Quais são os desafios mais comuns de gestão de equipes e como superá-los?

Everybody in the team needs to feel part of the project and understand their role in it especially in these days of remote working. Encourage participation in meetings and listen to what the team are saying. There could be some great ideas just waiting to be uncovered. Communicate the plan clearly so that the team understands what needs to happen and when, even if its not their task. That way they will understand the dependencies and help each other complete tasks.

Common team management challenges include communication breakdowns, conflict resolution, lack of accountability, and time management issues. To overcome them, focus on fostering open communication, implementing clear goals and roles, promoting teamwork, providing regular feedback, and utilizing collaboration tools effectively. Additionally, invest in team-building activities and offer professional development opportunities to boost morale and productivity.

There are different people involved in a project: stakeholders, project lead, analysts, etc. The key to communication how, what and when you do it. You need to ensure: - Everyone, especially the stakeholders are in the same page of what the problem you are trying to solve is. - Involve everyone in gathering information, including stakeholders. - Involve everyone on coming up with a solution based on facts and not assumptions. - involve everyone in identifying key milestones that need to be communicated and how. - Involve everyone post project retros. What should you start, stop, continue doing. Having everyone involved throughout makes communication more organic versus a task for your team members.

Ten methods to overcome communication gaps in team management: Foster open and transparent communication. Encourage active listening and understanding. Conduct regular team meetings for updates and discussions. Utilize various communication channels (emails, calls, messaging apps). Clarify roles, responsibilities, and reporting structures. Provide constructive feedback and encourage feedback exchange. Document important discussions, decisions, and action items. Promote collaboration and teamwork among team members. Be culturally sensitive and respect diverse perspectives. Address concerns promptly to prevent communication breakdowns. These will facilitate better communication within the team, minimizing gaps and enhancing productivity.

I speak to this often both in my time in the military and now working on the commercial side. A shared vocabulary is core to a shared understanding of a requirement. It is about both clear channels as well as clear, shared language. The units that touch each other in the process flow need to understand what is coming to them as well as where the package goes next in a language that makes sense to the whole team. Previously, working with historians, anthropologists, and archeologists, as well as a significant public outreach/marketing team, ensuring clear understanding was often a hurdle to not only completing a mission, but communicating clearly to stakeholders.

Common team management challenges include communication issues, lack of motivation, conflict resolution, and unclear goals. To overcome them, prioritize open communication, establish clear expectations, encourage collaboration, address conflicts promptly, provide constructive feedback, and foster a positive team culture. Regular team check-ins and training can also help build a cohesive and motivated team.

Decreased Performance Individual or team performance issues are one of the most common concerns of any manager. There are many possible reasons behind this: poorly articulated goals, stress or burnout, toxic workplace environment – you name it. But one thing is for sure – you must not ignore it, otherwise it will cause more damage to your team and your business. Solutions: Communicate priorities and expectations. Set one or two high-priority tasks for each employee to focus on. Describe the quality of work you are expecting, offer promotion opportunities or incentives. Review performance. Set deadlines and estimates and measure team performance. Review productivity trends only if you’ve noticed the decline in performance.

Mi consejo es establecer canales de comunicación claros y utilizar múltiples vías como reuniones, email, chat, etc, para asegurarse que todos estén siempre al tanto de información importante y fomentar una comunicación abierta y bidireccional entre todos los involucrados.

Every organization has a communication culture, whether its codified in a policy or simply an environmental norm. As a manager, it’s critical that you’ve evaluated your team and organizations communication culture and identified where the breakdowns are happening. Direct observation, leading and lagging performance evaluations, social testing, and scenario injection are great ways to tease out ares of improvement. When identified, your next step should be open and transparent communication across affected individuals and areas. You are the leader, you need to set the standard, so broker that conversation with respect and inclusion. Lastly, document your teams before and after performance and monitor changes for improvement!

