Estás trabajando en equipo con alguien que no está haciendo su trabajo. ¿Cómo puedes hacer que den un paso al frente?

Actually, it's normal to have someone who is not pulling their weight on a team. In my opinion, we need to figure out what the problem is and see if the reason is due to the limitations of their capabilities, a lack of motivation, or others. From there, we will decide how to settle. The first step is surely a straightforward discussion with the person. But in all cases, the first priority is to keep the team moving forward without any concerns.

First, initiate a conversation with them. Be honest, positive, and respectful, and emphasize the importance of their contribution to the team's success. Understanding their perspective is crucial as it can lead to a solution and understand the root cause of the problem they are facing and look for constructive solutions which enables them to contribute more effectively.

If the situation relates to a peer, ask how they are feeling and give them time to answer to understand what might be at the root cause. If in relation to someone that you mentor or manage, it's about understanding their motivations and setting inspirational but achievable goals that are explained and agreed. This is empowering and ensures accountability. At the end of the day we are all prone to 'drift off course' occasionally and someone that understands that will always get the best out of people.

In my opinion, it's best to reach out to the person directly and set up a 1:1 conversation. Clear communication is key, and you want to make sure you're not just interpreting emails or texts from your teammate; but rather having a face to face, google meet, or over the phone conversation. They might not be "pulling their weight," because: - they're new and still learning how to use technologies within your company (had a poor onboarding experience) - have a lot going on in their personal lives and could use empathy and understanding - need guidance on what the project is about and why their role and expertise is needed ...there could be muitiple reasons, but the first step needs to come from a place of kindness and understanding.

Sometimes individuals who are perceived as not carrying their weight are unable to navigate the challenges and changes being experienced. The fear of the change and the challenges that are part of the make up of change is a mental block. Either a person’s willingness will lean them in or the lack of openness to participate will consistently pull them back. Engagement and communication will in most situations enable a greater level of understanding the barriers that the individual is experiencing. Asking questions and setting the scenario to leverage their talents is a way to bring about a degree of confidence therefore participation.

La parole gouverne le monde dit-on, Une bonne communication peut changer la donne, à coup sûr. Et ce manque d’engagement à forcément une influence sur le travail global d’ou la nécessité de faire en sorte d’harmoniser les violons afin que tous y mettent du sien. Communiquer, commence par une bonne écoute d’abord, avec intérêt des fondements qui gangrènent la bonne collaboration et puis trouver la bonne piste pour donner du Sens aux tâches et aux projets.

This is a common issue in many companies and projects. I believe understanding why it happens is important for finding solutions. Sometimes, it's about openly discussing the problem and potential fixes, like training. Other times, boosting team spirit and recognizing outstanding work can motivate everyone. Often, simply acknowledging an individual's potential, boosting their confidence, and giving them more creative freedom can be the key solution.

Start having an open and honest conversation with your team member. Share your observations and express your concerns in a non-confrontational manner. Ask them about any challenges they may be facing and try to understand their perspective. Encourage your underperforming colleague to actively participate in discussions and contribute their insights. If the team member is struggling due to lack of skills or knowledge, offer support and resources to help them improve. It's essential to work collaboratively to create a positive and productive team environment

Addressing a team member who is not pulling their weight can be a delicate situation, and it's important to approach it with empathy and open communication. Choose the Right Time and Place: Find a suitable time and place for a private conversation. Avoid addressing the issue in a public setting, as it may make the person defensive. Express Concerns and Observations: Use "I" statements to express your concerns and observations. For example, say, "I've noticed that the workload seems unevenly distributed, and it's affecting our team's progress." Listen Actively: Allow the person to share their thoughts without interruption. Active listening demonstrates that you value their input and are open to understanding their perspective.

Clear and regular communication to alleviate these sorts of issues becoming bigger issues. If you have a teammate who is not pulling their weight, the worst thing to do is berate them in front of their peers. Address it privately, succinctly and do your very best to put yourself in their seat. There may be issues in the background you are unaware of? There may be issues with some colleagues? There may be a competence issue? All these can be resolved - but the last thing you want is to get to a point where your team mate thinks its too heavy a weight to burden and blows up / quits. Address early, clear and concise communication in private and help where possible, alleviate some of the pressure points. It's your job to get them to their best.

