You're struggling to manage your team's time. How can you improve their productivity?

Leadership starts with caring about each individual on our team with empathy and good observation skills. When we feel that the team is having problems with time management, it is important to check on the satisfaction, peace, and happiness of each team member with their job and to ensure the trust that they mutually share their problems as a solution-oriented team. For time management, observing the reasons that slow things down, the situations that prevent harmony within the team and when necessary redistributing the tasks, evaluating the performance of the team, and the appropriate use of the corrective and preventive action procedures are important tools to improve efficiency.

To begin with, it is imperative to understand that conflict is inevitable, and could have negative impact on a team’s productivity. In my experience I believe some of the best ways to improve a team productivity is to know what each and every member is worth and capable, to enable you assign task and delegate appropriately. setting clear goals, filling the knowledge gap, collaborate, compromise, weekly or monthly reports on activities should be consistent. manage and not micromanage, build trust and be open to knowledge sharing and new ideas. Be organized and determined.

I will apologize if someone else already posted this but I have my team keep updating their calendars with actual time spent in meetings or time blocking for chunks of work. We review them as part of our 1:1s or bi-annual reporting to see if we can find process efficiencies in the way we are working. I won’t lie it sucks when you start out but it empowers them in the end. They know their work & the time it takes to complete tasks (or the delays due to roadblocks). My job is to clear the path when those arise. Coolest feature for folks who are into data is that in outlook you can download to excel & compare projected to actuals.

Gerenciar o tempo da sua equipe... De inicio lhe digo que a frase a cima por si só, já não me agrada. Se você é o gestor de um time, suas preocupações devem estar mais voltadas aos resultados do que tempo , ou como estão "gastando" o tempo. Tenha em mente que pessoas trabalham de formas diferentes e existem diversos tipos de inteligência (linguística, intrapessoal, interpessoal, e etc.). Procure identificar em sua equipe quem é quem, e quem se adapta melhor a quais situações para que você possa delegar as atividades de maneira que não precise cobrar com frequência o andamento do serviço. Em casos de atividades com muitas etapas ou setores envolvidos, é indicado utilizar ferramentas que auxiliem o controle das etapas.

- Celebrate Achievements: Recognize good work. It motivates the team - Flexible Schedule: Allow some flexibility. It helps balance work and personal life

I believe another way of managing effectively would be to, 1. Engage with the team members while they are on a specific task but don't micro manage. 2. Note down the way they work. But don't have prejudice. 3. By doing so you will be able to know the strengths and weaknesses. This would take time but this would help you delegate effectively and get the maximum out of your team without over burdening them.

It is very important to have achievable goals. Unless the goal is practical and quantifiable, it is not possible to achieve it. Clarity of goal is equally important and ownership of goal must be shared with every single team member. Only then a goal may be achieved.

A sense of purpose is a pillar of happiness, identification of a goal and achieving this (or not) but with clear planning adds to a a sense of fulfilment and motivation.

Estabelecer metas claras e possíveis é crucial para manter o time engajado e motivado a atingir os resultados. Estar alinhado com a missão e valores da empresa é essencial para entregar os resultados de forma sustentável e consistente com a organização. Isso garante que todos trabalhem com o mesmo propósito.

Lors de la fixation d'objectifs pour votre équipe, assurez-vous qu'ils soient spécifiques, mesurables, atteignables, pertinents et limités dans le temps (SMART). Cela facilite le suivi et motive l'équipe à atteindre des résultats concrètes

I think this is one of the steps that often gets overlooked. I have said many times in many jobs - everything can’t be a priority. You have to help your team know what they can put aside and what they need to focus on. To do that, you need to know what is a priority and what they have on their plate.

Além de delegar, Gestor, você monitora o desempenho da sua equipe? Estar presente durante o desenvolvimento das atividades, realizando acompanhamento, dando feedbacks e tirando dúvidas quando necessário. E sabe quais os benefícios ao realizar o monitoramento da sua equipe, após atribuição de tarefas? Segue alguns a constar: - Organização da equipe; - Aumento da produtividade; - Redução de tempo ocioso; - Otimização de recursos, dentre outros. Outro ponto importante ao avaliar a delegação de tarefas, é certificar-se de atribuir responsabilidades para a equipe de acordo com as habilidades individuais de cada um. Estabelecer prazos realistas e incentivar a autonomia também contribui para o sucesso da delegação.

