Smita, your message is interesting. It doesn't seem like it is tied to the question at hand about how a supplier needs to position itself as a valued resource to a client in the midst of a possible budgetary cut. But that's OK, maybe the stress involved in this question created enough interest in you to bring up what is of utmost concern to you--not sure. And motivation is a topic that I like, so I will see if I can do a decent job at answering.
The first time I was put in a leadership position, it was probably based on my interest in solutions and how things need to work. (I don't REALLY know what they were thinking.) I was a good CSR (not THE best), but not always a compliant person, and I sought out different ways to handle a problem and instigated awareness into what I had found. Sometimes this resulted in criticism, sometimes this resulted in reactions that would eventually mean I should be a supervisor. I ended up a supervisor.
Then I made a series of mistakes that amounted to my misunderstanding. I "did" what I thought needed to be done instead of seeking out the resource to get it done. I thought I was helping (especially during a time of a lot of change and confusion), but I was actually creating more work for myself to handle and at the same time eliminating an opportunity for team members to reap the rewards of doing something well that I could recognize. (I inherited a sick situation all-round and could not have done much better with the relationships in place at the time, but looking back, I do see what I could have done differently as a motivator of people.)
You mentioned motivating your team, but also giving knowledge to them. And you are looking for help with this. Would you say that there is a lack of motivation? Does it seems like there is a change in the demeanor of the team since you took the position? Or are you strictly looking forward on how to ensure motivation?
Not sure where things stand, but if there is any negativity that you are encountering, then I would ask you to take a look at my above story about when I assumed a TL position. I needed to ensure there was a feeling that team members were able to provide me with facts and solutions (instead of me delivering how-to instructions), so that they felt there was a purpose to what they were doing. Do you think there are ways to create motivation through my thinking?
Something that dawned on me over time is that people do want to work for a boss, they just have to feel a purpose behind it, and sometimes they won't see the purpose if the boss doesn't speak back to the person what has been done for them, and maybe the boss has learned something new in the process, or simply recognized it. All of those count, and everybody counts.
I guess if you are looking for the best outcome on "motivation" in general, then you would want to create situations where people hear that others are recognized for what they do and that they are needed to help others (new people, etc) to replicate what they can do. There is a togetherness in that and the leader of a team relies upon people that will make an investment in it.
Does any of that do you any good?