I think finding ways to empower each other helps. What their strength is may not be yours. If they arent pulling their weight, they may be able to pull their weight in an area they thrive in. For example: for me, in sales, where I feel like I thrive is relationship management and retention. When it comes to expanding accounts and operating certain growth conversations, I tend to lean on others. We all have to know our strengths and weaknesses.

Approach the conversation with genuine empathy. Acknowledge that everyone faces challenges, and express your willingness to understand their perspective. Share your own experiences of overcoming obstacles to create a connection and foster an environment of mutual support.

Having a true empath as my best friend certainly has helped! Shout out to Felicia Ortiz. My rule is to always "walk a mile in another person's shoes". You have no idea what that person could be dealing with in the other parts of their life. Give people the benefit of the doubt first before rushing to judgement. Isn't that how you would want to be treated? Give that person the space to share. And maybe they don't, but at least you lead with empathy. Once that avenue has been exhausted, then I put my manager hat back on & try to understand why they are struggling. Could it be a training issue? Or the wrong role for that person? As a leader, I ultimately want and need everyone on my team to be successful so it's my job to figure it out.

Empathy is huge. I think people get empathy and sympathy confused. There issue might be something that doesn't require sympathy but does need empathy. I always like to show I understand and can relate to the obstacles. I also like to just listen and not offer solutions b/c that doesn't always work. Just having a conversation, showing empathy and relating to the situation and validating where the person is can really help open up the conversation for more direct conversation. Being able to show empathy and understanding opens up trust!

L'empathie est un atout majeur afin d'assurer l'engagement de ses collaborateurs, mais à l'instar de toutes les soft skills, ce n'est pas quelque chose qui s'apprend. Bonne nouvelle pour ceux qui en sont dépourvu, cela n'empechera pas de fonctionner efficacement en équipe. En revanche, cela necessitera de mettre le poids sur une communication particulièrement claire.

One thing I've found helpful, especially in sometimes frustrating situations like this, is to lead with empathy. I have found that working on emotional intelligence and awareness yields great results in relationship-building and overall output in a team. It's easy to jump to conclusions about why an individual may not be pulling their weight - but with careful, coaching-led questions there is almost always something underlying the lack of productivity. And if there is no significant issue, an empathetic coaching approach empowers the person to take responsibility and seek solutions themselves. You can't go wrong when lending an empathetic ear.

A empatia é a chave que destrava muitas portas (e janelas), fazendo com que o colaborador se sinta incluído no projeto da empresa. Mostrar que o desafio não é só dele, toda a equipe está no mesmo barco e precisam remar em consonância com o objetivo comum. Cada integrante do time tem qualidades e oportunidades diferentes, e é essa diversidade que traz uma grande riqueza para o processo.

Being empathetic needs one to tap into their authentic self, be self aware and considerate about others. While talking to your team understand their challenges, motivation preferences, styles and priorities. Using different tools and techniques one can help them get productive at their craft.

To show empathy, actively listen to others, validate their feelings, and offer support. Use phrases like "I understand how you feel" or "That must be really challenging." Be present in the moment and express genuine care.

Empatia é a melhor forma de ser um ser humano melhor pra ti e para outras pessoas. Sem ela, não somos bons em nenhuma parte da nossa vida.

Before I set boundaries it’s important I weigh the consequences. Because transparently, sometimes the consequences of setting boundaries may not be worth it in a work scenario. And that leads to boundaries being set but not maintained. The last thing you want is to set a boundary and then still enable the same behavior. So before you set boundaries, assess if it’s worth the consequences. It will better equip you to set AND maintain your boundaries.

Je préfère « fixer des objectifs » de maniere a guider la personne Sur ses axes de progression, c est bcp plus positif de noter qu on progresse.

Posso ser redundante na questão da liderança, mas estabelecer limites, na minha visão, melhora o fluxo com o gestor puxando rituais de reuniões com foco em atribuições de atividades e ou funções a serem realizadas para uma demanda, pois assim todos sabendo: o que é a demanda, seu objetivo, prazos e movimentos que precisam ser realizados, garantem uma melhor qualidade de trabalho. OBS - Não sou muito fã de muitas reuniões, mas, as de alinhamentos de atribuições são necessárias para cada um saber seu papel dentro do projeto e ou demanda.