As an individual which has suffered from communication mishaps and been the one that's lacked in communicating. I can confidently say, any project to be successful communication is one of the foundations. The first point to understand is how is communication internally? Before looking at inter-departmental comms, look at the comms within the team. Is everyone talking to one another and are there any breaks in the chain? Once this has been ironed out you can start looking at the bigger picture. The end result of laying out the foundation within the team means that when your team communicates with others, albeit internally or customer facing, they will set that as a standard.

Field based and site based engineers are renowned for feeling “separated” from their office based colleagues: Visit them, spend time with them, empower them and always, always train them well and provide the most modern tooling 👍

Individuals are owed undeniable respect of their time, their role in their family dynamic and psychological safety. As such, it is important to let them know that they matter, how their contributions to the project matters, and - if possible - allow them to innovate in their autonomy. Aligning specific goals and assigning them help individuals own the process and helps them understand their contribution to an overall goal. As part of this process, include both individual and team developmental goals so that everyone grows during the process and identify areas of opportunity where they can collaborate and cross train to minimize gaps, hinderances impeding progress and ensure processes remain fluid.

Take time out to hear feedback from the team, where the pain points are for them. Make it a team meeting where the skeleton of the meeting is set, but not fully defined. This allows the team to constructively lead the direction of the meeting. If you spend a chunk of time on one pain point that's fine, as long as there are action steps to be taken and understood by those carrying them out. During 1-1 meetings, spend time asking about the projects and the relationship between the individual and client. Asking for updates is great to know where the project is but where is the employee and helps you identify if there's anything you can help with or pull in extra resource. Might just need to join a status meeting with the client to help.

To overcome a lack of motivation and engagement: 1. Set specific and achievable goals that provide a sense of purpose. 2. Find intrinsic motivation by connecting tasks to personal values and interests. 3. Foster a supportive environment with rewards, recognition, and opportunities for growth.

Motivation or passion is extremely important for the most effective teams. From many years working with teams of all sizes, you can tell the difference every time between a team full of individuals who were given a task, and a cohesive team that works towards a common goal that they are passionate about. Feedback and communication on all levels up and down, as well as within the same level, allow sharing of ideas, and can lead to an individual's passion being shared to the group. While over-explaining can be detrimental, ensuring the members of the team are aware of not just what, but why, can make a huge difference in productivity, and lead to important points and ideas being spawned throughout the team.

Getting a team invested in a project is critical to drawing the best work from a talented team. It harkens back to the shared understanding, and in the case of motivation shared value. Each individual's value perception will be different, and should be understood by leaders and management in order to push everyone enough to engage sufficiently.

Being onsite and involved in every aspect of the responsibilities of your job often involves mentoring subordinates to further their growth and assists in team building and alignment of all overall objectives.

Segun mi experiencia, mi aporte seria el siguiente: Pienso que las personas estamos mas motivadas cuando sentimos que nuestro trabajo tiene significado y es valorado. Por ello el líder de equipo, deberia reconocer regularmente tanto los grandes logros como los pequeños esfuerzos de cada integrante. Deberia celebrar públicamente los éxitos obtenidos en conjunto pero también en privado preguntar a las personas cómo se sienten. Deberia involucrar al equipo en decisiones relacionadas a metas y estrategias siempre que sea posible, para generar sentido de propiedad compartida. Particularmente estas prácticas de valoración me han permitid cultivar fuertes vínculos de compromiso y motivación sostenida en los equipos que he liderado.

Consider the possibility that you’re doing something wrong or that something is wrong. If your team’s motivation crashed, something caused it and you need to inspect the “why”. All organizations are made of people, and those people have lives that aren’t perfect despite their attitude at work, their input during feedbacks, or their posts on social media. As a leader, you must invest time to understand your team by learning their values, social and culture norms, habits, likes and dislikes, personality, and aspirations. When a performer stops performing, revisit their known baseline and have a honest conversation in a safe environment. If you catch small changes early, you will build stronger relationships that inspire trust and growth.

