You’re struggling to get your team member on board. How can you make them a valuable asset?

rovide clear expectations, offer support and training, assign meaningful tasks, provide constructive feedback, recognize achievements, foster open communication, leverage their strengths, address weaknesses through coaching, encourage collaboration, and show trust and confidence in their abilities. By investing in their development and creating a positive work environment, you can help them grow into a valuable contributor to the team.

Early in my career, I faced resistance from senior team member due to his age and experience. By actively listening and asking questions, I discovered he felt undervalued. This experience taught me the power of empathic inquiry to uncover root causes of disengagement. Instead of assuming, actively listen and understand individual perspectives. ?????? ????????????????: Don't jump to conclusions. Use open-ended questions and active listening to understand the underlying reasons behind someone's disengagement.

Take a systematic approach: 1.Realize the problem. 2.Gather data. 3.Determine possible causal factors. 4.Identify the root cause. Recommend and implement solutions.

1. Understand Their Perspective: Listen actively and empathize with their concerns. 2. Set Clear Expectations: Communicate roles, responsibilities, and goals. 3. Provide Support and Training: Offer resources and mentorship to help them succeed. 4. Highlight Strengths: Recognize their talents and encourage them to leverage them. 5. Offer Feedback: Provide constructive feedback regularly. 6. Encourage Collaboration: Foster a collaborative team environment. 7. Set Development Goals: Work together to set meaningful goals. 8. Lead by Example: Demonstrate positive behavior and commitment. 9. Provide Ownership Opportunities: Empower them with project ownership. 10. Celebrate Success: Acknowledge and celebrate their achievements.

First, comprehend the reason why your team member is not in agreement. Do they lack the necessary skills, knowledge, or confidence to contribute? Is it due to their disagreement with the project's aims, methodology, or expectations? Do personal or professional concerns impact their motivation or performance? Identifying the fundamental reason allows for a more effective and empathic resolution.

Clearly communicate the expectations regarding their role, responsibilities, and performance standards. Make ensure they understand the team's objectives and how their contributions align with them. Give the ear actively to their concerns and provide support where needed. Encourage the team member to pursue new challenges, take on leadership roles, or explore career development paths that align with their interests and aspirations.

I think if someone’s not really getting involved in the team, talking to them openly and with respect can make a big difference. Listening to their side, being clear about what’s expected, and involving them in decisions seems like the right way to go. It's important to me that everyone feels their work matters and that they’re a part of something. Acknowledging their efforts and giving feedback can really help. It’s about showing them they’re valued and that they have something important to contribute.

Clarity is crucial: Ensure the team member understands their role, responsibilities, and expected outcomes. Clearly outline what success looks like for their specific tasks and how they contribute to the overall team goals. Open communication: Encourage them to ask questions, clarify doubts, and voice any concerns they might have regarding their role. Encourage two-way communication: Encourage them to provide feedback on their role, workload, and any challenges they face. Actively listen to their concerns and work together to find solutions.

Enhance this step by incorporating active listening skills, such as summarizing what the team member has said and asking for clarification to ensure understanding. Implement regular check-ins to foster an environment of open communication. Utilize tools like RACI matrices (Responsible, Accountable, Consulted, and Informed) to clarify roles and responsibilities, reducing ambiguity and fostering a clearer understanding of each team member's contributions.

The role of a leader must be, as one of his responsibilities, to be close to his team and be able to identify when a member is ceasing to provide value or perhaps is stuck in a process that could cause a low performance in his tasks. Being close to your team and transmitting confidence in communicating your concerns, in terms of your daily work, and generating trust with your leader is a task and this must be perceived by the rest of the group. A leader is a facilitator for the rest of the team, not a blocker or a stopper.

This step of the process holds significance after learning the root cause and having an open conversation. Instead of dismissing concerns of the team member, I acknowledged their feelings and emphasized their valuable experience. We then focused on the common goal of the organization's success and how their unique skills contributed to achieving it. This approach highlighted the importance of acknowledging concerns and aligning individual goals with the team's objectives. ?????? ????????????????: Acknowledge the individual's feelings and validate their concerns. Help them see how their unique strengths and experience contribute to the team's success, fostering a sense of purpose and belonging.

