Te enfrentas a un bajo rendimiento del equipo. ¿Cómo se puede abordar sin herir la moral?

1 Identify the root cause. The first step is to understand why a team member is unproductive. 2 Provide feedback and support. 3 Set clear and realistic expectations. 4 Encourage collaboration and accountability. 5 Address the consequences and take action.

Abordar una situacion de bajo rendimiento del equipo sin herir la moral, implica una evaluación honesta y constructiva. Empieza creando un ambiente de confianza, donde cada miembro se sienta seguro para hablar sobre sus desafíos y preocupaciones. Expresate desde la empatía y evita culpar; enfócate en identificar áreas de mejora juntos. Proporciona retroalimentación específica y concreta, y ofrece apoyo y recursos necesarios para superar las dificultades. Recuerda, la honestidad combinada con el apoyo fortalece al equipo.

Some common reasons for underperformance include: Boredom or lack of challenge or lack of development Not being capable enough to actually do the job They lack vital skills or knowledge They have a poor attitude There is a big mismatch or gap between your and their expectations They might have personal issues outside work They may be having problems with you their manager – or other staff members They may lack vital resources to do their role properly

En estos casos, lo que he hecho es poner en pausa mi rol de directora y sentarme con el o los miembros del equipo que están rezagados, y me integro a su tarea ya sea ayudándoles en la redacción, dotándolos de alguna herramienta tecnológica, explicándole el por qué de tal requerimiento y la trascendencia de su rol en ese proyecto. Funciona.

I think actively helping the individual to improve is a vital step. By providing your time and support, your actions are demonstrating that you want them to succeed and improve their performance. You have to give them the tools to enable them to improve their performance. Provide them knowledge, the benefit of your experience and coach them to improve their skills. I have found that this increases their motivation and their effort levels and with this, their chances of success also increase. Coaching and mentoring is a great way to pass on your knowledge and help the underperformer develop their skills.

When giving feedback, do your best to make it Open and honest The feedback is a specific and detailed as possible. Use lots of examples. Give feedback with their development in mind Don’t delay giving feedback because you want them to improve as quickly as possible. If your joint improvement plan is being run over 3 months, then I would recommend that each month you have a formal meeting and share a written document which summarises their progress. Allow them to make additions to this document if they feel what you have written does not cover all aspects of their progress.