You’re a team facilitator. How do you track team progress effectively?

To effectively track your team's progress, set clear SMART goals and communicate openly. Employ metrics and milestones, consider project management tools, and hold regular reviews for feedback and adaptation. Remember, prioritize outcomes, celebrate progress, and acknowledge achievements. By blending these strategies with flexibility and your team's unique needs, you'll guide them towards success and develop a thriving work environment.

Setting clear goals and identifying expectations help to follow teams' achievement. To be effective in this activity it is good to prepare action plan on each of the SMART objectives identified to achieve the set goals. Each of the activities need to have specific corresponding owners for shouldering accountability against every set RBO (Result Based Objectivity).

I'd always Start with SMART goals: Specific, Measurable, Achievable, Relevant, and Time-bound. This ensures everyone understands what success looks like and how to measure it. Also its equally important our goals are aligned to the organization priorities and there is dialogue happening, not just top-down, but from the teams to the strategic layer ensuring our top dollars are spent on the most valuable priority

How does a team measure progress? Especially if you want to define "smart" goals? In my view, improving team processes is less about clear, hard targets. Rather, improving interpersonal relationships is a key factor: how do we deal with each other? Who gives feedback to whom and how? It is precisely these "soft" goals, precisely the question of how we treat each other, which is important in order to improve teamwork. Less focus on clear goals and more emphasis on the shared togetherness.

Let's Be SMARTIE! SMARTIE stands for Strategic, Measurable, Ambitious, Realistic, Time-bound, Inclusive, and Equitable. I personally use this technique to assess & track the team's progress. Also, regular check in helps and one to one to assess where the team is having issues or is stuck, and eventually provide assistance.

They can be individual monitoring in the sense that when a person will lead to others and other will lead to another then they will proper monitoring in which will result into progress. Daily report as well will be one of the tool as well to use on a daily basis. Calculating the effect ans area at which progress will go it matters alot as well. If each person can as well define necessary way of the teamwork will also be useful as well.

In order to be able to track a team as a facilitator, you must give them tasks individually and collectively. This will make it easier for you assess them and get a well rounded conclusion from their performances as members of a team.

Quando tive um varejo, no inicio do mês, baseado e pesquisas, estipulava as metas para aquele mês, de forma realistas e acordada. As metas eram divididas nas semanas do mês, colocadas num painel para acompanhamento. Periodicamente eram feitas reuni?es para coletar sugest?es de dinamicas e desafios para motivar e estimular com leveza e divertimento. Eram oferecidos incentivos de reconhecimento para quem alcan?asse as metas e passasse. No final do mês havia reuni?es individuais de feedback para checar resultados, parabenizar e/ou investigar o que aconteceu com quem n?o conseguiu, qual postura para próximo mês, com compromisso e comprometimento. Se mensal da loja era atingida combinado encontro fora do ambiente de trabalho para comemorar.

As much as we are focusing on the tooling aspect of visual dashboards, lets not forget about why we are requesting for visual tools. 1- Transparency on Progress, Roadblocks etc 2- Drive ownership & Accountability for the teams responsible to take decisions and actions 3-Visual indicator of cross cutting dependencies and impending blockers to be mitigated. 4- Any hidden trends or risks that can be proactively identified. 5- O'course Celebrate milestones & successes

O Trello conheci recentemente para usar em uma atividade musical em grupo, os resultados têm sido satisfatórios até ent?o. Ferramentas desse tipo tendem a crescer e ajudar muito.

When you’re conducting check-ins, it’s not enough to track team metrics on progress towards a goal. You also want to check-in on each team member’s motivation and emotional state. Are they enjoying what they’re doing? Do they have enough liberty to play with the way they achieve their goals? All work has drudgery involved, but can team members find meaning in the drudgery? Can we laugh about silly mistakes? Connect with people beyond the tasks they need to complete, that’s how you build a team that’s committed beyond just achieving metrics.

