Facing team conflicts requires courage and strategy. The first step is to address the problem directly, with empathy, understanding the causes of underperformance. Open conversations, clear feedback, and creating an improvement plan can help resolve the situation. It is also important to reinforce team spirit, highlight individual and collective responsibilities, and offer support to overcome challenges. The goal is to turn the conflict into an opportunity for growth for all.

Underperformance generally leads to explanation and excuses to defend. Here attitudinal change is required. Need is to be aggressive in action instead of being defensive. Grey areas of underperformance to be identified meticulously and most feasible action to be aggressively executed in time bound manner. Every success must be cherished to sustain motivation.

Fear in communication maybe the root of the majority of issues in any work setting. People unwilling to engage in confrontation can cause endless loss in performance, time, and bottom line. 3 keys to effectively maturing your team: 1. Study: It's imperative that leadership studies communication to be able to deliver a message for change that is effective and not combative. 2. Care: If you don't genuinely care about the success of each individual of your team your message will be of carrot and stick and not real identity/habit change. 3. Follow through: Once the message has been communicated now you have a responsibility to your team. Accountability must be upheld with consequences. If not you send mixed messages to your team

Quando o baixo desempenho afeta a equipe, começo abrindo um diálogo para entender as causas, reavaliando as responsabilidades e redistribuindo tarefas de acordo com os pontos fortes de cada membro. Definindo expectativas claras e detalhando prazos, busco sempre oferecer suporte, incluindo treinamentos ou mentorias quando necessário. Colocando a bola no chão e reorganizando o projeto com transparência, garanto que o time esteja alinhado. Sempre valorizando os esforços, reconhecendo melhorias e reforçando o espírito de equipe, trabalho para motivar e inspirar a superação de desafios juntos.

As a team leader, we have to regularly track the performance of our team members on a regular basis. As a team leader, we should examine the root cause of teams underperformance and then resolve the issue accordingly assuring that the team's efficiency should be enhanced and deliverables should match the customer and clients expectations. Thus, using Lean and Six sigma methodologies, we can also figure out the root cause and can improve the teams performance to a greater extent. Thus, as a team leader we must focus and keep track on each and every team members performance regularly.

There can be many reasons why an employee underperforms. This can be due to a lack of skillset, job dissatisfaction, stressful work environment, bad relationship with the manager, inadequate training, and development opportunities. Unless the root cause is identified, dealing with teams underperformance is not easy to solve. Once the reason is identified - acknowledge the reason first. Have a one-on-one meeting. You might get new data points in this process. Listen carefully to the employee's responses and ask follow-up questions if you need more clarity and understand them better. This style of discussion paves the right path for solving the problem and also demonstrates your interest in their side of the story.

Conflict management is not merely about resolving disputes; it is a great opportunity to cultivate growth and collaboration. Addressing conflicts promptly is crucial, as pending issues can tarnish our reputation and diminish team morale. I start with an one-on-one meeting. My focus will be on empathy. I prioritize understanding, recognizing that I never have the full picture and the underlying reasons for the underperformance. An open discussion will be instrumental in shaping a constructive action plan. My ultimate goal is to cultivate a safe and nurturing environment within my team. By transforming conflict into opportunity, we strengthen the team dynamics and empower everyone to perform and contribute to their own and our shared success.

Quando a equipe dá sinais de baixo desempenho é preciso identificar as causas para atuar. Somos humanos e passíveis a oscilações e por conta disso é preciso provocar esse entendimento para conseguir agir da melhor maneira possível.

O ser humano é, sem dúvida, o principal ativo de qualquer organização. Por isso, lidar com conflitos de equipe devido ao baixo desempenho exige ação imediata e clara. Como líderes, precisamos entender que as empresas não são uma família, mas sim ambientes profissionais onde cada indivíduo tem um papel definido e responsabilidades claras. Quando os papéis não estão bem alinhados, os conflitos surgem, e é dever do líder agir rapidamente para identificar a causa raiz. Não podemos permitir que uma situação de desalinhamento ou um comportamento inadequado contamine o ambiente. Como líderes, nosso papel é proteger a harmonia do time e o resultado da equipe, estando prontos para tomar decisões difíceis, quando necessário.

According to me, Below.kentioned steps can be followed: 1. Understand the root cause 2. Set clear expectations 3. Provide Support (training/mentorship) 4. Encourage Open Communication 5. Focus on Solutions, No blame 6. Use Positive Reformation 7. Prepare for difficult Situations 8. Address team Dynamics