"Being assertive and respectful plus saying no when needed" says it a lot while it's also very important to consider unspoken boundaries. Sometimes is not easy to communicate about individual values or even personal beliefs since we might be working with a person of very different beliefs. In this case, expectations and limits that co-workers might not be explicitly communicating to each other can be set on an unspoken way to set boundaries.

It is important to communicate that boundries are the limits that we set for ourselves. "If a teammate does XYZ (a very specific action/inaction), then I will do ABC." We cannot *make* other people pull their weight; all we can control is our response.

Setting boundaries involves communicating your needs and limits. Clearly express what you're comfortable with and what you're not. Be assertive but respectful, and prioritize self-care. Consistency is key; enforce boundaries and be firm when necessary.

Setting boundaries is vital for maintaining a healthy work dynamic. Assertively communicate your limits, avoid enabling negative behavior, and prioritize your own well-being to ensure a sustainable and balanced collaboration.

As long as we are getting paid the same salary, theoretically we should deliver equally. But some can deliver more, because of their way of work and there are cases where you see lower performance in some colleagues due to all sorts of variables. At my current workplace we help each other in our department. Indeed, if you feel like the colleague is not doing his best, because of questionable reasons, obviously this is a different scenario.

Show them the path to improvement that you can assist them with but clearly define what you need from them in order to set boundaries with your support. Make them aware clearly in the role that you will play in assisting them and the limits that exist within that to set clear guidelines. Ultimately, if these can't be met you will need to take different action to what's been discussed and potentially escalate the issue.

The art of saying 'No' can be difficult to grasp but once mastered it becomes beneficial for both parties to be able to spend proper time together

Collaboration looks like partnering with your teammates and understanding what is driving them to do the work, connecting with this and acknowledging it (e.g. I love that you're here because you care about serving customers, and you want to close this deal so that you can get more $$$ to support your family - I get it, I'm here for this too!) - and then from this place of common connection and empathy, you can collaborate to split up the tasks based on who is best positioned to complete them.

There is probably a better term for this, but something I've always found helpful is what I call "rubber-ducking". If I'm stuck, feel like I've tried everything, or am getting frustrated with a part of a project, I'll ping someone (teammate, peer, etc) and ask if I can chat. It's not a brainstorm, it's one person thinking out loud to another person. The goal is to see if your logic/thought process/idea makes sense to someone else. Sometimes the other person confirms what I was thinking. Other times this person will have a different way of thinking, which helps me recalibrate and approach the project with a fresh perspective. Rubber-ducking is what I do when I'm stuck. It gets me out of my own head and has yet to fail me!

Leave your ego at the door. To truly collaborate everyone should feel they are able to share their ideas, seek advice and brainstorm without being judged and without the feeling that a manager already has 'the answer' (normally that just means they have their answer not always the right answer)

In my opinion Collaboration is the best way to get the entire team involved. It allows everyone to work together for a period of time and ask questions. This will also be a time to share struggles in what part you’re doing and get insight or guidance on moving forward. We don’t know what someone is dealing with so always making them feel a part of the team and appreciated can sometimes help with other struggles in life.

Effective collaboration among teammates is vital for optimizing strengths, fostering creativity, and improving problem-solving. By leveraging diverse skills, teams approach challenges from various perspectives, leading to innovative solutions and increased efficiency. This collaborative process cultivates a positive team culture through open communication, promoting high morale and motivation. Additionally, it equips teams to adapt to change, facilitates continuous learning, and enhances accountability. Ultimately, effective collaboration improves work quality and creates a dynamic, resilient team capable of achieving common goals.

Collaboration is key. Utilize your team's diverse skills and resources, seek guidance from mentors or managers, and foster a culture of shared ideas. Delegating tasks and working together enhances productivity and promotes a collective learning experience.

Um dos modelos que mais admiro e atualmente uso sem dúvida é a gestão colaborativa, onde todos podem contribuir, opinar e se desafiar durante o processo! Fácil? Nem um pouco! Porém, se o líder estabelece um ambiente de confiança e compartilhamento, incluindo ferramentas de gestão é praticamente um case de sucesso! Como pratico isso: Modelos de Gestão Ágeis! Você não precisa ser um expert ou usar todas as ferramentas, mas gestão por KPI e OKR, trabalhar em squads lineares e times multidisciplinares é uma excelente forma de organizar as demandas, os papéis e responsabilidades bem como experiências e aprendizados! No final todos sentem que são parte da solução e suas contribuições são cada vez mais presentes!

