Vous gérez une équipe avec des problèmes de performance. Comment gardez-vous le moral intact ?

To keep morale high while addressing performance issues, first, understand the underlying causes by having open, empathetic conversations with your team. Show that you genuinely care about their concerns and are committed to finding solutions. This builds trust and ensures that everyone feels valued and involved in the improvement process. By addressing issues transparently and collaboratively, you foster a supportive environment that helps maintain morale even during challenging times.

To keep morale intact while managing a team with performance issues, consider these approaches: Open Communication: Foster a transparent environment where team members can discuss challenges without fear. Recognize Efforts: Acknowledge both small and significant achievements to keep motivation high. Provide Support: Offer resources, training, or mentorship to help the team improve. Set Realistic Goals: Establish achievable targets that build confidence as they are met. Encourage Collaboration: Promote teamwork and mutual support to strengthen bonds and collective problem-solving. Maintain a Positive Attitude: Lead by example with optimism and resilience, inspiring the team to stay focused and committed.

If the team not performing and having morale issue usually i will list what are the issues and start to work with the PIC by explaining the pro and cons. Further to that to provide encouragement to boost the morale to be better and start to monitor the work and provide update time to time to ensure it is done better and move on.

It is important to get involved with the team to understand where their problems come from. Is it a performance issue with one or more engineers or is it a communication problem between Product and Engineering? It is important to get first-hand knowledge of the root cause to properly diagnose the problem and propose solutions.

Once the issue is identified, work with the team to help them plan the approach to resolving it. For one of my teams, it was a matter of understanding proper scoping of an Epic and preventing scope creep. Since the Epic kept expanding, the perception was that nothing was ever completed. After identifying the issue, we developed a realistic plan for tightening up the Epics and creating new Epics as needed.

It is crucial the leader provides the support necessary to achieve success. When the issue was scope creep and never-ending Epics, we educated the team on producing incremental deliverables, sprint over sprint, and Epic after Epic so they could meet their deliverables on time and as planned.