Your software testing team is lacking trust and cohesion. How can you bring them together effectively?

- Apprenez à connaître vos collègues: prenez le temps de discuter avec chaque membre de l'équipe, individuellement, pour comprendre ses forces, ses faiblesses, ses motivations et ses objectifs. - Favorisez les interactions: créez des occasions pour que les membres de l'équipe socialisent entre eux et se connectent en dehors du contexte du travail. Encouragez les activités d'équipe et les événements de team building. - Soyez accessible: maintenez une politique de porte ouverte et encouragez la communication ouverte et honnête.

One way I have found to be healthy and helpful is to appreciate individual efforts in my company, recently my manager was praising one staff for her loyalty to the company and achievements, I had to caution her that others are watching, so she must give honour to other staff for their deeds as well. I also give bonuses to my team regardless of how much each has contributed.

Some people may feel personally connected to their team members, but they still may believe others don't see their perspective on a particular issue in the professional setting. It's important when building rapport to not just focus on personal connection. Authentic vulnerability at work should also be focused on creating space for people to be honest about concerns regarding professional decisions. If the accountant sincerely likes the manager, but she doesn't feel like he understands her professional challenges, that's an issue to dig into. Ensure all involved are able to speak into decisions, including how and when initiatives are launched.

One thing I have noticed at a great decline is the lack of team building. I noticed it took a severe dip during the pandemic. Leaders were often shocked when I would mention team building exercises. In order to improve co-worker, or employee, all out communication engagement. They had no idea what I was talking about, or had never considered it. I feel that team building should be the new standard as in to fix. Issues on the team or even mediate.

The team can build a rapport around success; to celebrate it. No one wants to be forced to do anything so at this point this wouldn’t be the most effective tool to use as a team leader; they may very much feel as though they’re being forced to go out together, the negative sentiments will remain or worse yet, become exasperated. Once the team can rally around a success, then a team building outing will feel more natural and thus more effective.

Setting clear goals with the team and open discussion about barriers, leads to openness across team members and improving trust and communication. When the team can focus on agreed goals, next steps, and assigning owners for each action item, the team can work to move forward together.

I am never one to overwork staff, it's always better to know the strength and grey areas of your team members. Goals should be given according to each ones strength do that the company doesn't fall. It's also good to inspect each staff has they work. People will always do what you inspect and not what you expect them to do.

If i notice a team not working together that’s when I delegate more. By delegating and giving clear direction I am essentially forcing productivity. Through that I share the productivity therefore building the overall confidence of the team in one another.

Simply put, if you want to achieve your goals, then you must have a plan on ground, a clear plan. Ones the plans are clear and understandable by all, it means the goals are achievable.

I always believe everyone is human and love to be treated as one. Giving people opportunities to express themselves makes them feel important.

Open communication is the lifeline of a team, but if I notice a team not being able to accomplish this on their own that’s when I spearhead the communication. I will hold a team meeting and ask direct questions as it pertains to their thought process, achievements, etc that spur the type of communication I seek in the team. This way, by me asking the questions it’s more like they’re talking to me in front of everyone. What I’m seeking to do is build confidence amongst the team by asking and allowing the team member to speak (to me) freely in the open.

I was just telling my publisher today that people value praise and attention before respect. Giving praise to each worker for a job well done will always yield more effort from them.

You’ll want to share success in the open. Praise publicly and reprimand in private. The trick is to not make it seem like you’re showing favoritism or just throwing out disingenuous praise. The success shared should be relevant to the goals at hand. My go to is a genuine thank you. “Team member 1, thank you for getting A, B and C done. That allows us to move onto goal D; team member 2, using the data team member 1 provided when do you think goal D can be accomplished” or “ Team member 2, how does what team member 1 accomplished help you to achieve goal D for the team?” I’m trying to tie it all together.

There’s two ways to handle conflicts. Eradicate the problem child or talk it out. It sounds harsh but in the spirit of success those are your only two options and you have to be comfortable with either one. There may be a team member that is simply detrimental to the team…there is no talking, there is no redirection; they must go. Only of it’s an issue of miscommunication or work styles are clashing is when talking it out is an option.

Investing in training and development isn't just about acquiring new skills—it's about fostering confidence, unity, and shared success within our software testing teams. By equipping team members with the latest tools and knowledge, we enhance their capabilities and align everyone towards common goals. This not only boosts performance but also cultivates a culture of collaboration and innovation.