Recognition is a vital tool here. Often, we wait until AFTER a project or initiative is finished to recognize the work. Don't do that. Instead, recognize every time you see a winning behaviour demonstrated. Not the result, but the behaviour - you're trying to reinforce what a person or team can DO, and it's easier to say "can you make two extra phone calls today" than it is to say "can you increase client loyalty scores by 7% today?" Recognition done right is one of the most underrated tools that exists for teams and people to grow and succeed.

A key element of coaching and guidance is listening and asking questions. Most of us don't like being told what to do; even if we hear great advice, it can be hard to implement. It can be substantially more powerful when we listen and ask questions so they uncover the answers themselves. Ownership of what to do is a powerful motivator.

Observe their performance: Identify areas where they might be facing difficulties and assess if skill gaps are hindering their progress. These could be technical skills, soft skills, or knowledge gaps specific to your project or domain. Open communication: Talk to them openly about their learning needs and ask if they require additional training or resources. Provide training: Based on identified skill gaps, offer access to relevant training resources, courses, workshops, or mentorship programs. This can help them acquire the necessary skills and knowledge to perform their tasks effectively. If appropriate, encourage them to explore online resources, tutorials, or books to further develop their skills and stay updated on industry trends.

Avoid micromanaging while providing support and guidance. As mentioned, coaching is more effective vs training. Once providing with the tool for success, let the team member utilize the tools provided and allow them to show their ability to meet the performance standard.

Building trust and rapport can help with long lasting relationships, fostering a sense of mutual respect and trust. The team member from my experience as shared in few other sections of this article became a valuable asset and still seeks my advice to this day even after our paths changing diversely and geographically in the last 17 years. This demonstrates the power of collaboration and open communication in building strong, trust-based relationships that extend beyond the workplace. ?????? ????????????????: Foster collaboration and open communication by focusing on shared goals and creating a safe space for dialogue. Building trust and respect lays the groundwork for long-term, productive relationships, even if circumstances change.

A meu ver, para ganhar a confian?a do colaborador é necessário tomar algumas atitudes com ele, por exemplo: * Dar o exemplo e estar junto; * Demonstrar que respeita e incentiva as ideias e contribui??es dele; * Valorizar o trabalho que ele executa junto à equipe; * Alinhar expectativas e compartilhar informa??es; * Oferecer ajuda; * Gerir possíveis conflitos; * Dizer o óbvio; * Ser empático e transparente; * Dar feedbacks; * Apoiar o crescimento profissional dele.

Building trust and rapport in a team is essential for fostering a positive and productive work environment. Trust is the foundation of effective collaboration, as team members rely on each other to fulfill their responsibilities and achieve common goals. When team trusts one another, they will communicate openly, share ideas, and seek help when needed, leading to better problem-solving and decision-making outcomes. trust encourages mutual respect and support, which boosts morale and team cohesion. Rapport, on the other hand, enhances interpersonal relationships within the team, creating a sense of camaraderie and unity. When team members have good rapport, they feel comfortable working together, which promotes collaboration and creativity.

Para evolu??o desde novo colaborador é essencial construir relacionamentos sólidos e cultivar confian?a. Isso pode ser alcan?ado através da comunica??o aberta, demonstrando empatia, sendo um exemplo de integridade e apoiando o desenvolvimento profissional de cada membro da equipe.

Trust is essential, especially in bad times. Without trust, especially when team members are struggling, attempts at providing constructive feedback and helping are more likely to be perceived as attacks or negatives. To build trust, take the time to get to know this employee on a personal level and work to ensure they understand that you are trying to help them - that you genuinely want them to succeed. You can do this in a number of ways, including: going out of your way to acknowledge good work, taking extra time to explain why you’re providing certain feedback, and more frequent check ins to confirm they understand assignments and feel supported.

