How do you deal with underperformance or resistance when delegating and empowering?

Para lidar com baixo desempenho ou resistência, além de entender a causa, é essencial estabelecer um diálogo transparente, definir prazos e metas claras, e garantir que a pessoa tenha autonomia para sugerir solu??es. Também promova o acompanhamento contínuo para ajustar estratégias conforme necessário.

- Encontre um ponto em comum e leve entre vocês para iniciar a conversa. - Depois, traga clareza sobre a quest?o de performance abaixo do esperado ou resistência; seja específico e dê exemplos que a pessoa possa entender facilmente. - Pergunte sobre as raz?es. Fa?a perguntas de esclarecimento e insira pequenas pausas para permitir reflex?o. - Enfatize o quanto acredita que a pessoa tem potencial para melhorar e como isso beneficiará a equipe e o ambiente ao redor. - Pe?a uma sugest?o sobre quando podem voltar a discutir o progresso.

It is inevitably misalignment, I've found. Just as one hopes that department and team OKRs align with company goals, so to must the personal quest of the employee be tied to the work at hand. What is their "why?" How can their duties tie to their why... no matter how fiscal or ephemeral.

As a leader in Business Intelligence, I can't stress enough the importance of clear and respectful communication. It's like trying to analyze data without a clear hypothesis - you're just shooting in the dark. When dealing with underperformance, it's crucial to approach the conversation with a positive and constructive attitude. Remember, it's not about pointing fingers, it's about finding solutions together. And hey, who doesn't love a good brainstorming session with their team? ?????? #TeamworkMakesTheDreamWork #LeadershipGoals #PositiveVibesOnly

One of the reasons why coaching fails is that most people are not good at giving at feedback. Make sure your coaches know what great effective coaching looks like.

You gain respect, trust and buy in when you are open to feedback and suggestions. Listen to your team and allow their input into decision making. Help them understand the process and ensure they feel their input is heard and appreciated.

Start structurally, at a team or organizational level. a Culture that routinely retro's and has feedback sessions will become antifragile. The "threat" of feedback diminishes with exposure. This of course assumes a constructive approach.

Not sure why the collaborative articles are so obsessed with SMART goals. With that said, what gets measures gets mastered they say. I would be careful what to measure- only measure something that's results will change behavior.

The best way I've experienced is my acknowledging the behavior you want to see when you see and praising effort twice as much as outcome.

In sales orgs, I'm not a fan of PIPs (Performance Improvement Plans). Usually this is a sign to start looking for another role, I have never personally witnessed a PIP improve performance. Assuming one has adequate context for all the underperformer is going through having them create their own plan may prove useful.

In my experience team members that have a level of under performance it is usually tied to training, and a true understanding of how their job affects the bigger picture! Once all training and motivational tools are open to them have seen very few employees choose to continue to underperform, and if they do then there is a deeper problem.

It’s not the most common method, however, I’ve had success maintaining trust and respect from my teams by remaining open, honest, and transparent.

When a manager sees their team members as partners, it fosters mutual respect and a shared mission. This partnership approach means that both parties understand their unique roles and the different levels of impact they have on the company’s strategy and operations.