How can you motivate underperforming team members?

Exprimez votre confiance en leurs compétences et mettez en avant le potentiel que vous voyez en chacun. Utilisez des mots encourageants pour montrer que vous croyez en leur capacité à surmonter les défis. évitez les critiques directes, préférant un langage constructif pour discuter des zones d'amélioration.Proposez des objectifs réalisables et discutez de la manière dont ces objectifs contribuent aux objectifs globaux de l'équipe. Encouragez la communication ouverte en invitant les membres à partager leurs préoccupations et suggestions. Montrez-vous disponible pour les aider à surmonter les obstacles.

It's important to identify the root causes which leads to under performance of employees. It can be done utilizing the annual performance evaluation process. During the annual performance review, reasons and it's root causes for under performance could be assessed. Then training programmes can be provided to those under performing employees with a view to enhance their skills, knowledge and attitudes in order to enhance their performance.

Moi j'attaque ce problème avant que ?a se transforme en un énorme problème. Voici mon conseil: Diagnostic initial puis élaboration d'un plan d'actions d'atténuation. Objectif: Identifier les besoins et y répondre. Comment? Organiser des entretiens individuels, distribuer des questionnaires structurés, analyser les processus internes en place. Trouver les Vrais problèmes! 3ème étape, allez chercher à mettre en place une structure organisationnelle claire (cadre, responsabilités, objectifs indiv. et communs...) Quand tout est clair pour tout le monde, il y a moins de soucis de ce type. Surtout veillez à être dans l'équité, le respect et l'écoute active. Ainsi, le calme reviendra et la productivité na?tra!

Lorsqu’un manager se rend compte que les performances et le rendement d’un membre de son équipe sont impactés, la première chose est de recueillir les évidences pour avoir une base de discussion et ensuite engager une discussion franche avec ce dernier. Bien s?r dans le respect et la considération. La meilleure fa?on de faire parler est d’avoir des questions ouvertes qui donneront la possibilité à l’autre de se lacher et l’encourager par le regard et l’attitude.

When identifying the root causes, chances are you'll discover that the common denominator is that the person does not feel valued by their supervisors.

Having and knowing one's define roles help to motivate team member to be focus and purpose-driven. It is important for educational leaders to set out definite and clear job roles and expectations of team members. Without this in place, there will be a high tendency that such team member may become demotivated, alienated and underperformed.

Celebrate small victories and improvements made by underperforming team members. Recognizing their efforts will provide positive reinforcement and motivate them to continue working towards their goals.

Success of any kind is pinned against pre-set goals. Determining the baseline performance is critical to setting smart goals. Teachers and learners are motivated to work towards realistic goals. Annual goals should be broken down into quarterly, monthly, or even weekly. This approach further increases motivation since it gives a sense of progress to teachers and learners. They don't have to wait until the end of the year to celebrate the invested effort.

Being "improved" is not motivational. Being offered a chance to grow might be closer to the mark. Choose your language carefully if you want to motivate and not simply correct. Note: this thread is about motivation not skill. Consider not using the sandwich, it's obvious and patronising.

Effectivement, la méthode sandwich est très intéressante mais peut aussi au final desservir car l’employé peut ne percevoir la critique et ne rester concentré que sur le commentaire positif. La meilleure approche, à mon humble avis, est la méthode STAR à laquelle je rajouterai évaluation et l’Action corrective.

So much of this whole section relies on there being a mutual trust existing between line managers and their staff, as well as staff/team members. Members in the team need to be comfortable with each other that they can be honest and say when things are not working, I have seen line managers where they only want to see solutions which can create a culture of hiding problems - not great! Being able to provide constructive feedback again relies on there being trust, as well as confidence that the feedback being given stems from professional knowledge and experience (and evidence based) of what works well. I recently set up a university wide peer review scheme, whereby mutual trust and two way discussion were key to the schemes success.

Feedback should be motivational and directional. That moves teachers from where they are to a place where they can fix personal and professional inadequacies causing them to perform well.

