Die persönlichen Probleme Ihrer Teammitglieder wirken sich auf ihre Arbeit aus. Wie können Sie die Situation effektiv angehen?

First, understand the scope of the problem from your organization’s point of view. Next you need to talk to the team member to gain their perspective on the matter and what the personal issues are that are affecting their work. It’s important to listen more than speaking when investigating this. Your team member needs empathy at this point not judgement. You need to rationally help them clarify the issues and make concrete plans to do better.

"Não julgue o livro pela capa" é a máxima que você deve utilizar ao avaliar a performance do seu colaborador. Nem tudo é o que parece e nem há apenas um único ponto de vista. Imagine 2 pessoas, por exemplo, em sentidos opostos olhando o número 6. Para uma será um 6, para outra será um 9. Percebe como você precisa dar a oportunidade de conhecer outra(s) perspectiva(s)? Converse com seu colaborador, seja empático e faça uso da escuta ativa. Depois de entender o todo, o contexto, aí sim você poderá pensar em alguma ação (inclusive alguma para ajudá-lo).

Lide com problemas pessoais da equipe de forma eficaz! Quando os problemas pessoais de um membro da equipe começam a afetar seu trabalho, é crucial abordar a situação com empatia e apoio. Converse em particular, ouça atentamente e ofereça recursos que possam ajudar. Colabore para encontrar soluções que mantenham a produtividade sem desconsiderar o bem-estar do colaborador. Um ambiente de trabalho solidário é fundamental para superar desafios pessoais e profissionais.

First and foremost, show some respect and care towards them. Your do not need to resolve their personal problem, but it's crucial to understand the context of what's the matter, and how that's affecting the team. Only by knowing this bigger picture, can we take a positive approach to the problem, even though our intent is to be empathetic.

First i will try and understand the issue. I will have personal meeting online or offline with the teammate and understand what he is going through?. This will help me understand the crux of the problem. If it is genuine difficulty at his part and it is timely and he needs out support as a organisation we should help him in whatever says we can. But after knowing the difficulty we find that its not worth paying attention for. It is better to give employee timeliness to get the things sorted. Inspite that it is mot done, give warning at the same time shift his work to other member of the team so that the work is not impacted.

Deixe claro para o membro da equipe que você está lá para oferecer apoio e encontrar uma solução conjunta. Comunique suas expectativas de maneira aberta e honesta, garantindo que ele saiba o que é necessário para manter o desempenho no trabalho.

A holistic and empathetic approach to employee support, recognizes the need for individualized solutions, the involvement of the employee in the process, and the potential necessity to seek external assistance when the situation requires specialized intervention. This approach can help maintain a supportive and productive work environment while respecting the individual needs of employees

Once you determine if the issue is related to the environment or something more internal, you can offer the right support. It could be as simple as schedule change (days, start times, hybrid, etc.). Or maybe it’s proving other resources for help like an Employee Assistance Program, mental health counselor or financial advisor.

Identifique formas de apoiar o membro da equipe, como oferecer flexibilidade no horário de trabalho, permitir trabalho remoto, ou fornecer recursos como aconselhamento profissional. Mostre que você se preocupa com o bem-estar dele e está disposto a ajudar.

This has to be the #1 priority when dealing with fragile situations such as this. Information is wealth and sometimes disclosing such information can give you access to places, but it comes at the cost of breaking the trust with your mentee or colleague forever. My mentor once told me that you get 1 point for a good step, and get -100 for a wrong step. :)

Respeite a privacidade do membro da equipe e mantenha as informações pessoais confidenciais. Apenas compartilhe detalhes com outras partes se absolutamente necessário e com o consentimento do colaborador.

Nobody likes to wash dirty linen in public. When an employee, who has personal problems confides in you, it's important to maintain secrecy and respect the privacy. Take care not to divulge it to anyone else. Breach of confidentiality can worsen the situation and damage your relationships. As a mentor be responsible and trustworthy.

I've found that when there's mutual respect between a leader and their employees you can ask them nearly anything. If you want to know how they feel about something, ask them how they feel. Sometimes you just have to say the words.

Acompanhe o desempenho do membro da equipe de perto e ofereça feedback regular. Monitore como as medidas de suporte estão impactando seu trabalho e faça ajustes conforme necessário.

Esteja preparado para ajustar suas estratégias de suporte conforme a situação do membro da equipe evolui. Seja flexível e aberto a mudanças para garantir que ele possa superar os desafios pessoais e continuar a contribuir efetivamente para a equipe.

It’s always difficult to know what to say and when to say something when you notice someone is struggling, whether it is with personal or professional issues. So when you choose to address the issue with your colleague, do so with empathy and understanding, put on your listening ears, actively listen to what is being said and what is not being said, and together discuss any support that is needed and agree on a way forward.

Listen. Very important to listen in order to better understand how to be of help. Do they need time off, can you reallocate their work, can others step in to assist. Make sure they know you are there and the organisation will manage whilst they navigate whatever they are going through. Remember that their job will also be a worry in those challenging time and you have to try to reassure that it should not be. Making your people feel valued and appreciated matters the most during challenging times.

Team member's personal issues can be an obstacle at work the best one can do is to listen. In case the person is keen to resolve may be coach but primarily active listening can do wonders. At times we do not know if the problem or issue really persists or it is us who has created it. In my experience as the person talks it out loud they kind of release their pent up emotions which is in itself a release of stress. As we coach the team member around the space there is a likelihood of them raising their awareness which can help them to be less suffering and being more present in the moment. The leader can be compassionate enough to take account of this genuine situation and extend all possible help that is okay with their due permission.

Employees prefer suffering alone in silence rather than sharing personal problems with anyone. They use their time and energy to hide the problem instead of finding solutions. As a mentor you need to build trust and rapport with your team members, so that they feel confident to share with you. Once you grasp the situation, use your expertise, experience and resources to help the individual.

Talk to them and listen. Give them the space to open up. Once you've built a safe space of trust, then wait. Watch and wait for them to present their problems and help them to overcome them.