We can effectively address skills gaps by hiring contractors, but it's crucial for employees to communicate openly about their areas of growth or where they may lack expertise. While it can be challenging to acknowledge weaknesses, it's important for the project team to understand where support is needed. Encouraging team members to express that certain tasks are not their strong suit or that they lack experience in specific areas can significantly benefit the overall project. Project leadership and managers should strive to create a psychologically safe environment where employees feel comfortable sharing their challenges and seeking assistance.

When my project team lacks key skills, I address the risk by first conducting a skills assessment to pinpoint critical gaps. I prioritize tasks that require immediate expertise and explore external solutions like consultants or temporary hires to fill urgent needs. Simultaneously, I invest in upskilling my team through focused training, mentorship, or cross-functional collaboration to build long-term capabilities. I also reallocate work strategically, leveraging team members’ strengths while minimizing impact on timelines. By balancing external support with internal growth, I ensure the project stays on track without compromising quality.

When my project team lacks key skills, I see it as an opportunity, not just a risk. First, I assess the exact gaps—are they technical, strategic, or operational? Then, I act fast: upskilling the team through targeted training, bringing in external experts for high-impact guidance, and leveraging technology to fill efficiency gaps. I also embrace agile thinking—reallocating tasks based on strengths, optimizing workflows, and ensuring continuous learning. Instead of letting skill shortages slow us down, I turn them into a catalyst for innovation, adaptability, and smarter problem-solving—because the best teams aren’t the ones that start with all the answers but the ones that know how to find them.

I’ve personally dealt with this situation before. My team and I launched a weekly upskilling program, and within three months, we were fully capable of handling the challenges. To address immediate gaps, we brought in an internal expert who not only filled in but also trained us in real-time. This dual approach—quick expert support and long-term skill-building—helped us manage risks effectively while meeting client requirements.

Identifying gaps, upskilling team members, complement the team with external resources - all of that is correct BUT we always need to consider the option of replacing team member especially when time is limited