In my humble view, before we embark upon the delegation, we must assess competencies required to do a particular role. Then we have to match with competencies possessed by team members. And thereafter matching both competencies i.e. required versus possessed.

The effectively managing time, especially for those in the early stages of their careers, is closely linked to the ability to prioritize correctly. Therefore, when I observe a team member struggling with time management, I conduct short meetings with them every morning. I expect them to come to these meetings with a list of tasks they need to complete that day and we quickly go through the to-do list, prioritizing together. The crucial point here is you need to involve them in the decision-making process by considering their opinions. This method is not sustainable for a manager and it should only be continued for 1-2 weeks, and by the end of this period, the employee should be able to determine their priorities independently.

There are many times when productivity depends on such a simple matter that can be resolved with the Eisenhower Matrix: - Prioritize what is important and urgent. - Evaluate the impact of what is not important and urgent to find the right time to address it. - Schedule and structure important but non-urgent tasks with intermediate steps. - Work with an organized agenda to prevent what is not important and not urgent from becoming important and urgent.

Some ways to get started: 1. Avoid working on items that aren’t planned for. 2. Be courageous enough to Highlight to Scrum Master / Delivery Lead when you get any distraction coming your way. 3. Try to avoid meetings unless it’s necessary. Use teams chat group to get immediate assistance. 4. Get clear understanding of what is expected out you.

In such situation where team is chasing hard to meet targets, I usually implement the technique to limit distractions for them by having one or two dedicated focal to manage communication be it regular updates being asked by stakeholders or follow up related to issues impacting assigned tasks. This way majority of team members can fully focus on their work instead of just fulfilling random requests related to work progress etc. I have implemented it quite a few times during crisis situation where team is pressed hard to progress with their work. It does not help only for increased focus by cutting down distractions but also provide team with comfortable work environment.

Do not be the distraction or interruption yourself to the team. Micromanaging or constantly coaching and assessing can be a major interruption to the work flow. Avoid being a hurdle and be a ladder.

There are some companies in which you cannot schedule meetings during certain hours, or even certain days. I think this can really help when scheduling some concentration time.

The primary challenge in managing a team is frequent interruptions, with managers pulling members away for reviews and updates, disrupting their productive time. To mitigate this, establish clear KPIs, interactive dashboards, and conduct self-reviews using available data. Set a review frequency, ensuring these sessions are action-oriented rather than retrospective analyses of the past.

Creating a open space for communication is a key success for your team members to achieve action plans. Having trust in them means you have to really understand them, get to really know them personally and professionally,again there is boundaries but having that open daily dialogue and ensuring their psychologically safe,they will trust you and really open up and discuss.

A comunicação é fundamental para o fortalecimento dos laços de confiança. Muitos conflitos deixam de ocorrer onde o modelo estimula a colaboração e a troca de ideias. Possibilitar a liberdade para as trocas e a construção de um ambiente onde as ideias e iniciativas são livremente expostas e compartilhadas, é mais produtivo, mais inovador e tende a apresentar melhores resultados.

Collaboration is Key: Foster a collaborative environment. Encourage team members to work together, share insights, and support one another in achieving common goals.

Collaboration and communication helps build a healthy team environment. While doing so, it can also cause unnecessary wastage of time. Remind the team of the bigger goal and set a deadline to achieve it. Set time for ‘out of work’ talks too in order to foster a healthy team relationships.

