What do you do if your team managers are facing challenges and obstacles?

Abordagem inicial seria ouvir atentamente os gerentes para entender os desafios específicos que estão enfrentando. Em seguida, trabalharia com eles para identificar soluções práticas e estratégias para superar esses obstáculos. Isso pode envolver o desenvolvimento de habilidades de liderança, a implementação de mudanças na gestão de equipes ou a busca de apoio adicional, conforme necessário. O objetivo é capacitá-los a enfrentar os desafios de forma eficaz e alcançar o sucesso em suas funções de liderança.

I agree but it has always been my experience that finding the challenges are the easy parts. Doing something about always appears to be barrier.

I wholeheartedly agree. You can’t help any situation if you are not fully informed. Arm yourself with the facts of the matter so that you know how best to proceed, whether they be advising the other players or stepping in, if need be. Obviously, I wouldn’t suggest stepping in immediately. That would be a last resort option because the team managers need to experience everything involved with the situation so that they can learn from it. If you save everyone from difficult or uncomfortable situations, you rob them of a chance and opportunity to grow.

Support team managers facing challenges by offering resources, training, and mentorship. Encourage open communication to identify issues and collaborate on solutions. Provide autonomy and trust while offering guidance as needed. Foster a positive team culture that values learning and growth, and address any systemic obstacles hindering success.

A low stress way of collaborating to solve an issue with or amongst a managers team is to hold a brainstorm session identifying: 1. What are the key challenges (list them out rather than "rant" them out) 2. Recommendations for solutions You can make this as creative as you'd like but those two questions being answered provide a lot of mileage.

Toda avaliação deve ser feita pautada em dados e fatos e nunca em interpretações! Mapear, realizar pesquisa de clima, ouvir a equipe e traçar ações para melhora realaionamento, resultados e desenvolvimento de forma geral.

One method is to ask the 5 why's, don't just stop at the obvious, do a little digging, get the root cause. Also make sure to keep records and document it.

Il est crucial de ne jamais perdre de vue nos objectifs. Les problèmes que nous rencontrons compromettent-ils l'atteinte de ces objectifs ? Si ce n'est pas le cas, nous pouvons alors diminuer l'intensité de la situation d'un cran. Si oui, il est nécessaire de procéder à une analyse objective de la situation et de se repositionner. Il est important de ne pas réagir précipitamment et d'évaluer correctement l'ampleur des défis. Avant de surmonter ces défis, il est essentiel de les comprendre et de connaître nos leviers.

If your team managers are facing challenges and obstacles, it's crucial to offer support, listen to their concerns, and collaborate on finding solutions. Encourage open communication, provide resources or training if needed, and empower them to make decisions. Foster a positive work environment, acknowledge their efforts, and offer guidance or mentorship. By working together and showing understanding, you can help your team managers overcome obstacles and improve their performance.

One of the things that I truly admired about a former manager of mine was his commitment to transparency. And that commitment to transparency really hit home with me and changed a lot of how I did things. Transparency, while leading a team, does many things. It builds trust, confidence, and camaraderie within the teams. It also sparks innovation, creativity, and opens up a different level of communication that’s typically not experienced in the workplace. By providing transparency, all the cards are on the table and with everyone able to see them, having access to that additional information gives many more vantage points and points of view that normally aren’t available without that transparency, making the team stronger.

Se comunicando chegamos em determinadas ações e negociação para as partes. Não tem como equipe e lideres se entenderem se não se dialogarem, diálogo aberto e de forma madura sempre para ambos chegarem em bons resultados e trabalho de respeito.

Embora seja difícil quantificar a importância de um diálogo aberto em um momento de obstáculo, muitos especialistas enfatizam que ele pode representar até 80-90% do sucesso na resolução de problemas e na superação de desafios. Um diálogo aberto permite que gerentes e equipes compartilhem perspectivas, ideias e preocupações, facilitando a identificação de soluções criativas, o fortalecimento do vínculo entre os membros da equipe e a construção de um ambiente de confiança e colaboração que é essencial para enfrentar adversidades de forma eficaz.

Encouraging open dialogue is crucial when team managers are facing challenges. Transparent communication fosters trust, enables collective brainstorming for solutions, and promotes understanding and support among team members. Creating a safe space where everyone feels comfortable sharing thoughts and concerns can lead to innovative solutions that may not have been considered otherwise.

It feels that the order of the sentence is wrong. Before transparency comes trust. The long sentence "Managers should create a safe space where everyone feels comfortable sharing their thoughts and concerns" really is about building trust. Trust allows for healthy conflict (5-dysfunctions of a team) which is often what transparency creates. The conflict, when solved in a trustworthy place allow for commitment and alignement.

It's great when transparency is the answer. But if you've got several managers who are facing obstacles, the problem probably isn't in their teams. It's probably either you, senior management, or a key organization they're all dependent on that has major issues. Talk to them individually first to determine whether it's you, or perhaps one of them. If you and they are generally on the same page, gathering them to vent first and then brainstorm is probably the next step. I hope you and your own manager are on the same page, because if the problem isn't you, you're probably going to need help from above--or at least support for actions you decide are needed.

L'une des pires choses à faire est de dissimuler ses erreurs ou de fournir des informations fausses ou « créatives ». Il est essentiel de pouvoir échanger sans craindre d'être réprimandé ou pointé du doigt. Un bon chef d'équipe saura reconnaître ses torts et s'ajuster. Nous devons encourager une culture de responsabilisation et de collaboration. Nous sommes une équipe : rien ne repose sur les épaules d'une seule personne.

