What do you do if your team is experiencing performance gaps?

Do not search for issues by yourself only. KPIs/metrics are only indicators that a problem exists, and your investigation will be more productive if it is conducted together with team members or more experienced colleagues outside of your project. So, focus on indicators and, with one-to-ones, conversations with teammates, come up with the conclusion of where problems are - identify them, prioritize, find a way to solve them, and put into your backlog/objectives.

Meticulous examination of project metrics and standards is the first step towards effective performance enhancement. Examining due dates and quality standards closely allows one to identify particular areas of deficiency. Involve the group in cooperative dialogues to identify underlying issues like unclear instructions or a lack of resources. Encouraging a blame-free, open discussion fosters a culture of trust and opens the door for focused solutions. If a project deadline is consistently missed, for example, thorough talks may uncover underlying problems like insufficient resource allocation or overestimated work complexity.

In my experience the approach that has offered the best results, is asking great questions of the team. What do they think the challenge has been? Generally there is a trend that is discovered in the answers. In many instances having an open group conversation on the Why of the What (that is being attempted) after these one-on-ones, is key to solving the issue. Building trust in communication which is key to execution.

Performance gaps can be attributed to different reasons: lack of motivation, overstressed, not being valued, knowledge gaps, misunderstanding of project goals and objectives etc. Try and establish the root cause and then come up with a mitigation plan. Set up individual meetings with the team members to relay the project objectives and the milestones and stress the importance of the shared team goals. Assure the team members that required support would be given to set things right. Regular monitoring ensures that the gaps are getting filled and sufficient progress is made. Make it a joint effort where all the team members can contribute to make a difference.

Identify the causes of performance gaps: It is important to analyze and understand the reasons behind performance gaps in order to address them effectively. Clearly communicate the team's expectations and objectives: It is essential that all team members are aware of what is expected of them and what objectives to achieve. Provide constructive feedback: It is important to provide team members with specific, constructive feedback to help them improve their performance. Identify and address training needs: In case team members need to acquire new skills or knowledge, it is important to provide them with appropriate training.

The goal should be also aligned with the overall company strategies for that year. One thing I also have found helpful is to set a timeplan for each goal and monthly revision of the progress.

Empowering your team through tailored support is the secret sauce to closing performance gaps. Think targeted training, smarter resource allocation, and the right kind of guidance. It's about playing to each member's strengths and turning weaknesses into opportunities.

If a project team faces problems, your support as a manager is always required - remember, you are ACCOUNTABLE and the team is responsible for project delivery; therefore, it's within your responsibility to manage how your team will come out from the current situation. And if any support is required, you have to provide it from any angle - by yourself, by using resources of your organization. For example, you can focus on upskilling low performers and freeing time for your core team to focus on real needs, or support the mental health of your teammates, who are stressed by fighting with current issues.

1. Fixing errors and making sure they do not appear again is part of the process. Therefore, form metrics that will measure progress toward solving problems and metrics to monitor and prevent mentioned issues from appearing again. 2. Reevaluate and update risk management processes/procedures to incorporate lessons learned based on problems that have appeared and ensure that similar problems will be mitigated. 3. Reinforce proactive and open communication within the team, so upcoming problems will be brought up to you and discussed. Recognize positive attitudes and celebrate achievements.

We know that if it can go wrong? in Projects, activates and day to day operation it will. This is the concept of the known and unknown unknown coming to past. What I have experienced in successfully executed project is that not only plan for it but have an engagement strategy for making change in the middle of production/execution is key to mitigating risk. At each level ensuring that everyone know they should immediately identify problem, pitfalls or flaws with a process can be the different between, coming in on time and budget OR not. And so making everyone comfortable with change and how to escalate it key to results and outcomes. Talented people are good but those that are engaged are great.

If absent, implement team activities that will involve the team in decision-making and problem identification processes, motivate and engage through one-on-ones and team meetings, for example: - Add risk identification and issues discussion to your one-on-one agenda and relevant team meetings; - Delegate metrics monitoring to core team members; - Continuously form a technical and process excellence culture, which will result in fewer problems and timely delivery; - Make sure to recognize positive attitudes (proactiveness, communication, collaboration, result orientation) and team achievements towards established goals.

The most important things for project managers and leaders to understand is that having a fully engaged team is critical. I'm always reminded of the 80/20 rule, 80% of our output comes from 20% of the team. My questions has always been how do we ensure that the other 80% understand their impact and how do we set them on a path of becoming part of the 20% of producers? Sometimes, fit, understanding and compatibility are the answers but we don't know until we enquire and provide a space for open and honest feedback, with meaningful space for growth.