Muitas vezes estamos tão focados na entrega de uma solução que acabamos não enxergando as melhores alternativas para a entrega de um projeto. Opiniões de outras pessoas podem colaborar para identificarmos oportunidades de melhoria. Colaborar com ideias inovadoras aos projetos dos companheiros é uma forma saudável de praticar o feedback e estreitar a comunicação da equipe. Delegar as tarefas de acordo com as características de cada colaborador é uma forma de valorizar os pontos fortes de forma individual.

Ask for help when you truly need it! Many times we will get into overwhelm and spin our wheels instead of asking for that assistance to keep us on track. When you are in a situation or have a task at hand, it is so beneficial to get a different viewpoint as to how to achieve that outcome. You might be so invested into it that you might miss it however with fresh perspectives and the ability to listen - you will be able to learn something new and get to your solution quicker as well. Always be grateful for the assistance that you receive and express gratitude.

The collaboration is a wide angle and there are many ways to cover it. Oftentimes, people who struggle with contributing to their team have exhausted their search for support, before their productivity starts showing a sign of decline. Assessing the situation as a first step to starting a collaboration effort to show support can make a difference: is the workload distributed fairly? Are the member's skills or experience used/acknowledged appropriately? What are the team dynamics like? Are there training/mentoring opportunities you can identify? Doing a bit of research before checking in is definitely a way to reassure the member, make them feel valued, seen and promote effective collaboration.

According to what I understand, incentives are really important in terms of careers. It doesn't necessarily have to do with financial success. To some of the individuals in this scenario, incentives can take many different forms. For example, they may be given choices based on their preferences for the task, given room to demonstrate their talent and excel in it, given the freedom to use their ideas to solve problems, or they may be made responsible and accountable for the task. This could cause them to overindulge in their natural talents, which may be neglected because of inhibitions.

Sometimes people struggle to pull their weight as their skills/strengths may make them better suited to different tasks where they can support the team in a different way. I would encourage leaders of employees or any type of team to always analyze the interests/passions against the skills/strengths of each team member and have them assigned to what they can be most successful and fulfilled by to have each person as equally committed to the task/project. This isn't always possible as sometimes we're good at things we don't enjoy and vice versa, but aiming for that balance and collaboration is almost always beneficial for the team as a whole.

We use motivational maps to help understand the teammates personality and what they need to be happy. Some might need recognition, others words of affirmation, whilst others might need to be challenged to get the best out of them. Understanding them as a human-being will allow you to effectively incentivise them to succeed!

Uma das formas de reconhecer, valorizar e incentivar nossos times é dando voz a cada um deles! O que faço que é muito bacana (pelo menos eu acho...kkk), quando temos um projeto, eu organizo o Squad ou time do projeto, e coloco um líder do projeto. Este líder não tem relação com seu cargo ou posição, mas com atribuição! E com isso colocamos para rodar, muitas das vezes temos resultados excepcionais que são compartilhados com a nossa alta liderança. Aqui vem o diferencial, quem leva e apresenta o projeto, bem como seus resultados é a equipe que fez, não o líder da área! Eles aparecem, são vistos e reconhecidos por nossa liderança e isso abre portas para novas oportunidades dentro da organização! Reconheça e dê voz para quem faz!

Best advice is that one size does not fit all when it comes to incentivizing teammates. You must find out what motivates them, which can be difficult to just straight out ask. So I have my team build vision boards. I know, I know it sounds cheesy but it works! Then have each person present + share their goals-that way you know what's important to them. Next align to their goals & provide small incentives to help them towards the larger goals. Have also found that it's the little things that motivate people. Case in point, managed a team of sales reps that would compete hard for a prime parking spot. Or a top rep that went above and beyond for Starbucks gift cards or one that loved to see their name on a leader board. Whatever works!

É importante encarar logo e de frente esse desafio: abordando o colega com empatia, oferecendo apoio e abertura para discutir possíveis dificuldades. Identificando, então, as causas para entender se é questão de habilidade, motivação ou até mesmo algo pessoal. A partir daí, colaborar na busca de soluções com expectativas claras e sempre com suporte contínuo.

