That’s a challenge a lot of us face during slower seasons. One thing that’s worked for me is being upfront with the crew about the situation and involving them in finding solutions. Transparency builds trust, and people appreciate knowing what’s going on rather than being left guessing.
On the motivation side, I try to keep them engaged with smaller projects — things like equipment maintenance, training, or even community service jobs that don’t bring in big revenue but keep everyone active and learning. It helps morale and builds skills for when business picks back up.
As for pay, some owners set aside a “slow season fund” during busy months to cover reduced hours later. Another option is offering flexible schedules or partial shifts so everyone gets something rather than laying people off completely. Even small gestures, like bonuses tied to training completion or loyalty, can go a long way in showing you value them.
I think combine transparency with creative ways to keep people busy, and plan financially during peak times so you can support the team when things slow down. It’s not easy, but keeping morale high now pays off when the busy season returns.