Active listening: Pay close attention to the team member's concerns and perspectives without judgment. Empathy and understanding: Acknowledge their feelings and validate their experiences. Collaborative problem-solving: Work together to identify solutions that address the root causes of the issues and address the needs of all parties involved. Clear communication: Communicate solutions and expectations clearly and directly to ensure everyone is on the same page. By addressing conflicts and challenges head-on and prioritizing open and respectful communication, you can create a more positive and productive work environment. This allows the team member to overcome obstacles, contribute their best,

To further enhance conflict resolution, introduce structured conflict resolution frameworks such as the Thomas-Kilmann Conflict Mode Instrument (TKI) to help team members understand their default conflict-handling styles and how to adapt them for more productive outcomes. Facilitate mediation sessions where necessary, providing a neutral ground for parties to express their views and work towards a resolution. Encourage a culture of feedback where constructive criticism is delivered with the intent of growth, not punishment.

It is important to always generate a work environment with a team-building atmosphere, so that each person knows what their tasks are, where their responsibilities come from, and what the responsibilities of their colleagues are, trying to ensure that work processes are clear and consistent, have it writing, and this will help reduce the normal day-to-day friction in any company or business unit. But when the conflict appears, it is best to act immediately, identify the root, the participants, listen to the different versions and act in such a way that it is resolved and the parties involved can resolve it quickly and with a business mentality without involving personal issues.

To achieve the union for your team members you must 1st understand their culture then know their objectives Your cleverness is to show them that their objectives will be achieved by their effort in achieving the organization objectivesl Once you make it clear for them, they going to work on your paln to achieve the organization objectives along with their life objectives This the best way to align your Team efforts

In my experience the most valuable task to bring people on board is to lead by example and share directions, style, and behavior. You can choose an offsite or a day meeting to focus on the main topics of your vision, aligning the roadmap to a framework about your expected business rhythm and hygiene in terms of discipline and quality of tasks and deliverables. Setting up your expectations and providing the right examples of what are dos and don'ts to follow is a must, yearly basis, but sometimes quarterly, even because you need to align additional people that are joining the team. Additionally you can create breakout sessions and let the people discuss about the topics in order to onboard people directly with their peers support.

Strengthen this alignment by co-creating team charters that include shared goals, values, and norms, making sure every team member contributes to and agrees with the charter. Utilize visual tools like mind maps or vision boards to collectively visualize the project's goals and how each person's work contributes to the bigger picture. Regularly revisit and, if necessary, realign these goals and values to reflect any changes in the team or project scope to maintain relevance and commitment.

Could be investigate with supportive supervision to identify root cause and mitigate with solution and guide them to keep going with positive attitude.

1) Understand their perspective and the reasoning of disagreement, it is critical to get a holistic view 2) Agree on the common points and larger objectives/target/vision ... It is important to understand that both are working towards similar objectives. 3) Share how important they are and how they are contributing towards the larger goal

Some important points: Understand the gap by discussion with team member Work collaboratively to fill that gap. Creating a plan of action to best fit the team member to the needs of the work Have regular check-ins to understand if the gap is filled or something that needs attention. If needed first put yourself on the pilot seat and then pass it over to the team member and you sit at the back seat for observation. They should feel they are being listened to and actions are being taken which will motivate contribute more with time.

Once up on a time, We were organizing a webinar and 6 teams were responsible to organize these online conference, But I found only three people were engaged. After a few days, I called for all of team to have a physical meeting. I asked a question why they are not engaged? Everybody said " I had another meeting and commitment". I noticed something " There is a lack of commitment from them" To resolve this issue, I divide a task and gave an assignment for them to increase their engagement in the activity. I was surprise, Because I saw a change quickly, But commitment doesn't alone play a role for the issue, I also effectively monitor their tasks by continous followup and support. Task + Commitment + Followup = Engagement.

Find out what the issue is (find the root), and make he/she see that they are a valuable member of their team and his/her input matters. People like to feel important, so this motivated he/she to see that they are a part of something bigger than themselves. Put responsibilities on the person, and let them know that failure to deliver will bring about consequences/punishments (After trust has been established, or if all else fails).

To get a team on board is huge responsibility of a leader. As this task is not easy as many people many perspective and thoughts, but as a team leader I try to do things that get my team members on board. Following are my observation in this context: ?? As a team head, try to show your team contribution more infront of public. ?? Try to get your team members also speak ??? while presenting. It will also build confidence in them. ?? Ultimately it's a duty of team leader to always make sure to appreciate your team in such a manner that every one satisfied. Regards Harshita Basera