Motivation It is imperative that the project manager motivate their teams by communication, visiting your teams on a regular basis face to face information is essential. Listen to the team members, how they are doing personally, any issues, Problems etc. If the teams are doing well give them praise, if they are doing poorly discuss the reason face to face in order to rectify the problem. If it is because of lack of experience add someone to mentor them and address the experience issue. This is a massive boost to many people and motivates their interest to learn more. Unfortunately there are people in business that are incapable of understanding what mentoring adds to their career.

Très souvent, les conflits interpersonnels sapent la dynamique de l'équipe. Cela est d'autant plus vrais lorsque certains membres de l'équipe disposent déjà d'une expérience dans l'organisation où ailleurs. Les conflits et les rivalités ne tarderont pas à surgir si rien n'est fait. Dans ce cas, il plus que vitale de faire preuve d'un leadership rassembleur avec beaucoup de pédagogie et de dynamisme de groupe pour créer un sentiment de complémentarité et dépendance mutuelle entre les membres de l'équipe. Ceci permet de réduire les égo et renforcer les liens d'interdépendance au sein de l'équipe

O trabalho flexível é uma das estratégias para aumentar a satisfação dos colaboradores, levando em consideração o perfil do colaborador, natureza das atividades e das necessidades da empresa e modelos de horário. A empresa reduz gastos como transportes, sede, entre outros e os funcionários têm tempo para dedicar-se à família, amigos, lazer gerando assim mais satisfação. Pessoas mais satisfeitas com suas funções e com sua rotina de trabalho exercem melhor suas atividades.

To overcome conflict and diversity: 1. Foster open communication and active listening. 2. Promote empathy and understanding. 3. Seek common ground and focus on collaboration.

Segun mi experiencia, mi aporte en este aspecto seria el siguiente: Pienso que con personas diversas, los desacuerdos y conflictos interpersonales pueden ocurrir mas de lo que creemos. Lo importante es abordarlos rápida y constructivamente antes que crezcan o generen bandos opuestos. Como líder imparcial, se deberia facilitar reuniones para que las partes involucradas expresen sus perspectivas con respeto y escuchen activamente al otro. Habria que enfócarse en entender los intereses comunes y proponer soluciones integradoras. Tambien se deberia valorar las diferencias de opinión como oportunidades de aprendizaje en equipo asi como canalizar la energía del conflicto de forma positiva para fortalecer los vínculos y cohesión entre los miembros

Never procrastinate on a plan to address conflict, because it’s going to happen and if you’re not prepared you will probably make it worse; the downstream effects of which can damage your ability to develop your team. Credibility goes a long way in conflict, so spend time building that with your team. If you have a plan and your team trusts you, mediating conflict successfully can actually bring your team closer together. Consider proactively creating proctored scenarios where team members get to disagree on neutral topics. As you help them work through these scenarios, teach them perspective taking, elements of effective communication, reinforce respect for differing views, and train to your company’s policies!

Conflict & Diversity I really don't agree that it is inevitable. Firstly you need to work with Customer & Stakeholders to get them on your side. Show them that you understand all aspects of the project, time plan, delivery, issues, etc. This minimises or takes away any conflict with your capability. Then you have to have meetings or workshops with your teams to explain every aspect of the requirements in detail, answer questions, this will give them confidence in you as the leader. Explain the issues that come with conflict or adversity within the teams, you tell them any problems they come to you for rectification. This gets them convinced that you will do everything to resolve any issues. It is your responsibility.

Conflict and diversity doesn’t arise unless there are additional underlying circumstances which impede progress on a team. As a leader, diversity of thought, intellect and perspective should be welcomed and embraced; however, when there is internal conflict, it should be understood why. Examples of internal conflict could include how teams are communicating and lack of clarity of interdependencies for stakeholders. Teams also face challenges of limited resources which can lead to improper allocation of work and utilization of resources. Regardless of the challenges, they should be addressed before they manifest and cause conflict within the team. An inclusive environment welcoming contribution and collaboration is essential to success.

Conflict should never happen if the stakeholders choose the correct management team to implement the project. The correct project manager if experienced should be able to solve all conflicts between teams, customers and stakeholders.

