Que pouvez-vous faire pour motiver les membres de l’équipe qui ne sont pas performants ?

A Fishbone Diagram, also known as an Ishikawa diagram, helps identify the root causes of a problem. To use it: 1. Define the problem. 2. Identify categories. 3. Brainstorm causes. 4. Analyze and drill down. 5. Prioritize causes. 6. Develop action plans. 7. Implement and monitor. Tips: - Involve a cross-functional team. - Use data and evidence. - Keep the diagram simple. The Fishbone Diagram is a valuable tool for continuous improvement and problem-solving within a team or organization.

I would follow the below approach to identify the root cause: 1. Engage in a 1:1 conversation with the individual 2. Listen carefully and patiently to the member 3. Ask open ended question for deep dive 4. Use 5 why approach to understand the root cause 5. Encourage Self-reflection 6. Check for any external factors related to health, family

As per my view, below steps may help; 1. Observe the behavior. 2. Discuss expectations. 3. Private conversation. 4. Ask for perspective. 5. Identify any external factors. 6. Review training and development needs. 7. Check motivation and engagement. Consider health and well-being 8. Evaluate work environment, offer support & resources 9. Have Feedforward discussion. 10. Follow Up and consider Consequences.

A project is delivered by people, not by itself, so it's essential to get to know your team. If you are in a position where someone isn't performing well, start by having an open and empathetic conversation, asking questions to understand their perspective and challenges. Observe their work habits and gather feedback from other team members if necessary. Consider if there are any external factors, such as lack of resources or support, contributing to their performance issues. By pinpointing the root cause, whether it's a lack of clarity in their role, insufficient skills, or personal challenges, you can tailor your support and provide the necessary resources or guidance to help them improve and regain their motivation.

Communication. Be clear, concise and have it documented on what they are underperforming on. Give them a way to “see” their progress. Managers/supervisors also need to recognize that their employees under them need to feel like they are heard and that they can also give you honest and open feedback. That comes by building trust. No easy or quick way to do this. You have to put in the time, effort and actually care about them. If you don’t, it’s just window dressing and those curtains are sheer and they all see through them….

For SMART analysis: 1. Specific: be specific about the problem on what is the exact issue a team is facing. 2. Measurable: Is it something that we can solve? is it due to our mistake or system error? 3. Achievable: Can we do it ? Do we need any other team intervention? 4. Relevant : Is it something we need to do or can be delayed right now ? 5. Time: When can we do it? How much time will it take? Ask these questions when a problem arises and team member is underperforming due to that issue.

Expand the SMART framework to include explicit learning objectives. By embedding learning milestones within the SMART criteria, you reinforce a culture of lifelong learning, promoting professional development alongside tangible performance outcomes.

Empathising with underperformers to understand the major issues faced by them would be the first step for a manager in helping them improve. Having an open conversation to understand the problem and categorising it helps manager to take the right corrective action. One solution fits all approach would not work and each individual needs to be addressed separately. Is it behavioural, cultural, knowledge gap, training gap helps the manager to decide the right course of action needed.

Each of knowledge, skill, ability, behavior, and environment issues requires a different performance improvement path. Think team first, not individual. It there are team dynamics issues, address them first and not explicitly related to any one individual's performance. Removal of the individual from the team may be the best first step towards addressing the individual's well-being and future contribution. Pick one or two dimensions for attention and adjustment. Then another one or two. Avoid overloading.

As mentioned in my above point, under performance is subjective,i.e. it varies from person to person. In the example I mentioned there, for a junior dev or fresher 10 bugs per deliverable may not be considered under performance given the learning curve & exposure, however, even 5 for senior or experienced dev would mean underperformance. What is bugs per deliverable in this case? Its the barometer of measuring performance. In other words, it is a SMART goal (specific, measurable, achievable, relevant, time bound) In this example, bugs per deliverable is definitely measurable. Its specific to the work. Expected level of 0 bugs per deliverable is achievable. It is relevant to be the measure of performance. Its time bound (bounded by delivery)

air underperforming team members with colleagues from diverse backgrounds or junior positions who can offer fresh perspectives. This reciprocal exchange not only enriches the learning experience but also fosters a collaborative environment where insights flow in both directions, promoting innovation and inclusivity.

I like the expression 'treat people the way I would like to be treated.' In my career path, I have had a lot of cases when I did not meet expectations and did not work as efficiently. The reasons were completely different: It could be stress and health problems. It could be conflicts at home or at work. Lack of knowledge, which made me feel lost. And many other reasons. When I see that an employee on a project or program shows insufficient results, I approach the person as openly as possible, with understanding, and together we figure out what the reason may be. First of all, I am interested in whether everything is in order emotionally, whether there is energy, and whether the goal of the project and its tasks are clear.

As mentioned in my point above, SMART goals may differ from person to person within same team. E.g. A junior dev may have expected bugs per deliverable limit not above 2, a senior dev may strictly have it to be 0. Once SMART goals, in other words barometers to measure performance of individual team members, is set for each individual its time to communicate it to them & convey what is expected from them. The job doesn't end here. Making sure the goals are clearly understood, clarifying their doubts if any, letting them know means to achieve their goals, asking them they plan to achieve those, mentoring, coaching, monitoring & assisting in case of deviations or going off track & recognizing, rewarding when on track are things that follow.

