What disruptive actions have you done in your team to make them more productive? Basically, to raise the bar in their performance?

2.3k views1 Upvote11 Comments

CIO in Construction, 1,001 - 5,000 employees
Made regular update in their skills ( join some training or certification ) every 6 months. And this KPI will be linked to their next level recomendation and appraisal.
If KPI acheived is less then 90% then no further appraisal for the year.
Board of directors, former CIO in Software, Self-employed
This is an interesting question and not sure if the things I did can be called disruptive.

It really comes down to having focus. To get there you need to know what is preventing your focus to be in the right places for most of your time.

I would categorize the actions in these buckets:

1.Spring cleaning- if your team is bogged down with lots of tech debt, you can help bring back focus by dedicating a quarter or what ever you are comfortable with to eliminate tech debt. You decommission or you remove. I measure tech debt and carry a KPi.

Part 2 in next comment.
Board of directors, former CIO in Software, Self-employed
Part 2- remove disruptions. This is in the form of creating continuous focus periods by turning off notifications from all your tools (have someone on call of course to not ignore production operations), close your email, and work in a place no walk ups can happen.

Part 3 in next comment.
Board of directors, former CIO in Software, Self-employed
Part 3- build and execute a strategy that is measurable. If your team doesn’t know what that North Star or do not know what paths to get there are, you are spreading yourself on either too many efforts or not working on the most important ones. Here too having very clear milestones or moments defined and how they are measured is key to celebrating success with the team and the entire company. Operational excellence is always a key measure in my books and one that allows you to give more time to strategic effort’s. I always have the teams KPI’s and milestones published- visibility and transparency is a must.

Part 4 is next.
Director ERP Management in Travel and Hospitality, 1,001 - 5,000 employees
I really want to bring a different perspective here. When teams work on similar tasks everyday, they tend to lose focus and involvement. Sometimes adding smaller incentives for team members based on performance really motivates the members to speed up the tasks. E.g. bringing them lunch or donuts etc., a small prize for the top performer etc. You can also use this time to discuss any lingering issues and connect with your team!
Board of directors, former CIO in Software, Self-employed
Part 5 - for me this is a given but calling it out- best of breed collaboration, coordination and communication tools.
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CIO in Manufacturing, 1,001 - 5,000 employees

I missed the Part 4 post Sylvia, excellent insights .

C-PIO in Software, 10,001+ employees
I would not call the actions take as disruptive. But the team has been pushed hard and in different directions pushing the boundaries of some comfort zones
Director of IT in Software, 201 - 500 employees
Set clear expectations about project outcomes, activities and day to day to day tasks. 
Define education roadmap i.e. skills development plan and career progression plan. 
Board Member in Healthcare and Biotech, 1,001 - 5,000 employees
I wanted to say "brought them back to office" but that would be partially correct. Some of the steps we have taken in the recent past to get the performance up.

1. Permanent hybrid working; team lead decides the need and frequency for coming to workplace
2. Institutionalized daily and weekly reporting standards across teams
3. Performance linked incentives - cash, kind, ESOPs, time off etc.
4. Recognition to high performers in monthly townhall meetings
5. Open access to management for any query, issue, opportunity, whatever

I would guess that overall the culture of the organization has been redefined. There is a change in performance for the better. Attrition is also now under control !
CIO in Education, 501 - 1,000 employees
In my experience, managers often focus on the wrong things when trying to raise the performance level of their teams. I have found the best place to start is to focus on team strengths. Human nature is such to focus on the weaknesses of a team instead of the teams’ strengths. To help a team up their game, emphasizing the overall team strengths can install confidence for the team to take risks. Without risk taking, it is difficult for a team to get to the next level of performance.

Risk taking encourages team members to stretch and take on more responsibility over and above what the team already does. The key is to get a team comfortable to get out of their comfort zone, which can then encourage team members to take on challenges and expand their core competencies.

But perhaps the most important way to raise the level of the performance of a team is to create an atmosphere where it’s ok to fail. Even talented teams can fail. Teams need psychological safety to have a growth mindset to support increasing their performance level. If an environment of psychological safety exists, the team will feel safe for reasonable interpersonal risk-taking. The bottom line is the only way to raise the performance level of a team is to stretch the team by encouraging measured risk taking. No risk, no gain!

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CTO in Software, 201 - 500 employees
Without a doubt - Technical Debt! It's a ball and chain that creates an ever increasing drag on any organization, stifles innovation, and prevents transformation.
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Community User in Software, 11 - 50 employees

organized a virtual escape room via https://www.puzzlebreak.us/ - even though his team lost it was a fun subtitue for just a "virtual happy hour"
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