What is the best way to give feedback to a team member who is not meeting deadlines?

I like the EEC model: Give an EXAMPLE of their work, eg 'you have missed two project deadlines in the last three weeks'. Make the example specific. Talk about the EFFECT - this led other team members working late to ensure we hit our customer timelines. What would you like them to CHANGE or CONTINUE. Here it's about Change and we'd probably explore the reasons for this initially. Eg 'What's causing these delays?' 'What support do you need to hit the deadlines?'

A lot depends on the context and history and if this is a recent thing - but as a general idea: 'Let's talk deadlines. You've not been meeting them and I'd like to understand why this is and how we can change this. I have high expectations and I'm more than confident that you can meet them so let's get everything out on the table and at the end we'll put a plan together. Then ask questions. Pause and listen to the responses. Clarify what the person is saying and don't assume. Towards the end say something like 'given everything we've discussed, what would you say a good plan would look like? Let's put one together and we can meet weekly to make sure you're on track'. Ask 'Is there anything you're not getting from me which you need?

In addressing a team member's missed deadlines, start with a candid yet considerate conversation. Highlight the impact of these delays on the team and project. Show empathy – try to understand their challenges and ask questions to uncover any underlying issues. Ensure that your expectations are crystal clear. Collaboratively develop strategies for improvement, perhaps by adjusting their workload or offering additional resources. Implement practical solutions like regular progress check-ins to provide support and accountability. The aim is to guide them towards better performance in a supportive, professional manner. Then, let them go to learn and grow. Hopefully they'll show up better than before.

Be specific with specific information. I see that you have not met the deadline on x for eg Monday last week. A good manager cares about his/her people and makes sure they know that. So that would be the next talking point: "I'm wondering what's going on for you." And give them time to speak and really listen. Ask more questions if you want more information. The next step is asking what help or support they need to overcome the difficulties and brainstorm solutions together. Make sure to give them the final decision about steps taken to move forward or get support or further education. You're dealing with an adult and you want to be helpful and ensure that ultimately the responsibility is theirs. Schedule a follow up.

To provide feedback to a team member not meeting deadlines, start by preparing with specific examples. Choose a private setting and begin positively. Be clear and fact-based about the missed deadlines. Listen to their side, showing empathy for any underlying issues. Emphasize the impact of missed deadlines on the team and project. Collaboratively develop an improvement plan, including better time management strategies. Offer your support and resources, and arrange regular check-ins for progress review. The goal is to guide and help them succeed, not just to point out faults.

If you are the manager, and it’s the first time you’ve addressed this, ask open ended questions about how they think the role is going, what are they finding rewarding but challenging as it may be the person is aware but wasn’t sure ir confident enough to address it. Don’t make assumptions because as a leadership coach, I’ve had to untangle many situations where assumptions, miscommunications, and misunderstandings have taken place. How experienced is the person : do they need more direction and support, or general guidance. Some personality types find it difficult to speak up, ask for help so hopefully you understand how to work to their typical style. Offer guidance, support and a clear plan with timelines for improvement.

Remember that your assessment of the problem is only that - yours. While the impact on you snd the team is real, be open to hearing what that team member’s real challenges may be from other people/ departments within the company. At times it takes the whole team to problem solve & collaborate to identify a lasting solution.

Prepare feedback by observing objectively, ensuring clarity on expectations, and maintaining a constructive tone. Back points with specific examples, balancing positive aspects with areas for improvement. Offer solutions, consider the potential impact, and deliver feedback timely. Encourage open dialogue, discuss a follow-up plan for ongoing support, and be mindful of the individual's perspective.

Exactly! Wear your coaching cap fully. You want to make the member aware of the situation, the possible causes and the ripple effect on the project or office; while partnering with the member to explore options, create a meaningful process towards a positive and way forward action plan

An important first step in offering feedback is the ask. Ask permission first, in order to create a space where your team member feels open and receptive to your suggestions.

Simplicity is the ultimate sophistication especially in communicating with others. If a team mate is consistently failing to meet deadlines, state they aren’t and ask them why (which you can do empathetically rather than confrontationally. You shouldn’t have to read a coaching or management handbook to know how to do this and if you do you shouldn’t be the one addressing the issue. I see people referring to models etc. I would say focusing peoples attention and energy towards following models instead of just doing may be the reason that environment exists or has developed.

Something is probably missing if a team member isn't meeting their deadlines. If you are a colleague, you should not do the manager's job. Instead, escalate the issue with examples and let the manager handle the situation. If you are the manager, then arrange to speak with the individual and let them know why the purpose of the meeting so you're managing expectations. Once you're in the meeting, ask them how things are going. Start with positive feedback and then use open-ended questions to get to the bottom of any issues.

