You're facing underperformance in your team. How can you inspire growth instead of demotivation?

Las organizaciones presentan sesgos propios de tres revoluciones industriales tales como: la eficiencia, los costos y la comunicación directiva. Una forma de diagnosticar los problemas del rendimiento es a través de sesiones de equipo y uno a uno que permita levantar información para descubrir cual es un posible inhibidor. Es común que estos sesgos sean la causa raíz del problema de performance. ¿Qué es lo que no se está hablando y está afectando al equipo?También un assessment anónimo alineado con estos sesgos podría revelar algún hallazgo que permita comprender el problema.

Es importante entender los motivos por el bajo desempeño de cada miembro del equipo. Hacer un listado: Temas personales, no les gusta la estrategia, no sienten que pueden expresarse, no cuentan con las herramientas, etc. Para hacer ese diagnóstico es importante partir de un focus Group y luego de 1:1 para entenderlos como grupo e individualmente. Posterior a ello trazar un plan con proyectos para empoderarlos y adicional a ello, armar un plan de la mejor manera de trabajar como equipo. Para los casos que tengan temas individuales personales o necesidades de entrenamiento, darles herramientas de ayuda para que puedan seguir desarbolándose.

Recognize that it takes two hands to clap. Before pinpointing the issues and deep diving into the root causes; review the initial goals that were meant to be achieved, the delivery/communication of how these tasks were assigned, and the reaction of your team members when taking on such tasks. Working backwards, understand the struggles of your team members and why their external environment might have resulted in the underperformance

To inspire growth, start by providing constructive feedback, focusing on strengths and areas for improvement. Set clear, achievable goals and offer support through mentoring or additional training. Recognize small successes to build confidence and motivate continued effort. Encourage open communication to understand challenges and create a collaborative environment. Empower team members with ownership of their tasks, fostering accountability and growth.

The 21st century performance manager understands that problem shared is half solved. Therefore, it is critical to have a hold of the challenges or demotivating factors that are responsible for the under performance. To gain a true insight into the problems, it is exigency to provide a conducive environment and encourage open communication in every sense of it. Open communication will go a long way in helping to diagnose the problem appropriately.

Once you've identified the problems, work with your team to set achievable goals. These should be specific, measurable, attainable, relevant, and time-bound (SMART). Clear goals provide direction and a sense of purpose. They also offer a benchmark against which you can measure progress, giving your team a clear path to follow and a way to quantify their achievements.

In setting goals, it is critical to do PESTEL or SWOT analysis of the company to determine its strengths, as well as the weaknesses. Doing this ultimately allows the organization to set realistic and achievable goals that will promote work-life-balance.

The organization that will continually do well and build an enduring organization is one that takes learning seriously. The organization of the 21st century are the learning organizations. Thus, emphasis must be place on learning, relearning and unlearning. It is a fact that organizations that strengthen the competence and capacity of its workforce and provide them with tools and supports needed will always do well regardless of the turbulent business environment.