Your team's performance is lagging. What can you do to boost morale?

Keep it simple. Determine the “disease” rather than chasing symptoms. And address one variable at time starting with you. What did I say? Was what I meant accurately relayed to “our team???” Have I created a positive environment where our teammates can strive to reach their individual and team’s goals??? Is anyone being left behind or feel they’re being left behind???Is the plan sound/realistic??? Can we modify the plan if the original is no longer relevant?

For team leaders and/or senior team members: Step 1. Stop: You have to slow down to speed up. Step 2. Meet: Gather the entire team, everyone is important. Step 3. Listen: Guide the team on a safari to find the elephant in the room and observe it. This isn't the time to problem-solve - listen, learn, acknowledge.

Tough to answer specifically because team effectiveness can so often be the result of a myriad of variables, including several that are immediately under the team's and/or leader's control (e.g. roles and responsibilities, decision rights, processes, conflict management, work styles, familiarity, etc), and many that are not (team's status within the organization, organizational design, resourcing, senior leadership advocacy, policies and larger processes, relationships with sibling teams, etc). In my opinion, as the team leader needs to get to root cause and include the team members as much as possible to enhance trust while also developing them further along the way. Listen to them carefully, then respond authentically (vice react).

Juntar as pessoas para avaliar a situação com uma retrospectiva ou análise da causa raiz do problema, após um plano de ação bem articulado com pessoas responsáveis. Se nesse momento fizer algo que não traga resultados, será mais prejudicial e perderá a credibilidade com o Time.

When the teams performance is lagging, I would talk to the team members together in a meeting room and understand from them what is bothering them, identifying the root cause is important. Once we know the issues we can come up with different solutions to solve the problems, solving the most challenging issues first will be a good approach as it will automatically increase the team's confidence. Having a follow-up meeting to share success stories and appreciating each other is the next step. After the first few months once things fall into place the morale will be on a high, the other things which can be done is to share inspirational stories all of them in the team will have at least one story to tell and it is a great way to collaborate.

Para identificar causas en este tipo de situaciones es muy útil trabajar sobre alguna dinámica donde puedan compartir experiencias y lo que sintieron. Una retrospectiva guiada en una pizarra (física o colaborativa virtual) respecto del equipo en sí, donde puedan intercambiar experiencias y cómo les impactaron a cada uno. Lo importante es trabajar hechos, pensamientos, interpretaciones y emociones en un espacio de apertura y confianza, para ello quien guía la dinámica debe tener algunas habilidades de coaching como: escucha activa, preguntas poderosas y empatía.

Once you have identified the problem, it is time to take action by making some changes. This can be done in several ways: Update processes and procedures within your immediate ability based on the feedback you have received from your team. Reach out to other leaders or organization members directly impacting the lagging performance. This could mean improving collaboration or communication strategies. Do a self-review. As a leader, it is essential to review how you lead your team and if you need to make any personal changes to your approach. Adjusting how you inform the team about goals and the path to get there can be critical, just as tweaking how you deliver feedback to each individual can be.

La confianza, la comunicación permanente, abierta y asertiva, la transparencia y la confidencialidad permiten crear un ambiente "seguro" en el cual se reconozcan los fallos, las debilidades y se de espacio de colaboración en el que todos pongan sus talentos, recursos, contactos al servicio del equipo. La diferencia de cualificación, capacidades y experiencia debe jugar a favor del equipo. Por tanto, es útil identificar las capacidades que deben ser irradiadas en el equipo a través de sesiones de entrenamiento y capacitación, tutorías/mentorías, para que todos se sientan parte y valoren su contribución

Realizar no inicio do encontro com todas as pessoas um Icebreaker uma atividade de quebra gelo, é uma atividade de 5 a 10. minutos que ajudarão muito a criar um ambiente positivo para o processo, dado que o Time não deve estar no seu melhor momento e com possíveis conflitos interpessoais.

Una buena forma es dejar que ellos mismos propongan variantes al modo de llevar las reuniones, o de realizar las dinámicas habituales. Escuchar abiertamente y estar atento a comentarios de bajo perfil, poner esa idea sobre la mesa y hacer que la expliquen. Salen cosas interesantes de esa escucha.

Gosto de iniciar qualquer atividade colaborativa com uma atividade simples para as pessoas exporem suas expectativas e preocupações sobre aquele encontro, assim iniciamos dando transparência sobre o momento e dando a palavra para cada pessoa.

Es ist leicht, die mangelnde Leistung eines Teams auf die Arbeitsmoral zu reduzieren. Doch diese Annahme ist nicht nur gefährlich, sondern auch kurzsichtig. Oftmals wird die Frage nach der Arbeitsmoral als ein Fingerzeig der Führungsebene interpretiert, der die eigene Verantwortung verschleiert. Doch wahre Leistungsfähigkeit entsteht aus einem komplexen Zusammenspiel verschiedener Faktoren. Erfolgreiche Arbeit resultiert nicht allein aus Einstellung, Talent und Fleiß, sondern auch aus den bereitgestellten Ressourcen und den Spielregeln, die uns gegeben sind. Ebenfalls wichtig sind Glück und Timing. Klarheit und Transparenz von oben sind ebenso entscheidend wie strategisches und politisches Geschick der Führungskräfte.