Flavio Lima

Although it may seem like a contradiction, a SMOOTH recovery is the best strategy after SUDDEN consequences caused by unexpected downtime issues. The strategy I always have used starts with communicating with people. Clearly explain what happened, the impacts of the incident, the root causes, and the actions that have been planned and should be taken to avoid or mitigate the consequences of similar incidents in the future. This immediate and clear communication will get everyone engaged and move the normal process curve in the right direction to reduce the likelihood of future downtime. People are the key. Always.

If your team lacks motivation to innovate, it may be not the innovation process itself the issue. My suggestion would be to start by understanding what motivates them in general by creating an inventory of enabling factors. To set clear objectives, to make resources available to perform the task, or perhaps to provide a more receptive work environment could be the enabling factors for the team. With this inventory on hand of what motivates them, the next step would be to work on increasing the items that are lacking or are poor. After raising them, you could return to the drive for innovation within a new level of the enablers, and the probability of success in driving innovation will increase.

Vamos começar dando o nome correto aos bois. Se o fornecedor não entregou, já não é risco, é problema. Se for falar de risco tem que se antecipar. Discutir se existe o risco do fornecedor não entregar, avaliar o risco da falta de entrega, decidir se o risco é aceitável, pode ser mitigado ou mesmo eliminado. Se possível de mitigação ou eliminação, então discutir o plano de ação e executá-lo. Se a decisão for de conviver com o risco, então monitorá-lo.

Long before the pandemic, I'd leading remote teams across the country and abroad. Started it with phones, then cell phones, video conference rooms, and finally tools like Zoom, Teams, and Meet. Regardless of the tools used, the key to succed lies in a communication routine and right away have the discipline to follow it. Defining participants, themes, schedules, and an expected outcome of each meeting. However, even with all this, one factor was, is, and I believe will always be, essential to the success of this endeavor: the first contact. It is necessary to establish a first contact with your team members and this must be face-to-face. This rapport is the condition sine qua non to establish successful communication with remote teams.

Innovation is a risky endeavor, and the pursuit of funding is not a sprint; it's a marathon. In my experience, the first step is to have a clear understanding of the risks associated with your project and communicate it properly and clearly. Focusing only on the positive outcomes may secure initial financing, but if the results fall short, it will be difficult to regain trust. Transparency and thorough risk assessment are essential. This approach fosters long-term relationships where funders believe in your vision and understand where their resources are being allocated.

Always establishing common ground. A team's priorities can never conflict. If this conflict arises, I have, from my experience, two possible explanations. The first is that you don't have a team and the second is that you have set the wrong priorities. Assuming you have a team, then first of all you have to align the communication on a common ground. And ensure everyone knows what the priorities are. You as a leader have to ensure that each team member has the same understanding. This will solve 90% of the problems and align everyone. Giving space for reflection and finer adjustments that will go on the path of the contribution to the team and its short, medium, and long-term goals.