Some entrepreneurs have a bad habit of taking personal credit for all improvements and innovations at their startups. If you penalize or ignore employee initiatives, you can be certain that they won't be repeated, and motivation for more conventional performance will suffer.

If you have a habit of declaring milestones or changing them based on the crisis of the day, don't expect the team to remain motivated. Similarly, if the team isn't aware of the milestone and the value behind it, they are unlikely to deliver.

If you are 'too busy' most of the time, or locked behind closed doors, no mentoring relationship can work.

Recognition in front of peers is the strongest motivator, and berating team members in private or public is the biggest demotivator. Check your use of rewards vs. penalties, with the negatives including emotional outbursts at no one in particular, a lack of feedback and veiled threats.

Team members need to feel trusted and valued, and micromanaging communicates the opposite. Founders who are prone to manage every detail of their businesses will ultimately kill themselves as well as lose the support of team members. Learn to delegate key tasks and give credit.

Entrepreneurs are perennially short on cash, so they tend to hire less expensive and less experienced team members. Yet most founders are overworked, so they have no time and budget for coaching and training. Team members not confident in their roles lose motivation quickly.

Some leaders expect the team to read their minds on priorities, so they never provide the written and verbal guidance that we all need to feel we are contributing. Others can be heard shouting new priorities on an hourly basis. Both habits are very demotivating.