Incentives are great once you have taken the time to understand what matters to your teammate - and it is not always financial. There are so many different personality types and they ways that they communicate and perceive value is so different... Spend the time to ask the right questions, listen and come to a solution that works for everyone that is involved.

Lots of good here! Moral of the story is that not everyone is inspired to do great work for the same reasons. Therefore, the most important thing for a team leader is to understand their team’s inner workings and mechanics. This can be done by taking note at what excites them, asking questions, getting feedback and doing regular informal check ins. - the depth of answer you get will depend on the type of question you ask, and how you ask it.

Ao estabelecer metas alcançáveis para a equipe, associando incentivos ao cumprimento dessas metas, os colegas são motivados a atingir objetivos específicos. Expressar gratidão regularmente por esforços contínuos cria um ambiente positivo, enquanto a promoção de uma cultura de feedback 360 graus encoraja a troca mútua de avaliações entre todos na equipe, incluindo líderes. Ademais, estar aberto ao feedback recíproco demonstra que se valoriza a troca de ideias e está sempre disposto a melhorar. Implementando essas práticas, não apenas incentivos eficazes são fornecidos, mas também um ambiente de trabalho mais colaborativo e orientado ao desenvolvimento profissional é cultivado.

In my experience through running Total Rewards Program blueprint meetings / brainstorming sessions, I would 100% back this point up. In order for employees to continue their passion in performance, we need to provide them with appreciation through a form of awards. Monetary, time off, or other benefits certainly help develop strong retention rates.

It's always best to try and motivate a colleague to contribute fairly to a team task/project. Use methods such as empathy, transparency, and incentives where possible However, people are employed and paid to contribute, therefore there is the expectation that they do so without excessive intervention. Be prepared to be candid with a responsible person to ensure appropriate action is taken if necessary, but remember to always be respectful as you never know someone's personal situation that may be impacting their professional work.

Escalation is a last resort. If previous efforts haven't yielded results and the issue persists, report the problem to your manager professionally. Present the facts, detail the steps taken, and avoid personalization or blame. Trust your manager to decide the appropriate course of action.

Escalation is not the first exit to the problem at hand. We should make the person be aware of his actions and never make threats about escalation to get the person to comply. Instead, examine the aftermath of post escalation and the impact on trust, and perception of work commitment. If you are a manager and is paid to do a supervisory role, escalating to your boss will also mean that you are not capable to handle the situation. Therefore, best to address the situation and providing incentive as a peer to this team mate will only send the wrong signal. withdrawal from assistance and getting the other team mate to support is vital for this difficult team mate to realise their issues.

Strategy and Objectives are 2 eyes. also planning and execution, folloup, update, regular review, assist the team, motivate, sometime emotional route to be followed also. be one among them. understand the ground/floor level issues. remove the hurdles. you will get a quick and good positive response/productivity. Right man for right job!.

I've found that sometimes, a bad situation such as someone not pulling their weight may only be resolved by escalation. It doesn't mean the teammate in question is bad, but they may need more guidance from a position of leadership. A 1:1 from a manager can solve many problems that direct involvement from fellow team members could not. Inversely, I've found that when something of this nature has been escalated to myself, I try to follow a principle that gives someone a second chance while also empowering them to turn things around. "Next time, ask more questions if you're unsure", "Next time, do it this way", "Next time...etc" The phrase "Next time" itself has an inherently positive feel to it that can light a fire under someone

Em minha experiência escalar o problema, resulta em uma ação extrema, se a pessoa de fato não está apta para atividade, não há motivos para mantê-la no time, pois estamos sacrificando um grupo todo para cobrir um mau desempenho. Seria o caso de avaliar se este recurso deve sem matido nessa tarefa ou designado a outra função, até mesmo corte.

Às vezes acontece de um membro da equipe ter ideias próprias bem diferentes da maioria, e por conta disso, não consegue se enquadrar facilmente no padrão de comportamento do grupo. Isto não significa que este indivíduo seja rebelde ou mal intencionado, apenas sua ótica da situação é outra, e nesse caso o mais importante é o diálogo aberto e em tom conciliador.

