How can you ensure equal contribution from your team?

Yes! This is one the key things to do. Mesaurable expectations and KPIs. Divide the tasks well and ensure a clear way to measure the progress.

No.1 Be the last one to speak and allow everyone to share their opinion on how the project should be conducted. Together work on a framework and agree on what success looks like so that everyone keeps track.

Manter a Escuta Ativa sobre o que a sua equipe necessita e outros passos como: 1?? Promover o Autoconhecimento = Sem conhecer as próprias necessidades é mais difícil se abrir para escutar os outros. 2?? Empatia = Colocar-se no lugar do outro é uma boa demonstra??o que um depende do outro. 3?? Criar Espa?o e Momento = é extrema importancia estimular momentos de pausa no dia-a-dia. 4?? Manter Indicadores = Importante ferramenta para medir fatores como clima e engajamento, que demonstram a importancia das competências na estratégia da empresa.

We must realise that the Project as a whole is one entity. The Leader must make the Team see it as one entity, a common goal for everyone. It is like a Football Team working together, for a common goal. Thus, having watertight compartments and focusing on each person working equally is not the key issue. The key issue is each one feels in his / her heart that he / she is responsible for the entire project ! A Leader who can develop this feeling in his Team is indeed a great Leader. Hence, focus on the whole. Yes, each part is important, but the overall goal is more important. We have to get the 'our common goal' feeling in the Team mates, which is far superior to the 'only my part is important' feeling.

To ensure equal contribution from a team: 1) Clear Roles 2) Regular Communication 3) Equal Opportunities 4) Task Rotation 5) Recognition 6) Peer Accountability 7) Transparency 8) Conflict Resolution 9) Inclusivity 10) Monitoring and Flexibility 11) Goal Alignment

Equal contribution does not equate to identical contribution. Prior to kickoff, get to know each team member’s relative strengths and weaknesses in the group, and divide labor to maximize on those advantages. Someone that’s incredibly detail-oriented can be responsible for meeting minutes, and someone with cross-departmental relationships can be responsible for keeping everyone on track throughout the project.

Candid communication is difficult to establish with remote teams, but it is very important. Company culture will often dictate whether or not teammates trust each other enough to establish meaningful communication. I’ve been fortunate to work with leaders who have been effective at developing this trust amongst their teams.

To encourage communication, you must understand the concept of a round table where everybody's opinion has the same weight, and they are all heard equally. A good way of making it happen is by letting the people who are afraid of speaking their minds do it first, so you can appreciate their input, whether it is good or bad. What is needed in the initial team sessions is for them to get confident with the team and understand that we are backing up each other.

This doesn't necessarily mean that teams are in constant communication. No one wants to be on endless Zoom calls. In fact, research suggests the most effective teams communicate in bursts. They check-in quickly to sync up around tasks and deadlines, and then give each other long blocks of uninterrupted time to work.

Effective communication, a collective effort of employers and team members, is crucial for fostering collaboration. Misunderstandings can lead to missed opportunities and frustration. Encouraging open dialogue and active listening help bridge communication gaps, enhancing productivity and teamwork.

The understanding of the Leader with the Team should be on the following lines : 1. This is the broad parameter. Work within it. 2. I will be telling you the task, and then getting out of the way. 3. I will not micromanage at all. 4. You own your part in the project. 5. Feel free to come to me for any advice regarding the task. I will be available. The Team must sense that the Leader is trusting them. They must know that the Leader will be there for any help, for any support required. I would recommend a large amount of autonomy must be given to the Team members, to execute the task. Any feedback taken by the Leader should be more in the form of - "Hope all is going well." It must not be in the form of a daily formal report.

To empower decision-making, you must have a clear process. If you don't, they will make hard decisions, not necessarily bad ones, but I can assure you they will be hard. Tough, in the sense that the follow-up process will be complicated since you don't have a defined path from the beginning. You can let your reps search for a new business, but if you don't have that process aligned the bigger the change these prospects aren't your real ICP

Incentives are what really drives us. There is no lie here, we need money to survive. So give some great incentives to your team, and if they are not expressing how they really feel. Only means that the incentives aren't that good for them to care.

Additional incentives and rewards can hinder individuals and teams at work. They shift focus from intrinsic motivation, promote competition over collaboration, create short-term thinking, encourage potentially unethical behavior, undermining that intrinsic motivation. Balancing extrinsic rewards and intrinsic motivation, emphasizing autonomy, mastery, purpose, and a supportive work culture is crucial for fostering productivity and workplace satisfaction. Incentives may also be subjective. What one person considers rewarding, others may see as without value. Recognizing effort is a fantastic for morale, and encourages others to follow that example. It further drives that sense of value, belonging and pride in the workplace and their duty.

Feedback is the company's main way of promoting recognition for each member of its team. Furthermore, this feedback helps to implement a culture of constant search for improving processes within the organization. However, to really make a difference, these feedbacks need to be frequent, forming part of the company's routine. An example of the importance of feedback is that, when the employee realizes that they are doing a good job, they have more motivation to do it, more confidence to dare, innovate and, consequently, bring even better results. Even negative feedback can help a good professional grow. Once he understands what is expected of him, and is well guided, he has more clarity about which points he should invest in to improve.

Feedback is what makes you grow, no short route over here. Constructive feedback will make your rise from 0 to 100 really quick. It is hard, but that is the only path to success, Listen to others and accept that criticism.

Soliciting feedback requires trust from team members. Creating a safe and inclusive environment where everyone feels comfortable sharing their thoughts is key. Personally, I prefer open dialogue while actively listening to each team member and the diversity of perspectives. Rotating speaking opportunities and implementing structured brainstorming sessions to ensure everyone has an equal voice helps team members feel they've contributed. Assessing and addressing biases or imbalances as they arise helps foster a culture of fairness and inclusivity.

Bring all the ingredients and cook them well after cooked bring them to the table and taste them before serving them, never think your ideas can have a big impact.

One thing that should never be overlooked is ensuring that all team members are aware of the value their role provides. If team members understand the value of their role, as well as the negative impacts of them underperforming, they will likely be inclined to contribute with greater effort. It is unrealistic to assume that all team members will have equal drive to supply adequate contributions. However, we can attempt to level contribution by empowering all team members in their role and strategically engaging in active communication with those who are falling behind.

Everyone on the team should know their role and how it will impact progress or the finish. When each member is connected to their section with a shared objective then the work load becomes more balanced and the team moves as a unit.

1. Promote Skill Development - Encourage upskilling with resources or training to boost contribution and job satisfaction. 2. Build Trust: - Foster trust through open, respectful communication and team-building exercises. 3. Value Diversity and Inclusion - Respect diverse perspectives to enrich input and foster innovation. Ensure everyone feels valued. 4. Manage Workload - Monitor workload distribution to prevent overloading or underloading individuals, promoting equal contribution. 5. Utilize Strengths - Assign tasks based on individual strengths for increased engagement and positive contribution.

I don’t think a successful team will have equal contributions. I say this because you can’t always quantify the work people do and you definitely can’t compare certain tasks or roles with others. Everyone is different, what may take one person 10 minutes, would take someone else 20, so how are you going to say that they have to do the same work? In my experience, you need high achievers on every team and naturally that means that it won’t be equal, and that’s okay. Some people simply don’t work as hard, it happens. Everyone should strive to be THEIR best at what they do so that they can be the contributing member of whatever team they are on. That’s all that is reasonable to require of people.