You're managing a team and things aren't going well. What can you do to turn things around?

Cuando el liderazgo enfrenta desafíos, es crucial abordar la situación de manera proactiva. Aquí hay algunos pasos clave a considerar: Comunicación abierta y honesta: Mantener una comunicación transparente. Revisión de objetivos: Evaluar los objetivos generales y específicos del área. Análisis de métricas y KPIs: Evaluar las métricas e indicadores clave de desempeño. Evaluación de procesos: Revisar los procedimientos y ajustarlos según sea necesario. Actualización de herramientas y conocimientos: asegurar la disponibiliad de las herramientas adecuadas. Implementación de planes de acción: Desarrollar planes de acción específicos. Siguiendo estos pasos de manera sistemática, se pueden superar los desafíos y llevar al equipo hacia el éxito.

I like to pair complex data with qualitative feedback. Hard data can be as simple as one data point or as complex as a couple, but its objective must always be clear and straightforward. Try to set up programs, businesses, and workflows that allow easy metrics to identify problems quickly. Agile solutions are always found in minor problems. More significant issues warrant less agility, which takes time to solve = get things early! As a leader, I consider the business a machine, and I have a unique ability to lift the hood and understand every metric from any altitude. Massive amounts of data and analysis often distract from quick and simple points that make sense.

Qualitative feedback is critical here; people can be hesitant to provide it, so here are some pointers: [1] Any avenue counts: Get them on the phone, send an email, a chat message - whatever means feels most comfortable for the stakeholders [2] Put their name to it: Anonymous feedback has its time and place, but it isn't always the best option. [3] Create trust: People are only honest in safe environments. Reassure them that their opinions are valued and their confidence will not be broken. Finally, when communicating the issue, I find that taking people on a journey from 32,000ft down to 2,000ft is much more impactful than taking them along the road with you. People need to understand the big picture, before going down into the detail.

Run! - Just kidding. ️↗️ It's vital that from the entry a space of trust is generated in the team, allow yourself to take a survey. ️↗️ Allow yourself to explore learning with your team, Satya Nadella, CEO of Microsoft, echoed the importance of learning when he said, "The one who learns everything will always do better than the one who knows everything." ↗️ Ask motivating questions, e.g., How could we? How could I? What if?

When remedying issues and setting goals, the fewer goals and metrics, the better. If the problem can be solved with one metric, that's still a win. Complexity never equals success; actually, it is typically the opposite. Be specific and measurable, and if you can, waterfall the goal down to each team/team member so that everyone feels a personal relationship with the solution.

I've found that when coaching team members, questions are golden - even if you know the answer in your head, allowing the team members to do the math in their own heads helps them find better alignment and reward in solving problems. Ask open-ended questions, take them on the journey with their answers, and let them interpret the issue in their own words. The more relational feedback is for each individual, the better they feel connected to it and will hold it closer in their work.

Sometimes, the best script is not the first one. It helps to refine your talking points down to 2-4 and consider how everyone will receive it. Create a safe environment, create space in your communication so people can ask questions and challenge your thinking, and always listen actively to what people say. I've also found that noting non-violent communication techniques helps in conflict resolution. It's worth reading up on, especially when negotiating.