What do you do if you notice untapped potential in your team members?

There are several actions which can be taken to help them realize and develop their capabilities: Start by having open and honest conversations with your team members. Offer constructive feedback on their work, highlighting areas where they excel and areas for improvement. Set clear expectations for performance and growth. Identify training programs, workshops, seminars, or online courses that can help them develop their skills and knowledge. Acknowledge and celebrate their achievements and milestones. Create a Supportive Environment & Be flexible and adaptable in your approach.

If I notice someone in my team who could do more, I talk with them one-on-one to understand their goals and what they're good at. Then, I give them feedback on what they're doing well and where they could improve. Together, we set clear goals and look for training or special projects that match their strengths. I also offer support and advice along the way. I encourage them to take charge of their work and celebrate their achievements with them. By doing this, I help them grow and become even more valuable to the team.

Chat & Observe: Talk openly about their goals and observe their strengths beyond their current role. Challenge & Stretch: Give them opportunities that test their abilities and encourage them to learn new skills. Support & Resources: Provide access to training, mentors, or tools to help them excel in their new area. Recognize & Reward: Acknowledge their progress and celebrate their achievements to keep them motivated. By investing in your team's potential, you create a win-win: a more engaged workforce and a stronger, more successful team.

To help the untapped potential of team members , talk with them individually. Focus on why their work matters. Set goals together that are clear and challenging. Give support and tools to help them grow. Celebrate their successes to keep them motivated. This teamwork leads to everyone doing better together.

Quando identificamos o ponto forte de cada colaborador da equipe e combinamos suas habilidades para um objetivo comum, tudo se torna mais fácil, inclusive os resultados. Dê oportunidades para que eles brilhem. O resultado é incrível.

It's important to set goals, however, in my studies on the future of work and analyses on workplace engagement, goals have left people feeling anxious because even though they're clear, we know we're juggling many things at once and goals often end up being just another item on the list. In my experience, it's been crucial to sell the purpose behind projects, the why. That creates a meaningful connection that inspires, and inspired individuals tend to have higher levels of engagement and performance at work.

After identifying untapped potential, it's crucial to collaborate with team members to set SMART goals. These goals should stretch their abilities while providing clarity and accountability. By establishing a roadmap of deliverables, individuals gain a sense of purpose and direction, fueling their motivation and growth.

Look for projects or tasks that align with their strengths and interests. Provide them with opportunities to take on new challenges and responsibilities that will help them grow.

- In einem Leben ohne klare Ziele fehlt oft ein Sinn für Richtung und Zweck, was zu einem Mangel an Motivation und einem Gefühl der Stagnation führen kann. Dies wirkt sich wiederum auf das Selbstwertgefühl und das allgemeine Wohlbefinden aus. - Das Festlegen und Verfolgen von Zielen kann ein Gefühl der Richtung und Kontrolle vermitteln, was zu einem gesteigerten Selbstwertgefühl und einer positiven Einstellung, Ausdauer und Selbstvertrauen führt, die es erm?glicht Hindernisse zu überwinden und pers?nliches Wachstum zu f?rdern. - Wenn man ein Ziel erreicht hat, kann man eine Vielzahl von Emotionen erleben, zum Beispiel Erfüllung, Stolz, Freude, Erleichterung, Motivation, Dankbarkeit, Sinnhaftigkeit... Wer m?chte das nicht?

In my experience, I perceive that team motivation directly hinges on how we develop them. I typically advocate for individualized development, avoiding generalizations. In essence, the key word here is customization. It's important to remember that when exposing individuals to new projects for the first time, we should adjust the expectations and performance metrics accordingly. I often witness excessive pressure being placed on individuals who are still developing certain skills. It's crucial to treat development as genuine growth, thus evaluating the learning curve and allowing sufficient time for each individual to progress within their respective profiles is paramount.

Investing in resources and mentorship is essential for unlocking team potential. Empowering individuals with the tools and guidance they need fosters a sense of ownership and commitment. When team members feel heard and supported, they are motivated to exceed expectations and contribute positively to the team's success.

Provide access to training programs, workshops, or courses that can help them develop the skills they need to reach their full potential.

In my day-to-day interactions with teams, what I've found crucial is the need to build and reinforce psychological safety. For teams to make decisions, they must feel secure enough to take on new risks and even make mistakes. Once this is clear, communicated, and embedded in our culture, then people are truly empowered to take risks and innovate.

