When team's credibility is questioned, we should examine the reasons - planning issues, management issues, technical issues, ways of working. Not only internal issues only, we also need to look at client side as well - client teams, dependencies, expectations across the chain. Action to handle such situation - Senior person should connect with key stakeholders to understand gaps and drive future expectations - Team leads to immerse deeply and plan close coordination to get project on track - Work on root causes(team/quality/stakeholder management etc) to ensure project doesn't derail till completion - Avoid issues in future by filling the gaps through training/coaching and process streamlining.

Question number 1. Is this based on facts, on emotions, on an incident not managed well? Credibility is a currency that is very hard to capture and manage. So first dive into the root cause. Try to factually prove the emotion wrong. Rethink you stakeholder strategy and communicate better and smarter.

When our resort's steady 80% occupancy dipped to 67% last summer, my executive team faced tough questions. Instead of defensive responses, we turned it into an opportunity to showcase our resilience. Our playbook: Daily occupancy updates via our owner dashboard, weekly revenue strategy calls, and hands-on property tours. We targeted 73% by fall—ambitious yet attainable. Most impactful was inviting stakeholders to experience our new guest programming firsthand. Today we're at 82% occupancy. The dip? It taught us that credibility isn't about perfect performance—it's about transparent leadership when challenges arise. What's your take on turning setbacks into stakeholder wins? 👇 #HospitalityLeadership #ResortManagement

When credibility is on the line, transparency and delivery are your greatest assets. Adapt swiftly: When challenges arise, pivot effectively and communicate changes clearly to stakeholders. It shows resilience and focus on the goal. Engage stakeholders early: Involve them in key stages of the process, inviting feedback and demonstrating that their input matters. This partnership approach builds trust. Celebrate quick wins: Highlight even small successes along the way. Visible progress helps rebuild confidence gradually, showing that you're not just talking, but acting.

Consider the stakeholders are your customers, and address the customers' concerns with data and feelings: #1. Understand the two-side story from the stakeholders and your team. #2. Remember it's not about who is right/wrong. What matters is the business impact. #3. Apologize authentically if your team didn't deliver as expected. Your authenticity assures your team's credibility. #4. If it happened due to misinterpretation, clarify and coach your team. #5. Acknowledge and appreciate the stakeholders' feedback for future improvement.

Being questioned on credibility of team implies expectations were not met in the past and that too repeatedly i.e. there is a pattern, and that across departments, hence the whole team. One could not have been blind for weeks, to wake up to this credibility issue. In other words,if you are leading the team,your leadership is in question now. If so, proving wrong requires focus perhaps more on ientifying pinch points on stakeholder side (such as particularly demanding team member, or prejudice due to conflict of interest etc), assuming sincere efforts in the past by the team. If this forensic analysis fails to convince senior mgmt of stakeholders, resignation by the team leader would be then perhaps logical conclusion.