As long as there is shown interest from the employee's side this could be a great initiative. It is important to make it a great experience, rather than as additional responsibility to the already long list of tasks.

Most of the underperforming team members needs coaching and mentoring for enhancing their performance and get into performance category. Transparent and honest communication with the individual with the help of SMART goals provides a clear idea on areas of improvement. These areas of improvements needs to be both from personal and professional front. For each of the area, having detailed coaching/mentoring session with the individual and trying to guide them on periodic basis will definitely help the individual to put that extra effort in enhancing their performance. Pushing positive energies to the individual results in increased performance.

Underperformance can be the outermost visible state of multiple layers of issues underneath! It's important to address them: 1. The work of art - Learn the design of people psychology. It's the bible of all things human! 2. Break performance into 2 timelines - Short or long.. Each needs its own ways of work 3. Understand the reasons - Don't assume! 4. Segregate skills and traits - Each has its own piece of work to be done! Skills need to be trained and traits developed/reignited! 5. Be their sounding board - Encourage innovation and help them thrive 6. Data and Intelligence - Use data to drive intent and intelligence to drive rigour! 7. Celebrate small wins and big changes alike!@

Recognition is key to motivate team members. It is important to recognize the efforts of both high performers, as well as those with high potential. By sharing best practices and knowledge on how work can be done more efficiently or effectively, the whole team can become better.

An effective method to keep your team motivated is either by rewarding them or appreciating the effort they put in. 1. Send some small emails when a teammate resolves a problem or handle a difficult situation very effectively. 2. Recognise and implement the methods if something new they come up with for the resolution of a problem. 3. Reward the teammate with awards or monetary benefits for the work they have completed.

Measuring performance fairly without any biases purely based on the SMART goals, results achieved & efforts put in, we arrive at results for performance which could either be over performance, under performance & in between. To keep the team motivated, it is important to reward the over performance & acknowledge & act on the other two. Rewarding under performance or average performance is seriously a crime & demeans the very purpose of rewards if it is or has been given away to under performers or mediocre ones before or after. Rewards should motivate the over performer to continue with their performance & urge the mediocre ones & under performers to improve theirs. There shouldn't be favoritism. Fairness & impartiality is the key here.

An effective method to motivate underperforming team members is by acknowledging a team member's exceptional work or improvement each week, accompanied by a small reward or recognition during team meetings. This approach creates healthy competition, boosts morale, and provides clear incentives for continuous improvement, creating a positive work atmosphere.

Foster inclusion and manage up. Make team members feel safe to speak up and make their voice heard. In work environments that are full of micromanagers, ask those leaders to try delegating and training their team members more, rather than taking it all on alone. This also builds trust and camaraderie, which are essential ingredients for success.

As mentioned above, fairness & impartiality is the key to rewarding over performers. Meanwhile, it is not acceptable put a blame on the under performers or mediocre ones for any kind of project delay or deliverable qualities. Shaming them will create a culture of discord, jealousy & no bonding within the team. As a result it is essential to have positive discussions with the mediocre & under performers to gauge their approach & intent. Constructive feedback & support to perform better, can show results & these performers too can become over performers over time. This however, has to come from inner will of the person to improve & do better. Laid back members, those who taken things for granted can hardly over perform. Willingness is the key

A thriving team culture, where every member's contributions are valued, creates a synergy that transforms the entire team into high performers. Trust, collaboration, and a shared vision unite the team toward a common goal, motivating each member to contribute effectively. By diligently enhancing capabilities, everyone can become a strong performer. As a program manager, fostering cohesion, trust, and collaboration among team members is crucial. These efforts undoubtedly lead to a successful team.

Lead by Example: Demonstrate the behavior and work ethic you expect from your team. Modeling desired behaviors can inspire and motivate team members. Monitor Progress and Provide Support: Regularly check in on their progress, offer support, and discuss any challenges they might be facing. This continuous support can keep them on track and motivated.

Reward and recognition even at the lowest levels sometimes helps motivate underperforming team members. In my experience I’ve seen this happen where people who have been really participative in the initial stages tend to slack off as the project moves along, only because their contributions are not acknowledged or ignored.

In circumstances such as this it is important to understand their point of view and what other external factors may have an influence. Are they set up to be successful or are there other factors where they need support which they feel are outside of their control. If it’s something they are struggling with are there coping mechanisms that they can be given to overcome some of the problems they are having. I have found that that ensuring the processes are supporting them, ensuring there are factors that set them up to succeed and mentoring coping mechanisms can be the biggest help in improving performance.

First, the foremost is having an open conversation and understanding their perspective on performance. ----Is it something work-related, lack of interest in a particular technology or role, or personal stress?Then decide your solution based on the root cause of underperformance Sometimes resources don’t even know that they are underperforming so Ensure that the team member understands what is expected of them in terms of their role, goals, and performance standards. Provide them with the necessary resources, training, or guidance to improve their skills and knowledge. Last but least, encourage them by giving them right opportunities.

Consider allowing flexible working hours or remote working opportunities. Sometimes, a change in environment can improve productivity. Also, having a more experienced team member guide and collaborate with the underperformer can boost confidence and improve performance.

Always have the team ready to face challenges and do experiments. Tell them not to be afraid of failures as failure is just the stepping stone to success. A team which feels safe and confident will create great results and will have increased productivity. Always be with the team be it in a difficult time or during a success. Make it a habit to celebrate success and make the team feel they are recognized.