Encourage risk taking is not just term or we can say to the particular resource that you should start taking risks. It's the confidence we should provide to them that if you take any risks we are here don't worry we will work it out. That confidence will lead to encourage more risk taking.

Innovation and growth often require stepping into the unknown and taking calculated risks. By creating a supportive environment where team members feel empowered to explore new opportunities, we can unlock their untapped potential. Encouraging risk-taking, coupled with mentorship and support, fosters a culture of growth and innovation, driving us towards our collective goals.

Create a supportive environment where team members feel comfortable taking risks and trying new things. Encourage experimentation and innovation.

As a manager in a leadership startup, it's especially important to ensure that all team members feel valued but are also staying on track and working toward a future at the company. For example, we do monthly report cards, where we evaluate performance, give constructive criticism, I ask my reports to prep with feedback of their own as well as three goals they'd like to work towards both short term and long term at the company. These are also visible to C-Suite so team members that may not have as much frequent comms/assurance that the C level team knows how much work they put in, know that their progress and contributions are being acknowledged company wide, beyond just their direct manager, which has really encouraged them to grow.

It may take small steps for them to realise their potential, celebrate the wins even if they are small and keep encouraging them to motivate and boost their morale.

Recognition and celebration play a crucial role in fostering a motivated team. It's essential to acknowledge the efforts and progress of each team member, regardless of the scale. Whether through verbal appreciation or formal recognition, celebrating achievements reinforces the value of their contributions and inspires continued excellence.

Celebration is crucial as it brings a sense of completion and accomplishment of goals reached. I've noticed that when we don't celebrate within the teams, procrastination tends to increase and strategic focus diminishes. One tip is to offer things to be enjoyed outside of work, such as tickets to movies, concerts, or even vouchers for ordering food and drinks.

Acknowledge and celebrate their achievements and progress. Recognition can be a powerful motivator and can encourage them to continue pushing themselves.

Detecting untapped potential in team members is a great opportunity to develop new capacities within the organization, while fostering people's growth at the same time. However, I would recommend holding an open discussion with them before moving forward. Having untapped potential does not necessarily mean they are willing or motivated to move in this direction. Here's typical example: after several years of experience, a senior developer has got the skills and capacity to supervise a development team, so he is promoted to a manager position But then he discovers that he prefers to work with machines and code and not with people. So you've lost 2 resources with this move, a manager and an excellent developer.

Collaboration among teams has been a topic of discussion for a long time. In fact, collaboration is something that dates back to the early days of human evolution and was responsible for our survival as a species. But, the main question I always as myself is: why do we stop collaborating, what avoid us from being more collaborative at work? The first step to having a collaborative team is to reconfigure competition within teams, so, bring new perspective os this is crucial. Organizations have been based on the idea of meritocracy, and this has proven to be prejudicial to the teams and organizational cultures. Once the criteria for promotion, reward, and talent recognition are clear, teams can indeed collaborate with safety and mutual trust.

Indem man mehrere Ans?tze kombiniert und anwendet, kann man die Entwicklung auf individueller, gemeinschaftlicher und gesellschaftlicher Ebene maximal f?rdern. Das Mentoring und Coaching l?sst Einzelpersonen von der Erfahrung und dem Wissen anderer profitieren, um ihre F?higkeiten zu verbessern. Ein unterstützendes Umfeld, tr?gt dazu bei, ein Gefühl der Sicherheit, des Vertrauens und der Unterstützung zu schaffen, das für pers?nliches Wachstum und Entwicklung entscheidend ist. Die F?rderung von Kreativit?t und Innovation ermutigt Menschen, neue Ideen zu erkunden, Risiken einzugehen und neue Wege zu finden, Probleme zu l?sen und Herausforderungen zu bew?ltigen. So unterschiedlich wie der Mensch ist, so unterschiedlich ist der Bedarf.

In my experience the key point is the dialogue with the team guys to make them aware of the situation and the potential they have to change the things around them, these conversations sometimes give magical outcome and most important thing to remember here is that it's a journey where the mentor has to provide the necessary support continuously.

Most team members, especially the junior and mid level ones, do not realise their own potential. It’s fantastic to speak to each team member one-on-one, and provide them some mentorship /coaching, helps in building a rapport with each team members besides helping evolve future leaders in the organisation