You're facing a team in crisis. How can you guide them through a major strategic shift?

Be transparent. Include everyone in the crisis assessment and frame a roadmap together to help get out of it. Rely on each other’s strength. Take extra care of each others sentiments during trying times. Ensure everyone feels a sense of accountability towards driving the ship to a safer harbor.

When crisis hits, forget PR tricks. Get the full story fast, then be brutally honest. Skip canned statements – do a raw IG Live. Frame it as a chance for real growth. Involve fans in open talks about moving forward. Do daily, unscripted video updates showing real progress and challenges. Team up with integrity-focused groups to show you mean business. Have real talks with credible journalists, not clickbait chasers. Make a solid plan for lasting change, not just image fixes. Set up systems to tackle root issues. In this game, honesty is your best play. Own your mistakes, be bold in your transparency, and use the crisis to drive meaningful change. In sports and entertainment, true respect comes from accountability, not spin...sometimes

Be positive and realistic. Do the assessment what is going wrong and right. Stay calm and focus on goals. keep team motivation. Whatever you find the lack and mistakes. Plan training and exercise do changes which is required. And move forward with new energy.

Communicate honestly. Tell them we are in this together. Take the time to collaborate on a plan that everyone feels a part of and fully committed to. It's important to instill confidence in the team, reassuring them that, no matter the outcome, we will face it together and learn from the experience. This shared commitment and trust will strengthen resolve and guide them through whatever challenges may come your way.

It’s crucial to understand where your team currently stands. This means assessing your team’s performance, resources, and morale. It’s not just about numbers; it’s about the atmosphere in the locker room, the trust between players and coaches, and the support from management. The mood and morale of your team are as important as any performance metric. Are your players motivated? By acknowledging visible metrics and underlying emotions, you can formulate a plan that addresses the root causes of the crisis, not just the symptoms. Transparency and involving the team in discussions are vital to re-energizing and refocusing them towards the end goal. Together, you can navigate through the crisis and emerge stronger.

There is one "old school" approach to underperforming teams that I love: get back to the basics. There are so many variables in a professional athlete's life that trying to find out for everyone on a team can be a long process, taking time you don't have mid-tournament. The basics provide the foundation to support performance levels and more efficiently identify the root problem. They also help you break down goals into short-term achievements that facilitate monitoring and decision-making throughout your journey. A few basics worth checking: -Does your team have the structure to perform (salary, training grounds, apparel, etc)? -Is your team executing their basic skills well? -Is the athletes' mental health in the right place?

Um aspecto decisivo para a virada de chave é o aumento da confian?a. Nesse sentido, estabelecer metas tangíveis contribui para que haja um aumento nessa variável.

It is important to analyze who is who during the whole process of building the strategy, setting the goals and involving everyone. The idea is, when you have the goals you know exactly who will be able to lead each plan to achieve the expected results. Is essential to make everyone feel part of the process not only responsible for the action that leads through result. Knowledge is power, and it is empowering when it comes to "convince" the team to follow the settled goals.

Unlocking new momentary leadership is a good way of involving more people, and taking the pressure out of the ones that will be more indispensable when the true full result pressure comes up. Dividing tasks for meeting others capability is also a good strategy, specially because you should have a variety of abilities in your own team.

I've found 4 steps to strategically move high impact teams through this change. 1) Building on a deep understanding of the team, 2) grow the team's knowledge of the operating environment, 3) foresee over the horizon - intuit the future and get there first, and 4) lead the organization through that environment to that future. This is iterative and evolving. Be prepared to lift and shift as necessary in route.

To better implement any strategy, change or goal, the bellow sequence facts must occur: - Create a sense of urgency; - Form the necessary coalitions or groups; - Establish a vision; - Communicate the vision; - Empower/traine employees; - Generate short-term results - step by step process micro results; - Consolidate achievements and celebrate them; - Implement changes in organizational culture!

I sit down with the team and honestly discuss the challenges we are facing and how the new strategy will help us overcome them. It’s important to listen to their concerns and answer any questions, so they feel involved and understand the reasons behind the shift. This open communication helps build trust and makes the team more receptive to the changes. Next, I implement the changes gradually, breaking down the new strategy into manageable steps. I provide clear guidance and support throughout the process, making sure everyone knows their role and how they contribute to the bigger picture

A good process contains moments of evaluation from time to time, action to action. Every step of the process decision has to predict micro results, that lead towards the bigger result, either in a sequence of factors or a sum of all this micromanagement moment. Analyze the whole schedule from implementation to the result, and establish moments of micro evaluations with minor results pre determined.

All you need is to do is assess and reassess the team structure,goals and objectives as a foundation to guide through crises met on ground.This will lead to emphasis and reemphasis during roundtable dialogue that the task is to work as a team.In addition the root cause of the problem will be subjected to swot analysis to move forward.