Conflict & Diversity Any conflict or diversity should be discussed prior to the project start. Conflict does not stimulate team working, any confict showed be discussed during team meetings. Allowing team members to voice there oppinions during reguler meetings generates better communication between personel, project manager & stakeholders.

At individual level of each member of a team, break down the personal development plans into milestones and make sure to set clear and relevant KPIs. You can't use the same KPIs for each role. Even if these are the macro KPIs of the project, a specific role can be influencing them in a way that can't fully be tracked by the whole team objective.

Just because you’ve always done it that way, that doesn’t mean that’s how it has to be done. Too many people accept marginal or even exceptional performance as acceptable, but where did we get our standards? Someone, somewhere at some time documented something about something, and bam… Now its a standard? When you look at performance, understand the objective of the product and the customer demand and don’t play a broken playbook. In process improvement, stepping back and re-writing the playbook is called Business Process Reengineering, and it can be a critical step in redefining performance for your organization. Be brave, do your research, do something different, and test to failure. Then, make it better and do it again.

I find that having a solid process in place is beneficial to success of your team. But remember, each member of your team is different so that established process should be adaptable per individual just as long as the main steps to that process is met and with integrity. Sharing what worked and what didn't with team members is important. Lastly, looking at the process and improving it should be a goal every month, year, etc.

I’ve Been In One Lately, Performance In Production Vs Quality Controlling. Prioritize The Vision Of Team Regularly Is Very Crucial And Important To Align All Together With One Target. Mostly, If You Working With Projectized Structure, You Have To Focus With Dedicated QC Team Along With Coordination To Keep Achieving Best Production.

To overcome performance and quality challenges: 1. Set clear expectations and provide specific guidelines. 2. Offer training and support to enhance skills and knowledge. 3. Implement quality control measures and regular performance evaluations.

Segun mi experiencia, mi aporte en este aspecto seria el siguiente: Pienso que el rendimiento de un equipo empieza con tener expectativas y objetivos claros y para ello se deben definir metas cuantitativas y cualitativas junto al equipo, con indicadores y métricas objetivas de éxito. Se deberia asegurar que todos conocen los estándares de calidad y requerimientos a cumplir. Se deberian proporcionar planes de capacitación, herramientas y apoyo de expertos para potenciar habilidades necesarias en el equipo, asi como realizar revisiones periódicas de estatus e identificar necesidades específicas de entrenamiento o mentorías. Y la ultima accion seria alinear las recompensas e incentivos al logro de resultados de la manera correcta y justa.

Performance & Quality These are the most essential parts of delivering the best product. However there are other aspects that need to be considered within Time Plan & Cost. There is no reason for your project to be completed and it is perfect if it is 6 months late or 30% over budget. That will not please either your Stakeholders or Customers. All possible internal & external possible issues should be cleared and agreed before the project is started. You are not ready to start any project if your, time plan, scope, risks, change requests are not signed and agreed. You are also not ready for your, delivery schedule, resources, tools, etc are not in place. All these things are required to ensure project requirements.

Performance & quality. Always an issue but with the correct personel within the organisation it is a minor problem. Correct team members with correct experience is required to achieve the results required.

Performance & Quality. These are the basic requirements for any project. Completing a project and meeting deadlines with correct performance and quality requirements shows all customers the companies standards. Good standards encourage more customers to pick your company for future work. This encourages your workforce to continue working for your company.

Embrace change and uncertainty: 1. Foster adaptability and resilience. 2. Communicate openly and provide support. 3. Seek opportunities within the uncertainty.

At first you'll have to know your playground and the other players you are dealing with. Remember that uncertainty is also a possibility to get an unexpected gain and even victory. Create more than one path to achieve the goal and be flexible to change the chosen one when needed. Play or simulate different scenarios that you'll be ready to make hard decisions well prepared and regognize the warning signs in time. If you want to succeed more than once take care of the lessons learned. The last but not the least remember that controlling time is essential in planning and conducting an operation.