Estabelecer tarefas e prioridades. Realizar demandas de acordo com a equipe e pessoas. Mapear perfis. Saber colocar na agendatarefas especificas para a equipe, time e pessoas.

The leader of the team managers needs to be involved in this step and help with the prioritization. Inject some resources if need be to help the team. An outside consultant, a team leader showing executive qualities and with seniority and positive influence, an assistant to the leader of the team managers.

I think the answer given here is appropriate if one or two of your managers are struggling. But as I speculated above, if several are struggling, the problem is either you or outside the organization. (Or you've either hired or inherited the wrong managers--pretty unlikely, I'd say.)

Once issues are identified, it's time for team managers to prioritize tasks. Focus on immediate needs and schedule tasks for later to manage time effectively and reduce overwhelm. Encourage breaking down larger problems into smaller, more manageable tasks. This approach simplifies complex issues, creates a sense of progress as each task is completed, boosts morale, and motivation.

Il existe plusieurs stratégies pour prioriser les tâches à accomplir. Il est crucial de trouver l'approche qui convient le mieux au contexte spécifique. Découper les projets en petites tâches n'est pas toujours la meilleure solution, surtout dans un environnement multidisciplinaire où les perceptions des priorités peuvent diverger. Plusieurs facteurs doivent être pris en compte. Parfois, il est nécessaire de faire taire le bruit ambiant en priorité. À d'autres moments, il est impératif de lever les obstacles avant toute chose.

To support team managers facing challenges, encourage open dialogue to foster trust and enable collective brainstorming for solutions. Prioritize tasks, focusing on immediate needs and breaking down larger problems into smaller, manageable tasks. Empower managers to delegate effectively, trusting team members with responsibilities to alleviate their workload and provide growth opportunities. Recognize and utilize each team member's unique strengths for more creative and efficient problem-solving. Encourage communication, invest in professional development, and create a positive work environment to motivate and engage employees, leading to improved performance and productivity.

Equipes necessitam de treinamento! Um time com bom treinamento vai longe! E fica mais fácil do lider ou gestor cobrar depois. Treine seu time! Faça mapeamento de áreas que seu time ainda não dá bons resultados. E invista em treinamento!

I think that the best approach to empowering team is defined by Turn the Ship around. If you search youtube for Leadership in a submarine, you will have a short gold nugget of it.

I think this step is redundant if the first 3 have been done properly, the empowerment is a byproduct. So maybe communicate this point as a positive result of the proposed overall method to help team leaders overcome issues.

Les gestionnaires doivent élaborer leurs propres solutions et encourager la contribution des membres de l'équipe. L'engagement et la responsabilisation sont renforcés lorsque nous mettons en œuvre nos propres idées et plans plutôt que ceux d'un supérieur. Dans des situations critiques, certains dirigeants ont tendance à prendre le contrôle et à imposer leurs décisions, ce qui peut être un couteau à double tranchant. Il est beaucoup plus efficace sur le long terme de soutenir l'équipe et de l'accompagner dans la formulation de solutions efficaces.

Growing up in the time that I did in the early 80s and 90s, Society was beating into our heads that men needed to be strong and not needing any type of help. Mental health awareness was nowhere like it seemed to be going today. I say that to say that for some people, seeking support is a sign of weakness, when an actuality, it is a sign of strength. In order to seek support, you have to realize that you have a problem and you cannot overcome it by yourself. That takes a level and degree of self-awareness, maturity, and intelligence that many people don’t think to combine for a positive outcome. If more managers took the time to assess their support structure landscape, they may find all of the tools necessary there to help them.

Eu como líder, gestou ou profissional não preciso saber tudo, mas preciso ter bons parceiros. Buscar ajuda em bons profissionais para miha equipe ou para mentoria da minha gestão ou liderança. E assim romper em lapidação e bons resultados e gestão do time.

Demander de l'aide relève de la culture d'entreprise. Il incombe à la direction de créer un environnement propice à cela. Des talents qui hésitent à demander de l'aide par peur d'être jugés sur leurs compétences peuvent causer beaucoup de tort. Plus rapidement les enjeux sont identifiés, plus vite les solutions peuvent être mises en place, rendant l'équipe plus efficace et optimisée.

-Listen actively to understand their specific concerns and the root causes of their struggles. -Provide resources and support, whether through training, additional manpower, or expert advice. -Encourage collaboration among managers to share insights and solutions. -Regularly review progress and adjust strategies as needed to overcome these challenges. -Foster a supportive environment that encourages open communication and resilience.

One thing not talked about is something a bit unorthodox professionally. I have found that when managers are comfortable with their uncomfortability in situations, Maximizes their ability to handle and navigate conflict. They also have to be comfortable with being vulnerable, which we as humans, typically shy away from that. We were taught to protect ourselves at all times, but being vulnerable does not mean being helpless or weak. It takes a strong person to recognize their vulnerability. It takes an even stronger person to give themselves permission to be vulnerable because the things that they learn while within that state, shapes them as a person, both professionally and personally.

The framing of the responses by AI seem intuitive but I don't believe they are helpful in the long-term. The generated responses don't emphasize that you should do your best to guide your team to identify solutions on their own. Asking questions that help them to discover a solution will benefit them in the long run, much more than being the person that solves their problem. This probably sounds a lot like "Tell me more about..." and "How do you think this can be solved".

This is why it's important to curate AI content; it tends to steer away from the title and offer very general and, albeit relevant, overlapping concepts related to the question. The article is not a "how to" or "what to do" but more "here are the related concepts for dealing with obstacles". Hence the nature of the article changes. The challenge is to refine the content in order to bring a piece that truly adds value to the reader.