You're struggling to manage your team's performance. What can you do to make it easier?

Clear and realistic expectations play a vital role in ensuring optimal performance. By effectively communicating and consistently outlining expectations, roles, and responsibilities, team members can understand how their work contributes to the overall vision and mission of the team and organization. Setting SMART goals that are specific, measurable, achievable, relevant, and time-bound is essential. Additionally, providing regular feedback helps team members track their progress, make adjustments, and improve performance. By addressing these aspects, we can minimize poor performance and foster a productive and motivated team.

The first and foremost thing as team leader that you should have full clarity of the task, then see the strength and interest of team member and assign the task, have friendly review of progress, bottlenecks, exchange of idea to overcome and be successful as team.

First thing in performance management is to select right people for right position, Once on board, explain the role and responsibilities. After this set your expectations. Cross functional meetings to make sure that they coordinate well, talking objectively, not crossing lines etc.,

SMART goals will most certainly drive improved team performance ... leaders who do this well, will realize outcomes which achieve the full potential of all their team members. However, I believe there's another key, and critically important element which is not mentioned: Establishing a high level of trust in the team. This trust is amongst team members and most importantly amongst the leader and individual team members. Knowing what each team member is capable of and trusting them to deliver pays huge dividends in the long run. All high performing teams I've been a part of have had excellent SMART goals and high levels of trust.

In my experience; a clear communication and shared vision are key. Effective leadership involves not only setting a direction but also ensuring that everyone understands and is committed to it.

Imagine managing your team's performance like tending to a garden. Nurture individual strengths as if they were unique flowers, and then step back to admire the collective bloom. It's about cultivating a team ecosystem where each member thrives, creating a beautiful landscape of productivity.

In my coaching, I notice that many managers see their team members from their levels of competence. If a manager has more experience then this should show in how he/she can simplify the task for the team. Not complicate. We must be able to coach the team member and not evaluate them as mirror versions of our current skills.

First - determine if it's a skill or a will issue. Make adjustments to the team accordingly. If it's a skill issue, ensure they have access to thorough training opportunities that dig deeper, not relying on ad-nauseum talking points. Also lean into their processes. What do they have to do to provide you with a deliverable that, in your eyes, should only take minutes? Remove challenges. Give them access to training. Ensure they are technically supported with operable and intuitive software applications. Finally, give them autonomy to make decisions, dependent upon the team member, obviously. They should have the opportunity to "reach up" and complete higher-level tasks with constructive criticism and positive support so they may grow.

Often, the struggles faced by a team stem from inadequate support and resources required to execute their tasks efficiently. To redress this issue, it is the responsibility of the manager to identify and provide necessary inputs such as training, coaching, mentoring, tools, information, or guidance to the team members. Creating a supportive and collaborative environment plays an integral role in enhancing team performance. Listening to team members' concerns, acknowledging their contributions, promoting learning and development, and encouraging teamwork are pivotal in building a culture of respect, trust, and empowerment. Such an environment not only increases job satisfaction but also fosters innovation and creativity.

What I found is that really getting to know someone makes a big difference. Someone could be experiencing many things that are withholding them from the aspired performance. There could be things like insecurity or even more unexpected feelings like guilt that can only come to surface in real conversations. And for those conversations to happen, as a leader or manager, you have to be real about the things you have or are struggling with. People will not open up to ‘the illusion of perfection’. Also you need availability. People don’t open up on demand. Building relationships takes time.

Only Delegation may be construed as additional work or burden. Idea is to share the goal/big picture, gives a clear purpose at the same time allow them to take decision and share ideas. This will make them responsible and they will feel valued. As a leader one should also give team some time to discuss, consult or seek advice whenever needed.

Depending on the task urgency and importance, your level of engagement shall be adjusted. If it is important and urgent, you need to do it your self or work directly with the team. If it is important but not urgent, delegate it to the next level. If it is not urgent nor important, give it less priority.

As a manager, I believe in the power of delegation and empowerment. It is crucial to trust in your team members and their abilities, and give them the freedom to excel in their roles. Micromanaging only hinders their potential and limits their growth. By allowing them to take ownership and responsibility, they are able to showcase their skills and talents, leading to greater motivation and job satisfaction.For me, it is important to focus on the bigger picture and strategic goals of the team, rather than getting bogged down in the minutiae of day-to-day tasks. Delegating allows me to allocate my time and energy to more important aspects of my role, such as planning, problem-solving, and decision-making.

Learning to lead your workers actually doing the work is key. Move obstacles beyond their control, provide coaching when necessary, and provide air cover for the team.

I will always say that people is the biggest differentiator in everything. It’s always a balance between empowering and managing the operation yourself or the Leadership team. We need to assess whether people is ready from a maturity stand point to receive certain missions. We come from a classical pyramid concept (management determines the what and how) and we move into an hybrid where management is more interested in giving the mission (the what bigger picture) and ask the people to come up with the best “How” to deliver the expected or higher result. Future? Both the what and how can be designed and executed by the teams, hence leadership is really focused on the why. It’s a great snowball effect and we are moving towards this model

Most organizations reward what's easy to measure: revenue growth, target achievement, efficiency metrics etc. The result: people start chasing goals at the cost of things that are harder to measure. For instance: achieving target at the cost of customer satisfaction, achieving a deadline while burning out a colleague, achieving goals through internal competition rather than collaborating, creating shareholder value at the cost of nature. When we reward mainly what's easy to measure, it won't matter what leaders say about the positive intentions of the organization. People will still do the opportunistic thing. You need to put your money where your mouth is and start rewarding things that are harder to measure. Managingwithoutpower.com

All correct what is stated, and in addition I would add one thing: one of the biggest performance drivers in my opinion is to help everyone to grow into the best version of themselves. And I mean the best version of individual team members AND the best version of the team. Growing together unlocks a whole new level of performance!