This is tricky as if the situation persists, then I would almost have a small step before escalation: pre-escalation communication touchpoint. This could go over 1) the objectives set out and how they were not met, 2) what happens next. Options: complete tasks, change of role, leave of absence if personal issues are present, etc., and maybe 3) what that individual wants to see happen next.

If all else fails, involve a common supervisor or HR: Communicate your attempts to address the issue and seek guidance on next steps. Document your efforts: Keep records of conversations, agreements, and attempts to resolve the situation. Remain professional and objective: Focus on the situation and its impact, avoiding personal attacks or emotional escalation.

Any project is always a team work and a team is always decided on by those parameters. So when one member is not performing, as a leader the 1st question should be to understand where does the limitation lie. Is the said project something that he/ she doesn't identify with ? Or is the role assigned is not their core competency. Sometimes issues outside work can also hamper the productivity at work. So whenever I face a situation when a team member of mine is unable to perform, I first try to gaze into their working ecosystem. Once I'm assured that is in order, then only do I question the sincerity of their skill or intent.

Not everything is related to a technical issue. Sometimes a team member is dealing with a personal issue that may be impacting their performance. That's why it's important to have a collaborative environment. Life gets in the way at times and team members support each other in different ways.

Une équipe, c’est des objectifs individuels au service d'un objectif commun. Chaque personne est importante. Cependant, lorsque nous sommes responsables, nous devons trouver un équilibre dans l’engagement de chacun, pour contribuer au succès de l’objectif commun. Si une personne choisit de ne pas évoluer, qu'elle tire constamment l’équipe vers le bas, il est préférable de prendre des décisions qui serviront le bien commun. Ce n’est jamais facile, mais ne découragez pas les membres de votre équipe qui font leur part au profit d’une personne qui ne fait pas la sienne. Bien sûr, donnez-lui des chances, encouragez-la, redéfinissez les objectifs. Mais si rien ne change, avec respect, c’est à vous de provoquer le changement.

In my experience, I have found it imperative to evaluate 3 things before considering an effective solution or escalation: - Does the employee have all the necessary tools to be successful - accesses to platforms, necessary training on the ways of work, the necessary hardware, documents and the likes. - Is the employee able: do they have the right level of skills and experience to be successful - do they require training? - Is the employee willing: Are they happy to be trained? How do they respond to constructive criticism? Are they agile and open to change? If the response is yes to all of the above, I do feel that the issue can be alleviated with support collaboration and training - without escalation.

Being open to having an open conversation where your team member can express any concerns or may be able to tell you if the job duties assigned are within their scope! It could be a time management issue or a combination of making sure the duties have been distributed evenly. I feel all of the above steps are important in making sure that your team has the best possible outcome when working together.

When people are not pulling their weight, there is usually an underlying issue. If you create an environment of open communication, transparency, and collaboration, employees will feel like they can go to their manager and have a conversation. Listen, have empathy, and help find a solution for the person who is not performing. It is also important to create a plan to help the person be successful, maybe a new daily work plan, breaking down bigger tasks into smaller tasks.

Em minha experiência já me deparei com profissionais sendo cobrados por funções a qual não foram contratados ou não tinham experiência prévia para desempenhar. Isso somado a uma falta de liderança atuante e disposta a desenvolver é a fórmula perfeita para desmotivação do profissional. Você se encontra em uma atividade que não foi preparado e não tem onde se apoiar e aprender, como poderá entregar seus resultados de maneira eficaz?

Il faut identifier les raisons pour lesquelles il ne fait pas sa part. Il y a plusieurs possibilités : Il peut ne pas être conscient de ses responsabilités. Il peut être submergé par la quantité de travail. Il peut ne pas avoir les compétences ou les connaissances nécessaires pour effectuer le travail. Il peut avoir des problèmes personnels ou professionnels qui l'empêchent de s'engager.

When dealing with a team member who isn't pulling their weight, start by communicating expectations clearly. Show empathy towards their situation and establish firm boundaries. Foster effective collaboration within the team, offering incentives for improvement. If problems persist, consider escalating the issue as a last resort. Additionally, seek guidance from mentors or HR for further insights.

May be consider the training gaps, understanding the role and expectations, knowing what is going on in their personal life is very important.