A team leader is struggling with setting performance goals. How can you guide them towards success?

I would suggest going a step further and not just understanding the needs of the team as a whole, but also the individual needs of each team member. What motivates them? What are their strengths and weaknesses? By understanding these individual nuances, you can help the team leader craft goals that are not only relevant to the organisation but also personally meaningful and inspiring for each employee. This can be achieved through one-on-one conversations, questionnaires, or even personality assessments.

Para ajudar um líder de equipe a definir metas de desempenho, comece orientando-o a estabelecer objetivos claros e específicos, alinhados com a visão e as metas da empresa. Utilize o método SMART (específicos, mensuráveis, alcançáveis, relevantes e com prazo definido) para criar metas tangíveis. Incentive o líder a comunicar essas metas de forma eficaz à equipe, garantindo que todos compreendam suas responsabilidades e expectativas. Além disso, oriente o líder a monitorar o progresso regularmente, oferecer feedback construtivo e fazer ajustes conforme necessário para manter a equipe no caminho certo.

A primeira ação que eu tomaria seria de realizar uma reunião individual e em grupo com os envolvidos da equipe. Durante este processo eu criaria um controle destas conversas para servirem de base para o avanço da equipe.

I'd add that ensuring the goals are truly achievable is key to maintaining morale and preventing discouragement. This means not only setting realistic targets but also providing the team with the necessary resources, support, and training to reach them. It's about empowering the team for success, not setting them up for failure.

Em parceira com o gestor eu apoiaria em um levantamento das necessidades individuais e do time, e acompanharia a criação das metas para verificar se seriam atingíveis, e se os componentes do time possuem a expertise necessária. Além disso, eu colocaria a disposição do gestor um controle para o acompanhamento da evolução destas metas.

Connecting individual goals to the company's broader vision is a powerful motivator. I'd recommend creating a visual representation of this alignment, such as a "goal tree" that clearly shows how each individual's objectives contribute to the overall mission of the organisation. This can help team members see the impact of their work and foster a sense of purpose and belonging.

My favorite recommendation on creating a sense of purpose is timeless - speak to the minds and hearts of your people when discussing the performance goals with your team. Whether it is a routine process or newly set organizational transformation goals, it comes to the authenticity and transparency of the leaders. First, know what motivates your team members to add a discretionary effort to their work output. Make an effort to speak to each individual. Listen, acknowledge, empathize with them. Second, use simple and actionable words to connect and describe individual goals and organizational aspirations. Explain what realistically happens when the team succeeds or exceeds performance goals. Create a unique umbrella purpose for your team.

As metas das áreas sempre deverão estar alinhadas as metas do negócio. Para um alinhamento efetivo, a opção da utilização da metodologia OKR será uma opção plausível, pois nela existe o cascate de objetivos de forma harmonizada na empresa.

Team leaders grow through taking ownership with support from their leader. Ownership requires the team leader to create the goal-setting process through coaching and insight from their leader. As a leader coaching other leaders, there are several open-ended questions I ask of the team leader in terms of goals - alignment with company's mission & vision, assessment and evaluation of goals, motivating & unifying the team, etc. These questions are utilized to coach the team leader through the process where they own the creation and implementation of this initiative. Not only does this provide a sense of confidence but it supports the team leader in the acquisition of their own leadership skills.

From my experience with performance management and setting yearly objectives, the key to helping a team leader succeed is to start with clear, meaningful goals that resonate with the team’s strengths and the company’s mission. Encourage the leader to have open, honest conversations with their team to ensure everyone is on the same page and understands their role in achieving these goals. Regular check-ins and feedback sessions can keep the momentum going and address any challenges early. Additionally, keeping a "live" document, updated on a monthly basis will help track measurements, achievements, and challenges in real time.

As a team leader when you find out that your wards or subordinates are finding it difficult to progress First I will fish for the problem and thier flaws, mentor them on how I managed to get to level I am now, Infact every level in an organization have a challenge to come by, I identification of issues and flaws are good and a right stone to tackle progress, we should all learn from our mistakes and never go back to them. Leaders shouldn't always refer subordinates to thier flaws but rather be encouraged to earn a great mark to progressive decision making. Hand in hand support in tactics, body posture and lastly be confined in thier managers to solve all manner of issues when they areised. When they always know the availability of support.