Acknowledging and rewarding team efforts is pivotal for fostering a motivated environment. Recognizing achievements, whether big or small, cultivates a culture of appreciation. Constructive feedback, coupled with acknowledgment, fuels growth while incentives or public recognition serve as morale boosters. It's about creating a space where appreciation and support fuel both individual and collective success, enhancing commitment and loyalty within the team.

Effective team recognition is key to motivation. Here's a few things to consider: 1. Tailor recognition to individual preferences (some may prefer public praise, others private acknowledgement). 2. Be specific in your praise; clearly communicate what actions are being recognized to add genuineness. 3. Balance is essential; celebrate achievements meaningfully without overdoing it. Recognition should be tied to significant accomplishments, encouraging continued excellence and aligning with team goals. This approach ensures motivation and fosters a culture of achievement.

Recognition is the KEY to motivate and improve the productiveness of your team. Every individual appreciates recognition and rewards. Most of the attrition happening in the companies is due to lack of recognition and rewards only. So get your team members closer to you by acknowledging their achievements and showcase to them that you are proud of your team. It means a lot to them.

Have clear goals for them, miscommunication is one of the main reasons of why teams don't reach objectives, and establish a trust space where your team can ask if they need to clarify or suggest anything to improve. If you notice that someone in your team is having a bad performance, you need to go straight and face what's happening, but don′t judge, ask if they are facing issues at home or at work, and listen to them not for answer them immediately, only for understand, after that set a clear path to face the problem(s) and track their progress. Finally, never accept mediocrity, if you gave different opportunities to someone and they didn't improve, If you keep them your team will be affected and will behave and perform low.

Actually listening to the team is one of the best lessons learned throughout my career. Engagement surveys can be one way but listening to your colleagues is something else. As you grow up the ladder, the less you will hear. However, listening doesn’t always need to be through talks and conversations. Listening can be through absenteeism, coming late to work, overtime, taking less/more care of company property. Usually the writing is on the wall. The most important thing now you know - as a leader- is to take action. Any investment that is directed towards team spirit will yield great returns.

Facing challenges head-on is integral to maintaining team performance. Identifying and promptly addressing issues with proactive problem-solving prevents escalation. Involving the team in solutions fosters resilience and adaptability, turning challenges into opportunities for growth. Being responsive and supportive during these times reinforces a culture of collective problem-solving, ensuring sustained performance despite hurdles.

Um dos grandes desafios da gest?o é realizar conversas difíceis e claras (embora isso pare?a quase da natureza da gest?o). N?o é óbvio que todos consigam com habilidade abordar todos os desafios que ser?o encontrados no caminho, nem tampouco, aqueles enfrentados coletivamente e individualmente. A cada oportunidade que a gest?o aproveita para antecipar as consequências de um problema, compartilhando com os membros de sua equipe, é sem dúvida um nó a mais que faz na rela??o de confian?a entre as pessoas que, naturalmente sentem-se parte da solu??o.

Generally, people want to excel. If your team isn’t meeting expectations, the worst thing you can do is make an assumption about why they’re not meeting expectations. Accept that there’s a healthy confrontation ahead, then lean into it and listen. 1- Share your observation (I noticed XYZ which isn’t what I expect from you) 2- Share what you expect instead and why 3- Reiterate your intent (I want to help you succeed in this role) 4- Ask a question (Can you help me understand why this happened?) 5- Listen. Don’t interrupt. Take notes 6- Read it back / summarize (make sure your read back answers your initial question) 7- If there’s something standing in their way, ask for input (what ideas do you have for solving this?)

When managing team performance, self-reflection is crucial. Ask yourself: Are you providing adequate support for your employees' success? Are you evaluating their performance fairly, acknowledging your own biases? Research suggests everyone - including managers - often struggle with impartial and fair assessment. To mitigate this, implement structured evaluations, seek peer feedback, and foster an environment of open communication. This approach encourages objective assessment and helps identify areas for individual and team growth.

On thing I have found essential, that is when the team understands the “why” behind the task they do and how that is contributing to the organization vision and goals, the team motivation will increase, they will produce impactful and long-lasting results. Vice versa!.

In my past experiences working with teams Whether local or global Whether RnF or Senior PME Clear communications is key Documentation after verbal comms is critical And don’t overly communicate or micro manage Have faith in their abilities And allow them space , time and exploration to get it done. They can be around as sounding board or to provide guidance But we can’t take over everything Else there would be crutch mentality Where they will always be waiting for instructions to proceed

A leader needs to establish a very clear purpose, a common goal, and something that also have sense of pride and contribution to larger purpose such as community, social contribution (direct or indirect) high ethics and integrity. These emotions help bring teams together with stronger emotional connections.

The greatest method to increase team performance is to supply a fuel of physiology boosters, such as motivation, respect, accountability, a sense of accomplishment, and acknowledgment. Managing a team is similar to managing human physiology. People are typically driven by three things, which I typically observe: knowledge, money, and power. As long as you can recognize each person's needs and provide them with these three, you will succeed. The last goal is to gain their respect or standing so they will want to work for you since you are advancing their careers rather than making small-time investments.