Comece estabelecendo um ambiente inclusivo e encoraje a abertura ao diálogo. Organize reuniões regulares para discussões abertas, permitindo que os membros compartilhem ideias, preocupações e feedback. Crie canais de comunicação on-line, como plataformas de mensagens e fóruns, para facilitar a interação contínua. Estimule a resolução construtiva de conflitos, incentivando a empatia e o entendimento mútuo. Promova a confiança ao reconhecer e valorizar as contribuições individuais, criando um espaço seguro para a expressão de opiniões. Ao estabelecer uma cultura que valorize a comunicação aberta, a colaboração e a resolução construtiva de conflitos, você fortalecerá os laços da equipe e impulsionará o impacto positivo do seu negócio.

In our team we treat others (patients and collegues) as we wanted to be treated ourselfs. And in conflicts, we try to discuss openly and try to find solutions where all affected can live with. And if this is impossible, we try to explain why. Collegues are kind of a family. You can decide to rule with the consequence that noone is following you except for fear, or you can try to listen, understand, explain and discuss with an always open door for your family members. I have never been lonely in my position while proceeding in the second way. And I would go through any fire for these people, whom I try to support whereever possible. The result is that they do the same for me. I have never needed to ask someone to take over a duty.

Pessoas que se sentem seguras no seu ambiente de trabalho, entregam o melhor de si sempre! Segurança psicológica permeia as esferas de entendimento, acolhimento e sem julgamentos para os imprevistos da vida, problemas pessoais e porque não de pessoas da família, saúde, dilemas corporativos… precisamos tornar o mundo real, que é complexo e incerto, para ser normal dentro de uma carreira também! A vida não para e anda perfeita porque temos um emprego e uma carreira. É necessário que tudo seja adaptável!

Prioritizing the well-being of the team is crucial; stressed team members can impact productivity. A leader should distinguish between reviewing performance and managing the team holistically. It involves more than achieving results; maintaining mental well-being and work-life balance is equally important. When the team feels cared for, they often exceed expectations.

There is an aspect of culture here in terms of engaging with teammates' emotional, personal and professional space. But the common factor across cultures should be a balanced split of significance to personal and professional space. Immediate support in case of a difficult situation for an individual, personally or professionally and a confidence of the individual to be able to share the same with someone, goes a long way for an organisation.

As a millennial, I find these 70 words .. sad.. If one human being needs to have these written in an article to respect another human being, we, as humanity, have failed. Work is work, and unless you work in the ER in the hospital, it is fine, deadline doesn’t mean anyone is going to actually die if we don’t meet it. Being thoughtful when a mom needs to pick up her kid from day care, listening when when you subordinate has the dog ill and needs to visit vet asap, or when a team member got hacked and needs to contact banks and all to fix her life (kudos to one of my managers for the last example). Or when no one is available to do the job, you, as manager, roll up your sleeves and do it?? That motivates a team! Being a leader.

Fostering a conducive work environment characterised by clear communication flow, setting clear goals, assigning clear roles and responsibilities, clear reporting lines, tracking performance through KPIs, offering feedback and allowing innovation within the team.

Prerequisite and the key for success is to enable open and trustful exchange among the team. Empower and value their contributions and foster healthy work culture.

Stop trying to “manage your team’ time” — manage their output and results. Trying to manage by calendar and schedule, unless your team is 80-90% customer facing and you’re facing a no-kidding supply and demand bookings issue, is a recipe for micromanagement. Assess your team’s workstreams and goals and where the shortfalls are, in terms of people and expertise. Work with the team writ large to create norms that ensure they have the time they need to do their work without corporate or team meetings intruding. Then use smaller 1:1 meetings to help individual members of the team to improve results and efficiency, focusing first on both underperformers and overperformers who are shooting for a promotion.

Implement a Knowledge Share Hour where team members can discuss and share interesting non-work-related topics, fostering a sense of community and learning.

As a leader, maintaining productivity in teams is often a challenge. What has worked best for me is involving my teams in the decisions that affect the way they work. I may have a solution in mind to boost productivity, but if my team doesn't buy into it, any boost in output will be short-term. I also realize that the people who report to me have a better understanding of what hurts their ability to produce than I do. It's important to remember that productivity is shaped by more than process. If a team is micromanaged, has low morale, or doesn't see the importance of attention to detail, their productivity will be much lower than if they are engaged.