Comment pouvez-vous rediriger le comportement d’un membre de l’équipe pendant la désescalade ?

Show empathy and seek first to understand what the person is upset about. Keep asking if there are any other issues they wish to voice so they fully "empty their sails". Listen intently and acknowledge their feelings, as only when they have done so will they feel heard and be ready to take on any constructive feedback you have. Once they are at this point its important to be clear about the impact of their negative behavior and why it needs to change. Be clear about what is expected, ask them to suggest ways they can implement the changes needed, and offer support, tools, training and coaching. Regular dialogue and follow up to monitor progress and give due praise or constructive feedback where needed is critical to keep things on track.

Personal discussions and internal communications are the key to identify behavior reasons. Only after you may find something that needs an effort of each and direct everyone's behavior to the benefit of the whole team. Good words and other stimulus can help

The first step to redirect a team member's behavior during de-escalation is to identify what triggers their negative or unproductive reactions. Triggers can be internal, such as stress, frustration, fear, or anger, or external, such as words, actions, or events that provoke them. By understanding what triggers your team member, you can empathize with their feelings and avoid aggravating them further. You can also help them recognize their triggers and manage their emotions better.

"Identify triggers to reshape team behavior. Understand internal (stress, fear) and external (words, actions) triggers causing negative responses. Empathize and help team members recognize and manage their emotions effectively."

Redirecting a team member's behavior during de-escalation involves guiding them to focus on constructive actions and communication techniques. You can do this by calmly intervening, providing alternative approaches, and emphasizing the importance of maintaining a calm and professional demeanor. It's crucial to offer support and feedback to ensure the situation is handled effectively.

I recommend emotional intelligence training to be leveraged for intended outcomes. Do not listen to be heard but hear to understand with choice of words what the key issues are. Why are they feeling this way and what solutions or suggestive ideas could be their solutions to the problem.

Redirecting a team member's behavior during de-escalation involves several key steps: 1. Stay Calm: Maintain your own composure to effectively manage the situation. 2. Active Listening: Listen to the team member's concerns or frustrations attentively without interrupting. 3. Acknowledge Emotions: Validate their feelings to show empathy and understanding. 4. Clarify Expectations: Remind the team member of the desired behavior or protocol during de-escalation. 5. Provide Alternatives: Offer alternative approaches or solutions that align with the desired behavior. 6. Reinforce Positive Behavior: Acknowledge and praise the team member when they demonstrate appropriate behavior during de-escalation.

Active listening is a skill that a leader needs. When we listen, the person feels he/she is respected and heard. Although we may not be able to fufill or solve all of the problems but he/she already voiced his/her thought. This is one way to re-motivate the person.

Validate what they're feeling and show empathy to build a strong connection and trust. Once they feel understood, gently steer the conversation back to the main issue by calmly summarizing the facts and goals of the situation. Encourage them to engage in constructive dialogue and brainstorming solutions by asking open-ended questions. By actively listening and redirecting with empathy and clarity, you'll help guide your team member towards a more positive outcome.

I’ve found that Incorporating active listening techniques not only fosters understanding and validation but also cultivates a sense of psychological safety within our teams. By creating an environment where team members feel heard and respected, active listening lays the foundation for open communication and collaboration. Moreover, the practice of active listening not only helps in the immediate de-escalation of conflicts but also contributes to long-term relationship building and team cohesion. Just recently, we had a firm wide session on ‘leading with empathy’ and a key takeaway from that session was how active listening aligns and glues together the three types of expressions of empathy (Cognitive, Emotional and Compassionate)

One key for me is to be authentic and empathetic. We won’t always agree on positions, but by being authentic and empathetic, we ensure the discussions are about ideas and positions, not about the persons.

Open and tansparent feedback is key. Providing feedback effectively is about delivering insights into performance or behavior that are constructive and actionable. It involves recognizing and reinforcing positive aspects while also addressing areas for improvement in a manner that fosters growth and learning. The feedback should be specific, allowing the team member to understand exactly what they did well or could enhance. It should also be timely, provided close to the event for relevance. Encourage openness and willingness to engage, ensuring feedback is received as intended – as a tool for development rather than criticism. This approach not only aids in personal development but also strengthens team dynamics.

Feedback is crucial for growth and improvement. It should be specific, timely, and constructive. Focus on behavior rather than personality traits, highlighting both strengths and areas for development. Ensure feedback is delivered respectfully and with empathy, considering the individual's feelings and perspective. Encourage dialogue and collaboration to foster a supportive environment for continuous learning and development.

Use a neutral tone to describe the person's actions and body language. This acknowledges their behavior without judgment and can help them become more self-aware. when they see you are here to describe what you see, they do their best to be efficient and polite. Observe their body language and breathing to gauge if they are ready to talk. If they seem calm, you can ask them to share what happened.If not, offer a calming statement.

You must provide feedback always, constructive feedback is an effective tool in any leader’s belt. Feedback always sets the right mindset to keep pushing in a unified direction

Walk the talk. Do what you preach. Our subordinate watch and model our behavior. Modelling the behavior by walking the talk, show them what you expect can give them clear direction and sense of purpose. This can re-motivate them.

In my experience, the best way to redirect behavior during de-escalation is to model the desired behavior. A calm, controlled, steady tone and calm-assertive energy is a prerequisite. Treating others like I would want to be treated in the moment is my guiding framework. No matter the issue, I model the Fruit of the Spirt in dealing with my counterpart. Everything should be said and done with love, joy, peace, patience, kindness, goodness, gentleness, faithfulness, and self-control. That is what it means to love my neighbor as myself.