Deliver feedback effectively by choosing an appropriate time and setting. Begin with positive aspects, then address areas for improvement using clear, specific examples. Use a constructive tone, focusing on behaviors rather than personal traits. Encourage open communication, allowing the team member to share their perspective. Be receptive to questions and provide actionable solutions. Conclude on a positive note, emphasizing support and collaboration for future growth.

In my experience I’ve taken the compassion approach. I first want to access the situation from a personal standpoint to see if this lack of productivity is stemming from a personal problem, once we factor the “why” I can give feedback on how to help this employee. 1. Find out the why 2. Offer a solution based on the why 3. Give a example’s on how to meet these deadlines 4. Offer assistance or consider taken the task away from the employee if there’s no improvement 5. Offer employee more learning development in that area.

Once you’re in the meeting, allow them to explain their side. There might be underlying issues you're unaware of. Instead of just pointing out problems, work together to find solutions. This could involve better time management, changing task priorities, additional training, or redistributing workload.

When giving feedback, engage effectively by choosing a conducive environment. Start with positive aspects, provide specific examples, and maintain a constructive tone. Encourage dialogue, be receptive to the recipient's perspective, and offer actionable solutions. Conclude on a supportive note, emphasizing collaboration for mutual improvement.

In my opinion it is imperative to provided on-on-one feedback to the errand team member. Ascertain whether s/he are experiencing any challenges in meeting deadlines which you may not have been aware of. Offer to assist the individual and in meeting deadlines.

After giving feedback, initiate follow-up by scheduling a check-in. Acknowledge progress made and discuss challenges. Encourage questions or concerns, emphasizing ongoing support. Reiterate the importance of continuous improvement and collaborate on refining strategies. Keep the conversation constructive, fostering a culture of growth and development.

Schedule follow-up meetings to discuss progress. Acknowledge improvements and address ongoing issues if necessary. Keep it Confidential. Respect their privacy by keeping the details of your discussion confidential.

Giving feedback is important as a means to move forward. Set aside time to discuss the issues and learn from the team member what is happening. Use key questions to find out what deadlines mean to the person and the importance of meeting them. Co-create steps to overcome the current challenge.

The guiding principles: 1) Seek permission 2) Share observation 3) Listen with empathy (show interest & compassion, we can’t assume what people are feeling) 4) Collaborate on solutions & offer support “Hi, may I share some observations?” “I notice we’ve been missing deadline on Project X. I am worried about you. Is everything alright?” <people might tend to talk about work & the project> “I appreciate your dedication, but I also care about you as a person. How are you handling this situation emotionally & mentally?” Keep asking open-ended questions with empathy before moving on to the next steps. It is important to end the conversation with a clear agreement on what success looks like and how you can help them overcome any challenges.

Some tips to getting the most out of feedback: 1. Set expectations - you can't give feedback if a team member doesn't have the ground rules to start with. 2. Don't assume or judge - someone not performing to the job/company standard is not always about their attitude or lack of drive. 3. Ask and listen before planning next steps - engage them in their plan. 4. The ball is in their court when there is a confirmed issue - that's when the transfer of accountability is in their hands. We have 2 choices when we are given feedback. One, we can work on the areas of feedback, learn how to improve and see real change OR two, we can choose to not engage, improve, take on feedback. The outcomes of both options are very clear but also in their control

In order to give feedback, as a leader you must sit down and have an honest, kind and genuine talk about how that person is doing and if there are any inside or outside issues holding them back. Truly listening not to respond but to really understand if there are any outside issues that are interfering is key. You will build trust and a strong relationship where in the future they will feel comfortable opening up. Then discuss any inside issues that may be happening that you weren’t aware of. Then you can correctly and appropriately address the issue and give proper feedback.

Kijk naar rol, doel en context. Feedback geven is geen losstaand middel, de waarde ervan hangt sterk samen met de context. Zijn de organisatie, en het team, ingericht om feedback aan elkaar te geven? Wordt er geluisterd, met elkaar verdiept, Gecommuniceerd? Is de resultaatgerichtheid van het betreffende taaksysteem voldoende ontwikkeld? Als het antwoord op bovenstaande Ja is, plus jij de geschikte rol hebt om de ander aan te spreken, dan kun je feedback als waardevol middel inzetten.

Tipp: Teammitglieder wissen in der Regel sehr gut, wenn Fristen nicht gehalten wurden, vor allem dann, wenn sie genügend friendly Reminder erhalten haben. … Dann ist es meist relativ einfach. Es gibt auf der einen Seite die, die nicht wollen. Diese sollten dann einen anderen Platz finden, an dem sie nützlich sein k?nnen. Und dann gibt es noch die, die nicht k?nnen. Bei ihnen ist es im ersten Schritt wichtig zu schauen, wie genau sie ihre Arbeit terminieren und wie transparent diese Stepstones für das ganze Team werden.