Who actually questions the fundamental meaningfulness of some questions? What should never be forgotten with check-ins and check-outs is that they don't just happen. Rather, these interventions serve to enable everyone to get involved in the subsequent group process. This also makes the benefit of these interventions very clear: to do without them is to work against the groups. Cheers :-)

Tanto en reuniones formales y estructuradas como en encuentros y conversaciones informales hay una magnífica oportunidad para ir haciendo seguimiento al progreso del equipo. Construir una relación de confianza y de comunicación permanente hace posible que incluso los mismos miembros del equipo se sientan cómodos de levantar la mano cuando algo no está fluyendo, y por tanto progresando, al ritmo deseado o esperado. No es necesario esperar el cronograma de las reuniones formales para ir haciendo acompa?amiento y seguimiento de las tareas encomendadas al equipo

In today's Hybrid world, where each of us are in physical collaboration only occasionally, its rather important there is check-ins not just to measure the visible progress. Also vital as a Program Manager or a team leader to understand how's the team feeling, are they stressed, motivated or any hidden blockers. DO the team feel enough autonomy and are they making sense of what they're doing. Its more to 'Feel' about the team, as much as the metrics, progress & milestones.

Check-in frequency depends on how quickly the project is moving & how high priority it is. Some demand daily, bi-weekly, or weekly updates/check-ins. The 5W's (who, what, when, where why) when agreeing on tasks is vital to set check-ins up for success. I totally agree with other contributors that check-ins aren't just about what got done, but how the team's state is. The leader should consider how to observe this. Simple things like using cameras on remote calls can help, as well as using methods to ensure everyone is allowed to speak. This is respectful & also gives a chance for the facilitator to observe engagement. A check-in is an apt term--like going to the doctor, the facilitator ensures the team is healthy....productivity follows.

As we are testing our product hypothesis iteratively and delivering value incrementally using Agile or lean practices. I'd also strongly recommend focusing on the following : 1- Focus on the Value delivery: Focus not just on 'user stories' rather on the features/capabilities that deliver end customer value 2-Visualize , Bring in Visibility to the current and upcoming 'work' for the teams helping us create a visual progress indicator and help teams unblock as need be. 3- Foster & Strengthen Feedback loops- Tie in the results or outcomes of your hypothesis back to your teams- Reflect and drive those 'kaizens' - bite sized continuous improvement. 4- Communicate & Celebrate Wins- Be the enabler to unblock communication 'silos' & Celebrate wins

I'd Focus on metrics that indicate efficiency and improvement, such as lead time, cycle time, defect leakage rate, defect density alongside value delivery metrics. We also have myriads of tools that helps us measure progress be it powerful visualization tools like tableau, powerBI, eazyBI to drive execution level metrics and portfolio management metrics like Jira Plan, Roadmap etc. At the same time lets not lose sight of the effectiveness quotient of teams like - feature adoption, revenue generation, team happiness index etc

How far away are we from adjusting targets based on key figures? What do we actually need? We need more dialogue with each other! I shouldn't be surprised that it's your birthday tomorrow. Corona has alienated us! It's time to make up for it!

Um agregador importante é oferecer treinamento para equipe para aprimorar o seu desenvolvimento e o as habilidades dos colaboradores. O treinamento pode abranger diversas áreas, como comunica??o, lideran?a, técnicas de vendas, atendimento ao cliente, entre outras. Além disso, o treinamento contribui para a motiva??o e o engajamento da equipe, resultando em um melhor desempenho e na obten??o de melhores resultados para a empresa. é recomendado identificar as necessidades de treinamento de cada membro da equipe e personalizar o programa de desenvolvimento de acordo com essas necessidades. O investimento em treinamento é fundamental para o crescimento e o sucesso da organiza??o.

To effectively track team progress as a facilitator, focus on observing and agreeing upon specific behaviors and actions indicative of progress. Start by defining with the team what positive behaviors, such as proactive communication, effective collaboration, and innovative problem-solving, would look like in action. Establish clear, observable indicators for these behaviors, such as engagement levels in meetings, the quality of contributions to projects, and the willingness to take on challenges. Regularly monitor these agreed-upon behaviors and actions, facilitating discussions around observed changes and areas for improvement.