Knowing where change and uncertainly will most likely exist, and persist during the course of a project is essential to creating an operational plan. Sufficient and proper recourses to these more unknown areas will allow for a growing understanding as the project progresses. Making sure those clear lines of communication exist to the team from those managing change and uncertainly will allow for a more agile approach. Clear definitions of when to change are just as essential as a "random walk" will happen during the course of work, and reacting to each change will result in a lot of time spent chasing your tail.

One way to manage uncertainty is to sit your team down together to game out the different possibilities. It helps to categorize these possibilities based upon their likelihood and positive or negative impacts. This allows your team to compartmentalize their concerns and focus on what they can control.

Change and uncertainty come with any government contract, a stop gap or gap filler is always a great way to lean forward in the times of uncertainty.

When it comes to "change", I like to bring up the "Change Curve". Coming up with a game plan involves knowing where we are now and where we want to be later. Understanding the stages of Change, and which stage each team member is at will help to come up with mitigation plans.

Change Changes are always apparent in every project. Customers are always looking to make changes to timeplans and deliveries. However this is one of the issues that should be discussed with pre project meeting to agree on change requests. Customer, stakeholders & project manager should have an agreed prosses for change requests.

Dealing with change and uncertainty successfully with in project delivery starts with how the companies leadership embraces change and if company culture is set up to aim for outcome accountability over process accountability. If the team is focused around delivering outcomes it will allow the enough flexibility within the project delivery process and enable the team to embrace change and uncertainty within the project.

People not being adaptive, lack of contingency planning for unforeseen. Inability to initiate/ execute fragmentary orders especially under stress and limited time

Change & Uncertainty All change requests possess in regards to project changes or delays both from Customer or Supplier should have agreed in signed before project starts. I will give you an example from my experience in the Telecoms industry. Working on multi million USD projects. As the systems engineering manager my responsibilities: - Customer relations, project plan, delivery schedule, resource management, project reports, site cutover, site construction, site commission, site sign over to customers and more. I had a great team, 2 installation managers, network planners, and over 200 test engineers, Issues we had thousands however with good relations with the customer we completed all projects within Time and under budget.

Lack of psychological safety is another significant challenge that can hinder a team. Leaders must create an environment where team members feel comfortable taking risks, sharing ideas, and contributing their insights without fear of negative consequences. Giving employees a space to be candid in their conversations often leads to increased trust within the team. In turn, this can result in more innovation, creativity, and overall team success. It is essential to lead by example here. Demonstrate vulnerability and openness as a leader. Share your own experiences that include mistakes and learning moments.

Common team management challenges: Lack of goal and role clarity Conflict and interpersonal issues Limited resources and time constraints Lack of motivation and engagement Lack of trust and collaboration Insufficient feedback and recognition Remote or virtual team management Strategies to overcome them: Foster open and transparent communication Clearly define goals and roles Address conflicts through respectful dialogue Prioritize tasks and allocate resources effectively Create a positive team culture and recognize achievements Build trust through transparency and support Provide regular feedback and recognition Utilize technology for remote team collaboration

being a good leader is a very achievable goal by many. being a great leader takes time effort and many selfless objectives across a broad spectrum of tasks. Sometimes just being their for an individual in a hard time, or uncertain time can speak words that you will never here but will see in your future endeavors.

Mi consejo aqui es que se debe ser siempre un modelo a seguir como líder y recordar que nuestras acciones y actitudes configuran en gran medida el ambiente y cultura del equipo. Debemos predicar con el ejemplo la conducta colaborativa, el respeto, la excelencia y el compromiso total que esperamos ver reflejados en los demás. Debemos promover relaciones de confianza actuando con integridad y siendo coherente entre nuestro discurso y nuestras decisiones. Ademas, nuestra energía y pasión al comunicar la visión y metas compartidas deberia ser altamente motivadora para otros. Debemos ser accesible y mostrar real interés por nuestros colaboradores como personas. Nuestra influencia positiva puede marcar una enorme diferencia.