Even for underperforming employees, most of what they do is meets or is close to the mark. If they don't merit a simple "thank you" for the parts they are getting right, it's not a great use of your time to motivate them to do something they are unable or unsuited for. Be prepared to be honest when there is simply a poor fit. You'll know it if you struggle to say anything positive.

Plusieurs entreprises ont mis en place des systèmes de reconnaissance (l’application Kudos par exemple). C’est un très bon outil pour féliciter publiquement un staff ainsi que les désignations de meilleur employé du mois. Reconna?tre le travail, l’effort, féliciter et récompenser sont d’excellents éléments pour motiver un employé démotivé.

Recognizing achievements is crucial, especially for underperformers. It not only elevates team morale but also provides a targeted boost for those needing encouragement. Personalized recognition ensures each team member, including underperformers, feels valued. For instance, consider a personalized development plan, mentoring sessions or additional training opportunities as rewards for underperformers. These tailored approaches can address specific needs and foster growth.

It is imperative that any recognition be authentic and related to their abilities in the classroom. Catching educators in their moment of greatness and sharing was was said or done to others within the teaching community boosts self-esteem and the desire to be their best.

Put in place proper tools to measure teachers' performance. School leaders should communicate with every teacher about their performance against the target. This is followed by recognition and rewards.

School leaders should make every member of the school staff feel safe and belong to the team. This settles and frees them to concentrate on performing their responsibilities well since members are looking out for the interest of each other rather than themselves.

Fostering a culture of diversity, equity, and inclusion isn't just a task; it's a continuous commitment to building a team that thrives on varied perspectives. In my experience, actively promoting open dialogue has been transformative.

An organization staff must feel value as though they bring value to the work place. On the other hand, management should be supportive and allow staff to feel that they have their backs.

I like Daniel Pink's perspective: provide autonomy, purpose, and opportunities for mastery in order to foster intrinsic motivation.

Leading by example is so important, particularly for underperforming teams. Show them what success and a good result looks like, whilst being supportive. Hopefully you should know your team, delegate and give them tasks to do that you know they’ll excel in and do well. With confidence they should improve and with encouragement and feedback this should help drive improvements. I have seen some line managers bully or place blame on team members, give ultimatums or remove work and give to others. I’ve also seen managers use fear to motivate others. None of these work and should never be used ever, in any circumstances.

Coaching and mentoring helps people know more about themselves and how they work best. I believe the most effictive type is Strengths Based Coaching, where we look for what the person already does right and well and how we can develop that initial talent into a strength. But what about the areas of improvement? Once the person has learnt how she feels, thinks and functions, they will be able to manage their weakness other than focusing on developing them and continue to underperform. Acording to Gallup, focusing on weaknesses prevents us from failing, but focusing on your strengths is what leads you to success and excellence. Coaching can help discover what people already do well and how they can do more of it.

Concluding the process of motivating underperforming team members involves coaching and mentoring. These processes aid in skill development, knowledge enhancement, and goal achievement. Utilize open-ended questions, active listening, reflection, and feedback to guide team members. Sharing personal experiences, insights, and advice can be valuable, and connecting them with additional mentors or coaches provides further support in their professional growth.

I appreciate the idea of connecting individuals with a mentor who is outside of their immediate circle. This is someone who can provide support for professional development and give feedback to the administrator without making the member feel scrutinized. The administrator should be able to recognize when such support needs to be outsourced.

As leaders, it is important to have a keen awareness of the skillset of each team member. One way to motivate team members is by assigning tasks related to their strengths. When people contribute to tasks they have a natural passion for, it doesn't feel like work. They will likely feel more confident and be more successful while working on projects that utilize their strengths. Feeling confident and successful are motivators that can change performance levels. Leaders, let's create opportunities for success! #educationalleadership #leadership #teamwork

Performance will not improve if the team member does not believe that their manager and their institution cares about them as a person. It may be possible to create structures of reward and punishment, to provide training and coaching and mentorship, to achieve minimum performance standards, but true improvement and growth as a professional comes from being invested in the role. Leaders and managers need to be able to inspire their team members and help them understand why the work they are being asked to perform is meaningful. And leaders and managers also need to do everything that they can to bring down roadblocks to meaningful work, and minimize meaningless work.