O que você pode fazer para lidar com membros improdutivos da equipe?

Understanding why a team member is unproductive or underperforming can be identified in 1:1s if we as managers take a genuine interest in what is happening in their lives outside of work & being empathetic to a team member's circumstances. I've also found that by diving in routinely with an employee to understand what motivates them and what do they want to accomplish in their role, at this firm, or in their career can help guide these conversations if we give them the roadmap for growth. By doing that we can actually stave off lack of motivation and lack of productivity by showing we're investing in their growth and development.

If a team member is unproductive, don’t jump to conclusions. Their role (or duties) just may need to be tweaked a bit. Years ago, there was someone on our team who appeared disengaged. It turned out that she had outgrown her job and it was no longer a good fit for her. After asking questions and discovering what her new strengths & interests were, she was reassigned to a new role and thrived in that position. This particular person was shy so she probably wouldn’t have ever spoken up. It was a good thing that management noticed and took an interest in wanting to find out what was really going on, internally.

A great tip when having a candid conversation with an unproductive team member is to have it off site. I will bring someone to lunch or coffee instead of sitting them on an office or conference room. This allows them to feel less vulnerable to prying eyes or ears of colleagues and let's the conversation be more productive

Staff teams are built in my experience as a ratio of 10-80-10 10% - are fully engaged no matter what 10% - are never engaged no matter what 80% - could go either way It’s our job to feed the top 10% through mentoring - coaching- etc … as the members of the 80 set up and lean in to tgat culture… share with them. Spending too much time on the bottom 10 is like throwing water in a sinking boat.

To handle unproductive team members: 1) Identify the cause 2) Provide feedback and clear expectations 3) Offer support and resources 4) Set performance goals and monitor progress 5) Foster a supportive team environment 6) Address underperformance promptly, if necessary 7) Celebrate successes and provide recognition. Tailored approaches and open communication are key.

See 10-80-10 above. Choose carefully who you support…. And how much energy you put in to each group subset …. You only have so many hours

Unproductive team members usually are unproductive for a reason. It's important to take the time to get to know them and gently discover what is the root cause - all in a timely manner. Listening is very important and finding a way to partner with the individual to help them be a more productive team member. Identify strength and challenges and ways to support them - find additional resources if needed. From my past experience, this approach has been successful. The team member improved vastly with some coaching, or voluntarily decided to leave the role. The key is listening, show you genuinely care and go from there with a success plan.

A huge step, if you haven't set clear expectations since day one, is key to getting anyone to your desired level of performance. If you have, reinforce and clarify for them in a one-on-one setting. Check for their understanding of what those expectations are. Ask them what it means for them to be successful in their current role.

When setting clear and realistic expectations I like to use the SMARTER goals framework and collaboratively build those with my team member. SMARTER in this context means Specific, Measurable, Attainable, Relevant, Time Bound, Evaluate, Reward. I use this framework to set goals for the week, the month, and the quarter and do this with my team members to get their buy in but also to make sure they have a clear understanding of what is expected of them and how they'll be rewarded for achieving their goals.

While seeking to understand is important, it is key to include your peers in your own ideas by collaborating with them and giving them a reason to be engaged in a vision for a goal. Setting a collective SMART goal, no matter the timeframe thereby enables you and your team to set a standard for accountability without having to jump right into the accountability conversation alone which would have the opposite effect.

There is nothing more unfair then equal treatment for unequal performance By not following through on “consequences” you will demotivate those who are engaged and performing

Sometimes a person is not a good fit for a role. I do my best to assess and, with the help of others, determine if they fit elsewhere in the organization. If not, or if the issues are too major, the person must be let go. It's not fun, but it's what leaders do.

Keeping people around who are disengaged is not a win for anyone Sometimes you need to give them the opportunity to find a new thing to do that will be more in line with what engages them Yes you need to fire them

If a colleague, I usually work around them in steps that encourages them to step into the task at a place it feels less overwhelming. Then I work alongside for a while until they feel comfortable enough for me to step away and take the task on themselves. If a Direct Report, we review the requirements of the position and the fit to see if they are in the right place. If not, find a better fit. If none are available, suggest they find a better situation.

My perspective is to Hire slow and fire quick. This eliminates the potential of a lower moral and shows you will not tolerate mediocrity. Also sends message to the team.

Try not to simply send a useless worker back out into the channels with an arrangement and anticipate that the person should pivot in a couple of days or weeks. Offer help and support, offer assets and preparing when fundamental, and clarify that you're put resources into their prosperity.