登录查看更多内容

How can you identify and address underperforming team members in a philanthropy organization?

由人工智能和领英社区提供技术支持

As a leader in a philanthropy organization, you want your team to perform at their best and deliver impactful results. However, sometimes you may encounter team members who are not meeting your expectations, or who are struggling with their tasks. How can you identify and address underperforming team members in a philanthropy organization? Here are some tips to help you:

此文章中的业界达人

由社区从 8 条内容中精选。了解更多

Melina Jajamovich

LinkedIn TopVoices. Speaker, Trainer, Coach en @risoom | Autora de "Reflexiones de un a?o trabajando en pantuflas" y…

1 Assess the situation

Before you jump to conclusions or take any actions, you need to assess the situation and understand the root causes of underperformance. Is it a skill gap, a motivation issue, a communication problem, or something else? You can use various tools and methods to gather data, such as performance reviews, feedback surveys, observation, or interviews. Try to be objective and fair, and avoid making assumptions or judgments based on your personal feelings.

添加您的观点

Melina Jajamovich

LinkedIn TopVoices. Speaker, Trainer, Coach en @risoom | Autora de "Reflexiones de un a?o trabajando en pantuflas" y "Agilidad en 4 estaciones" | Con picante y disrupción para crear el futuro
举报内容
Algunas ideas… 1. Devolverle al equipo la pregunta acerca de su rendimiento, que ellos se vean al espejo. 2. Que tengan ESPíRITU CRíTICO y se pregunten ??POR QUé estamos cómo estamos?! 3. Indagar cómo está cada persona consigo misma y cómo están los VíNCULOS de los unos con los otros para comprender qué sucede. Recordar la INTERDEPENDENCIA de estas dimensiones es clave. 4. Volver a las 5 DISFUNCIONES de los equipos de Lencioni y revisar cómo estamos de confianza, si podemos tolerar los conflictos, si tenemos capacidad de generar acuerdos, compromisos y responsabilidades claras. LA AUTOPERCEPCIóN, ALIMENTADA DE NUEVAS CONVERSACIONES Y PREGUNTAS ES DONDE EMPIEZA LA POSIBILIDAD DE MEJORA.

已翻译

赞
Ryan Hasson

Spur Reply | Channel Automation | Partner Experience Champion | Leader & Mentor
举报内容
The fundamental element to start with while assessing performance is to assume goodwill. Intentional underperformance is the exception to the rule. Start with a positive mindset and that will make it easier to ensure more productive conversations, minimize risk of snap judgement, and allow for a collaborative path forward.

已翻译

赞
Josh Burns

Leading people with empathy // Growing nonprofits & businesses through digital marketing // Agency Founder // Husband & Dad
举报内容
Unfortunately, in my experience, one of the least common practices in nonprofits are annual or quarterly reviews of team members. Often nonprofits are strapped for time and resources, so radical candor isn't a priority, but I've found it's the best way to grow and improve the team.

已翻译

赞

2 Communicate clearly

Once you have identified the problem, you need to communicate clearly with the underperforming team member. Set up a meeting where you can discuss the issue in a respectful and constructive way. Explain your expectations and goals, and how their performance affects the organization's mission and vision. Listen to their perspective and challenges, and try to understand their point of view. Avoid blaming, criticizing, or threatening them, and instead focus on finding solutions and supporting them.

添加您的观点

Ryan Hasson

Spur Reply | Channel Automation | Partner Experience Champion | Leader & Mentor
举报内容
Be clear, but be professional. Do dry runs of conversations ahead of time if needed, document speaking bullets, and ultimately realize you're talking to another human. Being too soft or dancing around the hard point to speak to doesn't do any good for either party. Ensure you are actively listening and truly working to understand their point of view.

已翻译

赞
Melina Jajamovich

LinkedIn TopVoices. Speaker, Trainer, Coach en @risoom | Autora de "Reflexiones de un a?o trabajando en pantuflas" y "Agilidad en 4 estaciones" | Con picante y disrupción para crear el futuro
举报内容
Podemos hacer la RETROSPECTIVA DE LA ESTRELLA para ver cómo estamos trabajando y cómo podemos mejorar. Cada persona se preguntará qué debemos dejar de hacer, qué tenemos que hacer menos, qué tenemos que seguir haciendo, qué tenemos que hacer más y qué tenemos que empezar a hacer para mejorar como equipo. Primero cada uno responderá en solitario estas preguntas para que se OIGAN TODAS LAS VOCES. Luego haremos una puesta en común y buscaremos PATRONES en las respuestas. Desde ahí buscaremos soluciones: unos pocos ACUERDOS BIEN CONCRETOS PARA TRABAJAR DISTINTO. Es decir: nada de un plan con mil acciones sino el MíNIMO CAMBIO VIABLE para romper el status quo y determinando qué haremos, quién lo hará y para cuándo. #agilidad

