Your team is facing a project setback. How can you inspire them to keep pushing forward?

I think, as a leader you should take the responsibility to yourself first by acknowledging like yes it didn’t worked guys and we have tired our best we learn something and i take the full responsibility of this.. Now let’s sit together and start from a blank paper

When you find yourself in a hole, stop digging (unless the plans do call for a hole there). The sunk cost fallacy plays into this realization, as does the poker scenario of being “on tilt.” To counter these phenomena, it’s important to cultivate a culture of curiosity, of asking questions, and of seeking answers, not assigning blame. There may be time and a need for accountability at some point, but more often than not, the most important thing to do is to stop and re-assess. Once you re-assess with the team, and engage them in problem solving, a solution or two will emerge. Courage, patience, and deliberation. Those counterbalance the emotions of the moment. Remember, there’s always time to panic - it’s just not now.

If the team is having a setback in the project, the company is also having one off course. After all, people are the company as well . In this sense, the atittude we have to take into consideration is to promote the following points: - encourage people to motivate them to overcome this difficulty - analyze the mistakes that were made, not in the sense of looking for who made the mistake, but analyzing the root cause. - replan actions including new tasks so that we have more confidence in the process - follow the team and mainly help in resolving obstacles. - and mainly we have feedback on the actions taken to define new directions if necessary

Through out my career, I have realized that acceptance is about acknowledging the facts and letting go of the time, effort, and energy wasted in the fight against reality. Your reality may be that you are falling behind on revenue, a competitor has outflanked you with a new product, or that the effects of the pandemic are still hurting your business. Businesses are operated by people, meaning that whatever current events are taking place in the world, companies will feel an effect because political and social movements impact the people. It’s up to the leaders to determine how to acknowledge the stress their employees are experiencing in their personal lives while also ensuring business objectives are being met. The key is balance.

After a project setback, I'll start by acknowledging the challenges we faced and expressing my confidence in our team's abilities. I'll focus on the lessons we've learned and highlight the strengths we've demonstrated throughout the process. I plan to reframe the setback as an opportunity for growth and set clear, attainable goals for us to move forward. I’ll encourage open communication and support each other, celebrating our small wins along the way. By fostering a positive and resilient mindset, I hope to motivate everyone to overcome obstacles and stay committed to achieving future successes.

Metas e objetivos fazem parte do ambiente corporativo e de nossas vidas. Devem ser mensuráveis, factíveis e desafiadoras. E sempre que possível, revisadas para serem cada vez mais parte de uma realidade. O que é 100% n?o faz sentido controlar, o que nunca pode ser alcan?ado tbm n?o trás motiva??o.

Progress is a journey rather than an event. Momentum helps and focusing on one or two “next steps” can help us keep moving forward which is important for moral. If the goal was unrealistic or unreasonable then we adjust and continue. Always looking ahead with what we learned from the setback.

Focus on what you can control. As Epictetus said, 'It's not what happens to you, but how you react to it that matters.' Acknowledge the setback objectively and move forward with clear, rational thinking. Create an anonymous "mail box" (with an external link or a safe communication channel your organization might have), where everyone can voice their concerns and ideas about the setback. Encourage each team member to share their perspective and suggestions for moving forward. This helps everyone feel heard and involved in finding a solution.

Important to establish if all project goals need to be reassessed or only those impacted by the problem identified. It can be easy to feel the need to amend everything which can often be too extreme

??????????????????????? ?????? ?????? ??????????-?????????? Eine Sache habe ich bei vielen Rückschl?gen gelernt: flexibel bleiben. Flexibilit?t ist ein hervorragender Wegbegleiter, wenn es darum geht nach einem Rückschlag, Ziele neu zu definieren. Und gestalten Sie die neuen Ziele so, dass sie dennoch motivierend sind. In manchen F?llen k?nnen es kleinere Ziele sein, als das, bei dem das Team gescheitert ist; in andern, müssen sie gr??er sein, damit der Erfolg sichergestellt wird. Dabei bleiben Sie flexibel - auch in Bezug auf den Weg, der zum Ziel führt.

In my experience, enhancing resilience and installing optimism is crucial in your team. Knowing your team's culture through assessment helps tailor strategies effectively. Celebrate successes, share stories, recognize efforts to foster determination and tenacity. This approach nurtures a mindset that embraces challenges as opportunities for growth and learning.

To achieve this, you must be flexible and maintain a positive outlook, creating an environment that fosters this mindset within your team. Motivate them by highlighting their contributions and sharing these successes with the entire group. ??

I have noticed that even people who claim everything is predetermined and that we can do nothing to change it. We are all different, but we share the same human spirit. Perhaps it’s human nature that we adapt and survive. So next time someone complains that you have made a mistake, tell him or her that may be a good thing. Because without imperfection, neither you nor I would exist. Try to make sense of what you see and wonder about what makes the universe exist. Be curious, and however difficult life may seem, there is always something you can do, and succeed at. It matters that you don’t just give up ?

Break down the project into smaller, manageable tasks. Celebrate small victories along the way to keep morale high and momentum going. Focus on incremental progress. Seneca noted, "It is not because things are difficult that we do not dare; it is because we do not dare that they are difficult.."

I’ve found that resilience is best improved by avoiding unpacking every detail of what went wrong in public and focusing instead on progress and next steps

Remind the team of the bigger picture and the purpose behind the project. Reinforce the value of their work and how it contributes to the overall goals of the organization. Acknowledging setbacks honestly, reframing them as learning opportunities, setting small achievable goals, and reinforcing team unity and purpose, you can inspire your team to keep pushing forward. Embrace the challenge, and use it as a catalyst for growth and resilience, even in the face of difficult leadership.

