5 steps to recover an injured team
Would it be easier to re-create something than to change something already created? Situations are different. Let's try to figure out and understand what we can change in what already exists so that we don't have to destroy it.
Teams have all kinds of problems. Sometimes big plans and prospects don't come true, and then it affects team morale. Key and talented people start to drift away from the team and stop seeing progress in their work. When people stop seeing results, it is detrimental to their effectiveness.
Imagine a team of people in which there was already a certain path of development, and one day it suddenly changes and a completely different direction is chosen. Imagine the difficulties of a leader who needs to convey a new vector of development to the team. How do you get people to work again if the original project was unsuccessful? How do you get the team to believe in this leader. Let's think together.
1. Look ahead
First, you need to analyze the work that has already been done and understand what has been done wrong. The main thing is not to abuse it.
The leader should highlight the main points that were not the most effective, while not forgetting the positive results of the work. He should highlight what was done well, focus on it and communicate these points to the team so that they understand what needs to be maintained in the work process.
This way allows the leader to take responsibility for sticking to the plan and moving forward.
The leader must avoid the constant catharsis that causes people to complain and constantly dwell on unsuccessful work decisions.Constantly dwelling on failures does not improve at all.Constantly dwelling on failures will not improve the work process at all.
It is imperative that the leader have these conversations only to emphasize and recall what was unsuccessful and what should be abandoned. There must be a culture of collective and individual responsibility for the work process.
There is no need to gloat over someone else's failures or blame someone else. You have to keep moving forward.
2. Reason and emotion
We can have the best arguments, but there will be a lack of forward movement.
We can talk the talk, but we won't persuade.
The challenge for the leader is to evoke emotion and rational urges in the team. We cannot neglect any aspect if we are to succeed.
Psychologists have long revealed the essence of humanity, and neuroscientists have only confirmed it. We are emotional beings who are capable of thinking. Until a while ago, it was thought the other way around.
What we do, all our conclusions and desires, are our emotions. Because of this, many politicians succeed in winning debates against more rational opponents. We can go out to the supermarket wanting to buy one thing, but our emotions can tell us that we absolutely want something else, even though that other thing was never even in our minds.
In the field of business, the manager must give the team an analysis of actions, arguments that can be measured and understood with his brain, but he must appeal to human emotion. The leader must structure his speech based on facts, but leave room for expressions of those very emotions.
The actions of the organization and the leader are always viewed by employees under a microscope.
The leader must be consistent in his or her words so that what he or she does is always in touch with what he or she says.
If the leader wants to regain credibility, he or she needs to work at it daily, building new trust step by step. These goals and their execution will demonstrate to the staff the credibility of your vector of development.
If your attitude is careless, arrogant, or contemptuous, your failure for employees will be deafening. After that, rebuilding the team again may be an impossible task.
4. Individual work with survivors
Working with everyone privately is essential.
Regardless of how the group works, each employee has different aspirations, ideals, desires, and vision for the work process. The leader must take this into account and find a personal approach to each member of the team.
Each person's personal story can help you here. Each person can have his or her own way of working in the company. A person's character traits, their age, their family, all make them less or more experienced when faced with these circumstances.
If you find each team member's pain threshold, then you can know their sensitivities, know what's bothering them, and you can adapt to their feelings. You will be able to help the person see the situation differently, and they will have the opportunity to understand your point of view.
It's a mistake to treat everyone the same way, because everyone is different.
It is extremely important to set aside time in your schedule so that you can just talk to your employees. It may even be a casual conversation, but it will allow you to understand and get to know the person who works with you. A successful business is not only about good planning, but also about successful communication with people.
5. Secure the result
Take as a basis those ideas for development which are connected with your character and with your life values. Your new path should be something you trust. The business should be in touch with your life, and be an extension of your ideals.
All situations are different, and all need a different approach. Always remember that anything is possible if you show proper persistence and love for those people who work with you for the common good. Believe that your team is capable of recovery.
Was this article helpful?8 Posted by: 👨 Joshua C. Molina