How do you monitor and manage your team's performance? (2024)

Setting goals is meaning setting the mindset. Team then have alligned direction, focus, roadmap, prioritity. Therefore it become the basis of work

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I think it is very important to set goals for the team, but we as managers should never forget that every colleague is different, and they have different set of skills. So, while 1 person could reach, for example, the cog target, but missing the quality target because they focus on productivity, someone else may be less productive in terms of cog, but have a stunning quality score

In my experience as a leader of high-performing teams, setting the right goals has been crucial for success.I've leveraged the power of SMART goal planning with several teams, and been able to enhance focus, productivity, and performance, ultimately driving success for the team and the organization as a whole.But before implementing SMART goals consider the specific dynamics within a team, such as communication styles, collaboration norms, and individual preferences. Tailor the goal-setting process to accommodate the team's unique characteristics and foster a culture of accountability, trust, and cooperation.

Providing the big picture/direction is really important and then partnering with the individual to create goals that links their specific role to the team/company. Involving the individual is critical in terms of ownership - we should own our own goals - so be sure you have the conversation with them & they are bought in/committed to them and understand them. Also be aware goals can shift over time so it is important to regularly review within people as priorities can shift.

I try to categorize the whole process into 3 simple steps.1 Setting Clear Performance Goals - This entail setting clear targets and measuring criteria (KPIs) at the begging and making sure we areb all aligned basically defining what success would look like for each team member.2. Continous Monitoring & Feedback - This entails frequent and regular check ins idealy weekly to review previous week performance and set coming week expectations while acknowledignd strenths as well as offering support on weak areas by adressing how to turn around performance gaps in summary dont wait for appraisal cycles to give feedback!3. Motivation - Last but not least this entails recognising the small and big wins from the team and setting plans for gaps.

While monitoring the kpis, we should take into consideration factors that may affect them ( technical issues/bugs affecting the amount of calls we receive, or a low psat/csat from partners that are upset because of an irresolvable issue)..asking for the team input is also very important to be realistic with kpis analyses

Agree upfront with your team members; how it will be measured, the frequency of measurement & exactly how it will be communicated.

While giving feedbacks, it is also very important to keep in mind what is going on in people’s life: they may not be able to perform as normal due to personal issue , illness, issue at work, demotivation

Its important to share how often you will meet and share regular feedback. Think about the feedback you are sharing - is it specific, clear and actionable. Its important to share the positive as well as areas for development and to agree plans around what they might stop, start or continue doing. Remember we are all different and we absorb feedback differently - some need more time to reflect & then come back while others are more immediate. Build this into your feedback cadence.

In my experience, empowering and supporting teammates comes down to trust that is built upon three main principles.The factors that build trust are:I. Leadership tone ("tone at the top")II. Alignment of incentivesIII. Objectivity and equal treatment, balanced with relatability and graceI. People can spot hypocrites a mile away. No one feels empowered or supported by leaders who do not live out the values they expect from their teams. Walk the walk.II. Great organizations are typically great because incentives are aligned. What's best for the firm is what is also best for the team, i.e., training new skills and development.III. There is no room for playing favorites. Feedback and recognition should be objective and consistent.

Totally agree..don’t be scare of losing your people because they may get promoted: part of the manager job is to help your team grow

Totally Agree. Also it is a good way to keep the team engaged, and to make them feel heard….and what is more important , is to act on the feedback, and if nothing can be done to improve/change, it needs to be communicated to the team

Par expérience, je rajouterais qu’il faut savoir appliquer un peu des 5 exemples. Chaque collaborateur n’a pas la même sensibilité… l’idéal reste de connaître ses équipes et de les impliquer au maximum dans nos attentes. La performance est multiple et dépend de beaucoup plus de chose que la motivation, elle implique l’environnement de travail, les outils, l’ambiance, ect … donnons toutes les chances à nos équipes avant d’imposer des résultats.

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