已翻译

赞

3 Provide feedback and coaching

After you have communicated the issue, you need to provide feedback and coaching to help the underperforming team member improve. Feedback should be specific, timely, and actionable, and should highlight both the strengths and the areas for improvement. Coaching should be tailored to their needs and goals, and should involve setting clear and measurable objectives, providing guidance and resources, and monitoring progress and outcomes. You can also leverage the skills and expertise of other team members or external mentors to support their learning and development.

添加您的观点

Josh Burns

Leading people with empathy // Growing nonprofits & businesses through digital marketing // Agency Founder // Husband & Dad
举报内容
Create a rhythm of annual or quarterly team member reviews that provide opportunities for both management and team members to provide feedback and assess performance.

已翻译

赞

4 Implement consequences and rewards

Another way to address underperformance is to implement consequences and rewards that are aligned with the organization's values and culture. Consequences should be proportional to the severity and frequency of the issue, and should be communicated in advance and applied consistently. Rewards should be meaningful and motivating, and should recognize the efforts and achievements of the team member. You can use various types of consequences and rewards, such as feedback, recognition, incentives, training, assignments, or disciplinary actions.

添加您的观点

5 Evaluate and follow up

The final step is to evaluate and follow up on the results of your actions. You need to measure the impact of your feedback, coaching, consequences, and rewards on the team member's performance, and see if they have met the expected standards and goals. You can use the same tools and methods that you used to assess the situation, and compare the data before and after your intervention. You also need to follow up with the team member regularly, and provide ongoing support and feedback. If the performance has improved, you can celebrate and acknowledge their success. If the performance has not improved, you may need to revisit the previous steps or consider other options.

添加您的观点

6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

添加您的观点

Melina Jajamovich

LinkedIn TopVoices. Speaker, Trainer, Coach en @risoom | Autora de "Reflexiones de un a?o trabajando en pantuflas" y "Agilidad en 4 estaciones" | Con picante y disrupción para crear el futuro
举报内容
??Queremos mejorar?! ??Sabemos cómo hacerlo?! ??Podemos hacerlo?! Si queremos, sabemos y podemos solo es cuestión de intentarlo. Eso sí, recordemos que en el camino seguro encontraremos: 1. Tropiezos que merecen una REVISIóN e intervención en el momento (y no esperar a un próximo ciclo de mejora). 2. Fricciones con otras áREAS que van a requerir nuevas conversaciones y pedidos. La organización es un sistema… 3. Espíritu APRENDIZ para lidiar con esto y mejorar en CICLOS CORTOS Y CONTINUOS.

已翻译

赞
Ryan Hasson

Spur Reply | Channel Automation | Partner Experience Champion | Leader & Mentor
举报内容
Much of this article implies this is a leadership role assessing performance of someone on the team. An exercise like this, or building a training case study, is a critical component to ensuring those who are driving towards leadership positions, really want to be in leadership. Leading people is great and very rewarding, if you're in it for the right reasons. Give folks an opportunity to dive into the people management side of leadership before moving them into a leadership role.

已翻译

赞

Philanthropy

+ 关注

给文章评分

我们借助人工智能创建了此文章。您认为这篇文章怎么样？

很棒不太好

举报此文章

查看全部

How can you identify and address underperforming team members in a philanthropy organization?

1

2

3

4

5

6

1 Assess the situation

2 Communicate clearly

3 Provide feedback and coaching

4 Implement consequences and rewards

5 Evaluate and follow up

6 Here’s what else to consider

Philanthropy

给文章评分

感谢您的反馈

更多Philanthropy相关文章

更多相关阅读内容

How can you identify and address underperforming team members in a philanthropy organization?

1

2

3

4

5

6

1 Assess the situation

2 Communicate clearly

3 Provide feedback and coaching

4 Implement consequences and rewards

5 Evaluate and follow up

6 Here’s what else to consider

Philanthropy

给文章评分

感谢您的反馈

查看其他技能