How can you rebuild trust after a major project setback in your newly formed team?

Desde mi punto de vista hay que sentar una base de reconstrucción, un KM0. Conocer las causas es importante, pero también lo es describir correctamente el escenario actual. Conocer exactamente en todos los ámbitos, material , RR.HH., económico e incluso emocional con un mapa de los protagonistas del proyecto y la valoración actualizada de su estado.

Sometimes projects do not always go as planned. This sounds like a generic thing to say but it is what it is. Acknowledging such situations and having everyone on the team bring out constructive feedback is one of the ways to go about building understanding within a team and help with team building.

As a team leader I wouldn't prefer to start by pointing out the setback which is already known by team members. Instead I point out the achievements & good actions. After Setback, the team members getting a negative energy they are between upset, confused or even angry. In order to rebuild the trust of your team acknolodge the good actions first and confirm what wasn't the issue before anything and then start explaining why you had the unexpected result and how you can fix it. This by far will make your team trust themselves and trust that you are appreciating their contribution and then move forward with thinking positively to fix the issue.

Una vez planteado el escenario actual, hay que construir la visión de lo que se quiere lograr y crear un plan de acción. Ha de ser un plan que no solo se quede en el plano operativo sino que vaya mas allá, ha de tener una componente "predictiva" para se capaz de crear escenarios que se irán creando a medida que se avance con las acciones. De esta manera seremos capaces de evaluar el riesgo de cada una de las tomas de decisión en el desarrollo de las diferentes acciones.

Creating a room where everyone in a team adds inputs into the way things are planned allows people to feel not just connected to the problem but to the solution and eventual success of the group. Such a team would have members understand the importance of their role.

Sometimes projects fail because the team members do not know their role in the output and what the metrics of success are. Assigning roles and explaining what is expected for the success of the project is a keyway to ensuring the eventual success of the group.

If we always look for ways to get better, we would not always know or recognize the progress we have made. It's not enough to troubleshoot failures but to also communicate our wins. This creates a progressive culture and a positive environment to work in.

A big mistake I made earlier as a leader was not taking seriously the importance of group reflections. When goals are not met it's important for everyone to know the role they played or didn't play to cause the set back.