Clear Vision

“The best way to motivate team members, in my opinion, is truly by ensuring that they see that vision and they understand … why we’re all doing the work that we do, what we’re trying to achieve, and what it means to so many people.” — Diana Plazas, chief sales and marketing officer, Marriott International

Be Transparent

“It sounds so simple, but treat them as I want to be treated. Treat them as people. … If your team is furloughed [like mine], don’t assume that they’re fine or that they don’t care about what’s happening at work. I’m trying to be very transparent with what I’m doing, my timelines and what’s happening — anything that I know that can impact them within what I’m allowed to share.” — Nicole Tilzer, director of global brand marketing, Hilton

Challenge Them

“I try to make sure that they’re working on things that are challenging, that are important, and that are somehow furthering their career — whether it’s at the company or for some future thing. I feel if they have that connection to our mission or purpose as a company, they feel challenged and interested, and they feel like whatever they do is going to help them … that drives a lot of self-motivation.” — Michelle DeBella, former vice president of finance transformation and governance, Lyft

Celebrate Successes

“We find ways to celebrate as often as we can as a team. We’ve entered a lot of awards competitions over the last couple of years and, thankfully, have been pretty successful in those efforts, so any time one of those accolades is received we try to get together for a happy hour. At this time it’s on a patio outside, obviously, and at a safe distance. I also check in a lot over the day just to keep everybody connected and give high-level updates of things that are happening within the organization to remind each individual on the team that they’re all connected to each of those different initiatives no matter what their role is, and that we all contribute to that success.” — Jordan Maddex-Kopp, vice president of marketing and strategic partnerships, Jet Linx

Give Away Project Ownership

“In our space there’s activities that just have to happen every year, every quarter, and we’ve got to get through them. This year, I took myself out of the mix and said, ‘Here’s everything we have to get done; here’s our road map; here’s our quarterly activities. You guys get together as a team, you figure out who’s going to do what on each of these projects, and every week I’ll step into the meeting and you guys tell me all about it.’ I think that has helped because people have the ownership.” — Joy-Lynn Tyler, vice president of Total Rewards and HIPAA privacy officer, Extended Stay

Connect on Every Level

“People want to feel connected to their leaders, to their team, to the business. It just takes a little more thought and effort to do that in a way that’s remote and virtual. We make sure that we have team connects, and we make sure that when we do have those we’re connecting on a personal level as well as on a business level.” — Amy Martin Ziegenfuss, vice president of global brand marketing, media, insights and performance, Hilton

Host Virtual Team-Building Activities

“We’ve done everything from bring your pet to the Zoom meeting to pub trivia. … We’re listening to podcasts, and we’re getting on webinars and we’re trying to have an influx of ideas for how we can engage with our teams and keep people connected so that they don’t feel isolated; and keep them motivated so that they don’t get down even though we’re in an uncertain environment.” — Linda Rutherford, senior vice president and chief communications officer, Southwest Airlines