How do you manage team members that are not working to their full potential?
Dean JonesOperations manager| Airbus Defence and SpaceNewport, Wls, United Kingdom
I find this a hard nut to crack on some occasion, I like to see myself as firm but fair, and I try to get to the root cause before acting as there may well be issues we do not understand or know about.
Curious how others deal with this sticky, at times issue. Saving Changes...
Amany NuseibehSpeaker, Global Leader | Optimal ConsultingSydney, Nsw, Australia
Connecting with the team members to understand "their behaviours, why they are behaving in such manner, what motivates them and how" is critical to the ability to influence a change in their behaviour. Should they require support, more coaching, better clarity, then you can provide that. Setting expectations, the measurements for success (or failure) with an agreed output/outcome, defined timelines and an incentive might work if they are serious about their job. if not, I believe in giving people more than one chance, having an honest and frank conversation to help them make a decision. Saving Changes...
Pench BattaEnterprise Lean Agile DevOps Coach /SAFe Program Consultant (SPC6)| Capgemini, Inc.Bentonville, Ar, United States
Have one-on-one conversations with team members and prepare action plan based on their inputs. Saving Changes...
The appropriate leader needs to motivate these individuals through inspiration and vision. A lot of leaders resort to the blame game, when often it is their lack of leadership. Saving Changes...
A periodical interaction with the team members would help managers understand how well aligned are the team members with the project goals. The outcome of the interaction can pave way for proper delegation of the tasks and restructure the anticipation of the results expected out of the team members individually. Though it may seem a little murkier in the beginning, as the days progress the manger can easily focus on the less performing member and address the problem case-wise. Saving Changes...
Andrew, I agree with your perspective on the possible situations to address. If you still are not achieving the desired performance, follow Anton's advice. Saving Changes...
While I can't really answer this question I believe two things are very important in this kind of situations:
1) Is the manager coming from the same line of work as the employee?
2) Is the team member a direct report of the manager or is the manager just managing the project with no formal authority over the team members (matrix organization)?
If the answers are NO to both questions then the manager can't really tell by himself if the team members are working on their full potentials and people management and career development is not even his/her job
If you have never done the work the team member is doing you really can't set real expectations and you may end up asking for impossible things. Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
This is a two-prong approach: you need to set the right environment and then build relationships.
First the environment. Are people free to say their mind? That includes criticizing your behaviour. Do you allow them to follow up on their ideas or suggestions? It's not enough to simply listen to them, you have to provide them with the support and encouragement to go beyond the daily doldrums.
Finally, you need to understand each person. Tht means establishing trust that they will not only talk to you but tell them what inspires them. You need to appeal to what interests them. Saving Changes...