We need to share the current status we are in as a team. Remind them the bigger picture and the projects we have successfully delivered. Take the suggestions from the team to improve the project. Continue to have regular check-ins and lead by example would be the greatest idea.

Checkins should always start and end with team affirmation and reminders of the big picture for the project. Invitations to submit views across all channels are important to give every personality type a voice

You must love what you do. In order to be truly successful at something, you must obsess over it and let it consume you during your process of achieving greatness. No matter how successful your business might become, you are never satisfied and constantly push to do something bigger, better and greater. My passion and drive to make a difference and create possibilities for others is how I live my life every day. I am truly living my purpose to ‘Helping People Achieve’. Always remember the famous lines echoed by Winston Churchill – “We make a living by what we get; we make a life by what we give”

Regular meetings and continuous discussions are fundamental to any successful team. Sharing ideas and involving everyone in decision-making processes ensure success and enhance the sense of belonging and active participation

Naturally, when people receive support, their perspective changes, and they feel secure. Workplace challenges require support from management and collaborative efforts to find solutions. Even if the responsibility is individual, the problem is collective, and so is the solution. The psychological impact of support positively reflects on the work.?

Be human. Be empathetic. Put yourself in their shoes and just be there for them. Be a good listener and offer assistance in the best human way possible. They will never forget that good act of yours even when they leave the company. They are sure they have a caring leader.

In my experience, I've observed that the essence of leadership extends far beyond the boundaries of mere position or title. At the core of effective leadership lies character—a beacon that guides a leader in every decision and action. Leadership character is made up of ethics, values, and personal integrity. Leadership is not a role to be switched on and off. It's a lifestyle, consistent both at home and in the office. The character of a leader is not a garment worn only in public view; it is the very skin they live in. This realisation urges us to introspect: Are we the same person when no one is watching? The congruence between a leader’s private and public persona is a testament to their genuine character.

Empowering others to be their best at all times whether at work or in their private lives is what support is all about. It takes a leader who is confident in themselves and have the skills and character to hold their own, whether they carry the title that goes with a role or not, to develop others to become all they aspire to be. Leadership is not in the role we are given or the title we carry. It is not one of the many caps we wear, it is about who we are as individuals. Therefore, offering support is not just for the person who bears the title of a leader but the one who the work of truly being there for other team members and/or colleagues.

Es fundamental ofrecer apoyo en los momentos de crisis, lo que me ha ayudado en estas situaciones es lo siguiente: - que todo el equipo se ponga a disposición de la persona que tiene el problema y solucionarlo lo más rápido posible. - “balón contra el piso” ayudar a definir muy bien cuál es el problema y atacarlo lo más rápido posible. - no cuestionar y apoyar de verdad.

“How to Believe the Impossible” Probably the number one reason why people don’t achieve the success they want is due to a lack of self-belief. That is because whatever your mind can believe, you can achieve. Your mind is so powerful it can deliver anything you desire. If you believe the impossible is possible, then your mind will make it a reality. The first step is to believe that what you desire is really possible. All my life I’ve been a optimist who believes it is possible. But belief is a choice. Self-belief separates those who achieve from those who don’t. You can choose to believe you ‘can’ or you ‘cannot’. It is as simple as that…….! That is why some people believe something is possible whereas others believe it is impossible.

We should always celebrate the small progress of our team members every time. This not only leads to strong team building in fact this will lead to making a healthy working environment where everyone will feel motivated to achieve organisational goal

I consistently recognize and celebrate accomplishments in team meetings and with key company personnel. This approach fosters a positive work environment, boosts morale, and encourages healthy competition to achieve goals and responsibilities.

Give them a Safety Net, be a leader and assure them that you are there to protect them during failures and celebrate their success.

It is my personal experience that setbacks often lead to bigger comebacks and are where the true development happens. Remind your team of this. After all nobody makes a concious decision to be setback.

What did breaking the four minute mile teach us about the limits of conventional thinking......? They said it was “impossible” More than 70 years ago, back on a cinder track at Oxford University's Iffley Road Stadium, Roger Bannister completed four laps in 3:59.4. It was a record-breaking performance that many believed was not humanly possible. This image appeared on the front page of newspapers around the world; a true testament to what humankind could achieve. Dare to Dream the impossible AND the week after Roger broke the record, 13 people followed suit & did too!

?????? ????????-???????? ?????????? Mit Misserfolgen und Rückschl?gen gut umgehen zu k?nnen, ist eine Frage der kulturellen Haltung einer Organisation. Diese Haltung muss von ganz oben gelebt werden – auch in den Gremien. Am Anfang meines Gesch?ftsführer-Daseins hatte ich oft Angst, dass der Vorstand "mir den Kopf abrei?t", wenn ich einen so stark erhofften Erfolg vermassle. Diese Angst war stark motivierend und trieb mich dazu, über meine eigenen Grenzen zu gehen. Doch unterm Strich war das für die Organisation toxisch. Ein aktives Bekenntnis in Wort und Tat zur konstruktiven Fehlerkultur ist von allen Beteiligten n?tig, um Misserfolge in Chancen umwandeln zu k?nnen.

Leading a team is like a drama. You must know your team very well. General worker,Semi-skilled,Skilled and Artisans with level of experience. All team members are important and should remind them of the important combination needed in the project and to address the cause of any failer leading to a slow pace in the project.Make them understand the simple sides of the project and how to meet halfway in order to move forward. Monitor on daily progress to avoid setbacks on time. Utilize the team into a work force and let them feel their presence in the company and as a team. A daily line-up in the morning addressing progress and strategic planning to accelerate the project.