Your team member is struggling with a project. How can you give feedback that helps them succeed?

One thing I have found: Start by acknowledging their efforts and the progress they've made. Actually, I disagree with solely pointing out mistakes; focus on constructive criticism and offer solutions or resources to address their challenges. As an example, I have seen providing specific examples of what they're doing well and areas for improvement, along with actionable steps to enhance their skills, prove effective in boosting their confidence and performance.

The first thing to do is understanding the situation. Situation may includes the problem itself, stakeholders and their perspectives, their expectations, and environments.

Here's how you can provide constructive feedback to help your struggling team member succeed: 1. Preparation: a. Gather Information b. Choose the Right Setting 2. Delivering Feedback a. Start with Empathy b. Focus on Specifics c. Offer Solutions, Not Just Criticism d. Focus on Learning 3. Moving Forward a. Set Clear Expectations b. Offer Ongoing Support c. Follow Up 4. Additional Tips: a. Be Positive and Encouraging b. Maintain Confidentiality c. Be Open to Feedback d. Recognize Effort By following these steps, you can provide constructive feedback that helps your team member overcome project hurdles and ultimately succeed. Remember, the goal is to work together and ensure everyone on the team thrives.

I'm assuming that the problem is about data architecture, because that is the topic for this article. In data architecture projects, team members can have problems in 3 areas: data modelling, solutoin architecture and industry knowledge. Data modelling problems are when someone doesn't know how to do ERD or dimensional, because of lack of understanding and knowledge. So the solution is to learn about data modelling technique, coach them. Solution architecture can be about cloud architecture, security architecture or data architecture. Here we need to encourage them to read up about those things. And finally they need to understand the industry, because in order to do data architecture we need good industry knowledge.

Very important to determine the problem as most of the time the apparent symptoms of the so called problem being faced are usually different from real problem. Cannot over emphasize the importance of this. Finally please carry an element of authentic help and genuine empathy for the true problem to be uncovered

There's no one-size-fits-all answer for feedback timing. For critical errors threatening the project, address it right away. Otherwise, aim for regular check-ins throughout the project. Be attentive to your team member's style - some prefer ongoing guidance, while others value independence. Look for openings when they seem stuck or ask for help, and always provide feedback well before deadlines to allow room for adjustments.

Let them have a good environment for freedom relaxation and wellbeing to interact with their short meetings with them to get know about their personal problems and officially help them give them chance to proved themselves .

Anteriormente mencionei sobre a questão do feedback, algumas oportunidades de orientação in loco são válidas, às vezes o momento pede isso, mas retirar o funcionário daquele ambiente de pressão, sentar numa sala confortável, com calma, dependendo da informação, é crucial para o entendimento e assimilação da informação.

You need as a data architect to stay up to date and Staying up to date as a data architect requires a multifaceted approach, combining continuous learning, professional networking, and practical experience. As the field of data architecture is continuously evolving with new technologies, methodologies, and best practices, it's crucial to remain informed and adaptable.

Fun fact: most people are bad at diagnosing the cause of their own pain points. Think like a product manager, or an especially inquisitive toddler, and recursively ask "got it, and why is *that* a problem?" five or six times when someone explains their issues to you. People often have pain points around the job processes that have been assigned to them to mitigate another issue elsewhere in the organization, and solving the original problem upstream is often simpler/cheaper/faster.

Feedback isn't just about pointing out what needs improvement; it's a two-way street. Asking for your team member's perspective is pivotal. Why? It fosters empathy, uncovers root causes, promotes collaboration, and empowers the individual. This approach turns feedback into a constructive dialogue, encouraging open communication and mutual understanding. By valuing their viewpoint, we not only address current challenges but also pave the way for continuous growth and stronger team dynamics. Remember, great leaders listen.

Collaboration on solutions involves working together to identify, develop, and implement effective strategies to address challenges or achieve goals. Continuously monitor the effectiveness of the solution and its impact on the problem. Be prepared to make adjustments or refinements as necessary based on feedback and changing circumstances

Reinforce the confidence in team member's abilities and express appreciation for their contributions is a good way to create real trust. For example, "I have full confidence in your abilities to overcome this challenge, and I appreciate your dedication to the project."

In a situation when I see a team member is struggling, I always engage in conversation. Focus on listening to their pain points. Work with them, collaborations is the key here. Get others involved if that helps to get to the solution. Feedback loop is very important. Share ideas, balance work amongst the team and making sure there's an open communication channel. Help them remove barriers to get to the desired outcome by working with them.

To keep it simple , Team members get motivated when the leader also sits down along with them and brainstorm & contributes to the solutions. Appreciate their strong skills , give feedback on the weak skills and help them by providing necessary training, motivational story telling to help them to perform better.

Follow up and follow through is a key component of the type of teamwork it takes to run a reliable, highly available, durable, petabyte scale data operation. If your team mate is stuck be available and proactive about the blockers you should know about. You are not a mind reader but you are a data abstractor in most cases so use the data from your team environment to understand the feedback about where data and its engineers are stuck. If the person needs to get up to speed on I/O get them up to speed. Then help everyone understand the key considerations and costs of processing data upstream vs downstream in the pipeline and have regular pipeline talks as part of your data hygene check-ins. Use data driven approaches with fundamental grok.

É a cereja do bolo em alguns processos, além de estar pronto para qualquer questionamento, você engaja seu funcionário, incentivando pelo exemplo, se o chefe dele está ali, preocupado em ajudar, em fazer acontecer, motiva o funcionário a se desenvolver melhor, e por que não realizar um Warm Up todo início de semana? Sempre passa alguma coisa, na dinâmica do processo, você acaba esquecendo algo, começar a semana falando de uma forma tranquila, levantando os pontos, ajuda muito no progresso.

Revisit, review n revise these underlying with change catalysts , corrective actions & conformance controls on the following: - dependencies - deliverables - discrepancies - derailments/delays/deferments that may cause a random effect on its earmarked entire end-to-end project life cycles ‘s milestones, grindstones, millstones, cornerstones n tombstones.

To deliver effective feedback, target the action, not the person. Be specific and suggest improvements. Keep it positive and focus on development. Try the "feedback sandwich" of praise, critique, and praise again. Listen to their perspective and work together on solutions. Finally, choose a private and comfortable setting for sensitive discussions.

Sempre esteja presente e seja dinâmico, um processo engessado, é um processo lento, progrida de forma exponencial dentro daquele ponto, fale, mas também escute, nenhuma consideração é considerada inútil, a experiência pode te ajudar bastante, mas a inovação, pode alavancar consideravelmente.

In this scenario, simply providing the feedback will not suffice for the team member to thrive. It’s crucial to follow these steps. : 1) Engage in an open conversation with the team member to address the issue. This requires a foundation of trust between you and the team. 2) analyse the process thoroughly. Sometimes, even the team collectively struggles to grasp the root cause. Employ the “5 whys” technique to uncover the true underlying issue. 3) Once the core problem is identified, collaborate with the team to devise and implement solutions that foster confidence and progress. When the project is back on course, you can offer constructive feedback, illustrating alternative approaches the team member could have taken to succeed initially

When providing feedback to a struggling team member on a project, it's important to be constructive and supportive. Start by acknowledging their efforts and strengths before addressing areas for improvement. Offer specific examples of what they're doing well and where they can enhance their performance. Provide actionable suggestions for improvement, such as breaking down tasks into smaller steps or offering additional resources or training if needed. Encourage open communication and let them know you're there to support them through any challenges they encounter. Finally, offer reassurance and express confidence in their ability to succeed with the right guidance and effort.