In my experience modeling the behavior comes first and foremost. A good leader leads by example. Do not expect more from your employee than you are willing to give. Creating a team environment is crucial to success. And mutual respect and trust is essential.

As leaders and HR professionals, we must embody the change we wish to see. Modelling desired behaviours sets a benchmark for the team, demonstrating what respectful, productive interactions look like. This involves showing empathy, maintaining calmness in challenging situations and communicating effectively. By being exemplars of these behaviours, we not only teach by example but also create a culture that promotes emotional intelligence and mutual respect.

Un outil d'aide à la transformation des comportements de ses équipes consiste à modéliser une posture de référence. Cela peut consister en tant que manager a faire preuve d'exemplarité, de congruence (cohérence entre ce que je dis et ce que je fais). Un comportement d N+1 irréprochable peut constituer une véritable source d'inspiration pour les salariés. Attention à conserver de l'authenticité ou à viser une perfection excessive qui risquerait de décourager les bonnes volontés.

The job of a manager is to support the team member. I am an advocate of the servant manager or servant leadership. This also includes responding to personal problems and offering support.

Supporting a team member through de-escalation is about more than just resolving the immediate issue, its about providing ongoing support that empowers them to manage future challenges more effectively. This may involve mentoring, coaching, or access to external resources such as counselling services. By offering support, we signal to the team that their wellbeing is a priority and that they are not alone in navigating their professional journey.

Cada elemento da equipa possui Capital (Capital Humano) que, em conjunto, constitui o Capital Social essencial para o desenvolvimento de qualquer organização. O Gestor deve actuar como ponte entre o Desenvolvimento Pessoal de cada membro da equipa e, consequentemente vai reflectir no Desenvolvimento da Organização, ou seja, o Gestor deve ser Humano!

Being a manager means you have to build rapport with your team members. De-escalation becomes much easier since you understand internal and external factors before hand.

Being available as a manager: Support means actively listening, expressing genuine confidence in their abilities, and providing encouragement. Regularly check on their well-being and acknowledge their efforts and achievements. This form of support boosts morale, fosters resilience, and strengthens the manager-team member relationship, encouraging a culture of trust and mutual respect.

Utilizing the KISS (Keep It Simple, Stupid) principle is paramount in establishing expected outcome targets. These targets should be agreed upon and have regular scheduled reviews in place, with clear communication regarding the subsequent steps in the event of full achievement, partial attainment, or non-fulfillment of the targets.

I like this bit : "You can also acknowledge your team member's efforts and achievements, and provide recognition or rewards if appropriate." Well "You can also acknowledge your team member's lack of efforts and misachievements, and provide recognition or rewards of its behaviour and get rid of the TM and the problem at the same time." Note that what I have written above is based on my experience in venture capital where the VCs are often too relectant to get rid of the guy who will ultimately lead the company to failure because he escalates too much and too fast.

Durante a fase de desescalada, é importante comunicar claramente as expectativas e oferecer apoio ao time. Manter canal aberto de comunicação, incentivar a colaboração e fornecer orientações específicas sobre como o comportamento pode ser ajustado para uma melhor alinhamento às novas diretrizes ou necessidades da equipe. Acredito ser importante também oferecer treinamento ou recursos adicionais, se necessário, para garantir que todos compreendam e possam se adaptar adequadamente à transição.

Las lecciones aprendidas siempre serán la mejor manera de sensibilizar y que cada miembro del equipo pueda conocer todas las oportunidades de mejora a que haya lugar y frente a esto establecer planes de acción que contribuyan a mejorar el proceso . El feedbak constante es la mejor herramienta para crear la conexión perfecta con tus colaboradores.

The outcome of redirecting team members' behavior can vary depending on various factors such as the effectiveness of communication, the willingness of team members to change, and the support provided. Ideally, the outcome should result in improved team dynamics, increased productivity, and a more positive work environment. It's important to continuously monitor and assess the impact of the redirection to ensure that desired changes are being achieved and to make any necessary adjustments along the way.

Redirecting a team member's behavior is critical in fostering a harmonious and productive work environment; it mainly involves guiding them to change their approach and supporting them in handling challenging situations with professionalism and effectiveness. In my experience, you should: 1. Maintain Calm and Composure. Your demeanor will set a powerful example on how issues can be resolved. 2. Understand their concerns and perspective. Acknowledge their feelings, validate their emotions, and build trust and open communication. 3. Provide Clear and Positive Instructions. 4. Empathize, show that you care about their well-being and success, encourage them to focus on de-escalating the situation, and offer support in finding a resolution.

In navigating team dynamics and conflict resolution, empathy stands out as a transformative tool. My experiences have shown that truly understanding team members' feelings can profoundly impact the de-escalation process. Sharing stories of past challenges and their resolutions offers both solace and actionable insights, not just humanizing the management process but also highlighting that challenges are manageable. These narratives foster a stronger, more united team environment.

Redirecting a team member's behavior during de-escalation requires a combination of empathy, communication skills, and assertiveness. Steps suggested are as follows: Stay calm, acknowledge emotions, use active listening, clarify intentions over expectations, suggest solutions, provide feedback, set boundaries, and follow up.

A critical part of leadership is to remove a team member that cannot be changed. Some projects are mission critical, time might not allow assessment and correction of behaviour.

One thing I found is that building a personal relationship is very important. I personally try to connect with people and be on their side and understand the things. When you connect with personal bonding that helps