What do you do if your team's performance is not improving despite feedback?

Ensure that the feedback provided is specific, constructive, and actionable. Vague or overly critical feedback can be demotivating and may not effectively address the underlying issues. Take the time to understand why the team's performance is not improving. Are there systemic issues within the team or organization that need to be addressed? Are there external factors impacting performance?

Assessing feedback is crucial when team performance doesn't improve. Ensure feedback is clear, actionable, and relevant to the team's goals. Feedback should be a two-way conversation, so check for genuine understanding and comfort in voicing concerns. The issue may not lie with the team's capabilities but with the clarity and usefulness of the feedback.

Dive deep to unearth the root causes beneath stagnant results. Make feedback your ally—clear, actionable, and tailored for each member. Empower your team with targeted training and mentorship, setting clear, achievable milestones to ignite motivation. Celebrate every victory, fostering a culture of recognition. Embrace adaptability, fine-tuning strategies as you go. When necessary, tough decisions pave the way for new growth. Your commitment to understanding and supporting your team is the key to unlocking their potential and soaring to new heights together.

Es importante tener un equipo con las aptitudes correctas para desempe?arse correctamente y cumplir con los objetivos, evalue y escuche a su equipo, tal vez no tengan las competencias copletas que se requieren y sea necesario reforzar conocimientos o apoyarse con terceros para alcanzar los objetivos. Una persona que se sienta insrgura o que no tenga una competencia siempre deberá de tener la confianza de levantar la mano y pedir ayuda, se debe asegurar un ambiente de confianza donde se puedan tener ese tipo de interacciones que ayuden a progresar tanto en el objetivo puntual como en el desarrollo de equipo a largo plazo.

Sometimes, the problem isn't the team, it's the feedback itself! Consider these points: Clarity is key: Did you explain the "why" behind the feedback? Helping them see the bigger picture boosts motivation. Comfort matters: Did the team feel safe asking questions and voicing concerns? An open and honest environment is crucial for learning. Actionable steps: Did you provide specific ways for the team to improve? Remember, feedback without a roadmap is like giving directions without a map. Reassessing feedback isn't about placing blame, it's about finding solutions.

Teammates falter because they lack clarity and do not fully understand what are desired organisational goals. Train people to think for the organisation, sometimes from the perspectives of key stakeholders and collectively work towards a successful outcome.

Ensure that team members clearly understand their roles, responsibilities, and performance expectations. Set measurable goals and provide regular feedback on progress.

Setting clear goals is crucial for team performance. Ensure goals are SMART: Specific, Measurable, Achievable, Relevant, and Time-bound. Ambiguous goals can lead to confusion and lack of direction. Clear targets help teams understand expectations and improve focus and performance.

En mi experiencia he evidenciado que en ocasiones las personas pueden tener una comprensión clara de la meta a alcanzar, pero carecen de la profundidad o el detalle necesario para ejecutarla adecuadamente. En este sentido, resulta crucial asegurarse de que la información proporcionada, el alcance y cada detalle sean comunicados y comprendidos correctamente por parte del receptor del mensaje. Se recomienda solicitar a la persona a la que se le asigna la tarea que parafrasee lo que ha entendido y lo que se espera que realice. Este enfoque refuerza el mensaje y garantiza que se haya captado en su totalidad.

First figure out what you're managing and why. That's where goals come in, to ensure you know where you're going and what tasks you're trying to manage. Simply writing out a to-do list with a bunch of time slots will never get you far. It will just get you through the day. So make sure you're thinking about high level what you want to achieve first before managing your time.

Hay ocasiones donde es imperativo conseguir recursos para poder avanzar y completar una tarea o un objetivo, pero se debe tener mucho cuidado, pues considero que en ocasiones el exceso de herramientas y capacidades generarn más paralisis por análisis que cuando se tienen solo unas cuantas pero que son las mas apropiadas. Solemos pensar que es mejor tener muchas cosas a la mano, pero lo que realmente se necesita es personas comprometidas y que no se frenen en un proceso por la ausencia de alguna herraminta adicional o nueva.

Providing resources and support is crucial for team improvement. Ensure access to training, tools, and time to implement changes. Lack of resources can hinder improvement. By providing what they need to succeed, you show commitment to their growth and remove obstacles to performance.

Find out what's the real reason behind their low performance. Sometimes, it might not even have anything to do with them. They might be missing KPIs and goals because of inefficiencies at the higher level or general lack of clarity in the company. Don't be quick to conclude that it's their fault.

Personalized support is key for team members' improvement. Understand each member's needs and tailor support accordingly. This may include one-on-one coaching or skill development opportunities. Personal attention can lead to faster improvement and more engaged team members.

Not frequently checking the fridge for food that has gone bad will make your fridge inhabitable for new food. This goes the same with your daily work, monitoring progress regularly is important to gauge whether the feedback (food) you told them (put in the fridge) is acted upon (eaten/used) or completely disregarded (expired).

Es muy importante un control frecuente y ayudar a los equipos co n los frenos que puedan encontrar, esto debe ser permanente, enterarse en cada momento y resolver a labrevedad, es así como logramos la eficiencia de las personas, que sientan apoyo constante y que no se queden esperando dias a una resolución.

The best thing to do is to adjust strategies. If plan A is not working, let's try plan B. 1. Change the approach. 2. Try different techniques. 3. Experiment new methods. The world is evolving. You should too.

Según mi experiencia cuando toca replantearse cosas, o cuando toca mirar todo desde una nueva perspectiva, es una gran oportunidad, esto hace mas enriquecedor el proceso y el aprendizaje mucho más completo. Acá son necesarias las personas que piensan diferente, complementarse con visiones externas para avanzar en otras direcciones o incluso deshacer todo y volver a empezar. Se trata de tomar desiciones difíciles, romper paradigmas fundamentales del equipo o de los procesos y encontrar una nueva forma de hacer las cosas y transformarla en la nueva realidad.

Adjusting strategies is important if performance doesn't improve. Consider changing feedback approaches, trying different motivational techniques, or reevaluating team composition. A fresh perspective can make a difference. Experiment with new methods to find what works best.

If you have provided valuable feedback, set clear goals, monitored progress, and adjusted your strategy, yet your team still underperforms, it may be time to let someone go. A job is a chance to learn and grow, but as a manager, you can't keep investing without seeing results. If after significant effort there are no improvements, a change is needed. In my experience, letting someone go at the right time is best for all involved. With proper feedback, they can find an environment where they are more likely to succeed.