Voici comment vous pouvez constituer une équipe performante dans le cadre d’une petite entreprise.

Construir uma equipe de sucesso em uma pequena empresa é um desafio inspirador e, ao mesmo tempo, uma oportunidade única de criar um ambiente colaborativo, ágil e com propósito. A proximidade entre os membros permite desenvolver talentos de forma mais personalizada e fortalecer uma cultura organizacional sólida, onde cada conquista é celebrada e cada desafio, superado em conjunto. Acredito que, com liderança humanizada e foco em resultados, é possível transformar pequenas equipes em grandes potências!

In small teams, resources are often limited, making it difficult to dedicate full attention to onboarding new hires. That's why it's important for the new team member to be self-motivated, able to learn independently, think quickly, adapt quickly, and proactively seek help or guidance when needed.

I believe the only way to change people is to change people. So when things get tough in organizations, we tend to blame the worker bees. But I always blame management because management is responsible for the hiring, development, and firing. Either we hired bad employees or we hired decent people and made them bad employees. My advice, is to create an algorithm that includes human evaluating, and hire well.

Hiring in a small business isn’t just about resumes—it’s about resonance. You’re not looking for someone to fill a seat; you’re building a foundation for long-term growth. Prioritize people who bring capability and character—those who thrive in dynamic environments, take the initiative without waiting to be asked and genuinely align with your mission. In a lean team, every hire matters. Evaluate how candidates think, collaborate, and adapt—because the right hire won’t just do the job; they’ll elevate the entire team. Great culture isn’t built—it’s hired, nurtured, and led.

Busque por pessoas ágeis, que não tenham dificuldade em aprender e sejam motivados para interagir e se adaptar. Seja certeiro, pois normalmente empresas pequenas não tem muita verba, ainda menos para errar e ter que demitir ou perder bons profissionais.

“Encourage Growth” sounds like something you’d put on a company mug. But in small businesses? It’s survival. You can’t scale with burnt-out minds doing repetitive work. You scale with people who feel seen, challenged, and invested in. It’s not always about expensive programs or certifications. Sometimes it’s just asking, “What do you want to learn?” and making room for it. Growth fuels ownership. And ownership builds momentum. When people feel like they’re building themselves while building the business, they go all in. That’s how loyalty is built. Not through perks. Through belief.

Encouraging growth means creating an environment where learning, experimentation, and improvement are celebrated. Whether in yourself, your team, or your business, fostering growth requires support, patience, and honest feedback. Encourage curiosity, embrace challenges, and view mistakes as opportunities to learn rather than failures. By promoting continuous development, you build resilience and innovation. Growth isn’t just about hitting targets—it’s about evolving mindsets, skills, and perspectives that prepare you for bigger successes ahead. Empower others to step out of their comfort zones and reach their full potential.

Fortalecer o time interno é um dos caminhos mais inteligentes para o crescimento sustentável de uma empresa. Esse fortalecimento começa com o alinhamento de perfil: mais do que buscar alguém com ampla experiência, vale muito mais encontrar pessoas com iniciativa, vontade de aprender e valores compatíveis com a cultura da empresa. Uma contratação estratégica pode ser aquela em que o profissional ainda está em desenvolvimento, mas demonstra proatividade e abertura ao aprendizado. Capacite esse talento, ofereça ferramentas e acompanhamento, e transforme essa pessoa em um membro essencial da equipe. O crescimento individual, quando bem estimulado, impulsiona o crescimento coletivo.

In my experience, encouraging growth is essential for small businesses because it fuels adaptability, innovation, and long-term success. Here’s why it’s a must: 1. Its keeps you team skilled and relevant 2. Boosts employee engagement and retention 3. Drives innovation and problem solving 4. Supports the scalability of the business 5. Builds team versatility. Some of the easiest ways to accomplish this are: 1. Hosting lunch and learns 2. Mentorship and coaching programs 3. Having regular 1:1 check-ins and discussing professional growth goals. 4. Webinars or specific skills training courses 5. Team led book club

Investir em desenvolvimento não precisa ser caro. Às vezes, um bate-papo interno entre áreas já vira aprendizado. O importante é criar o hábito de aprender o tempo todo, quem trabalha em PME sabe que o cenário muda rápido demais pra parar de evoluir.

In my experience leading cross-functional teams across regions, I’ve learned that unity is the foundation of a successful team, especially in fast-paced environments like telecom and IT. I’ve fostered collaboration by promoting open communication, creating a culture of trust, and ensuring every voice is heard, whether through regular team meetings, joint feedback sessions, or collaborative workshops. By sharing a clear vision, aligning goals, and encouraging teamwork over competition, I’ve built teams that are not just productive but also resilient and adaptable. This unity has helped us overcome challenges, deliver consistent results, and drive continuous improvement together.

Em equipe pequena, a falta de união aparece rápido. O que ajudou muito por aqui foi criar rituais simples: check-ins semanais, aniversários comemorados, até almoço em grupo de vez em quando. Relação boa fora das tarefas melhora muito o trabalho conjunto.

People aren't numbers on a spreadsheet - they're emotions, motivations, and fears walking into your office every day. The moment leadership forgets this, unity dies. I've watched teams fall apart not because of missed deadlines or budget cuts, but because people stopped trusting that leadership cared about them as humans. Trust and transparency aren't buzzwords - they're survival tactics. When people know what's really happening with the business and feel like their voice matters, they'll fight for each other and the company. Skip the team-building retreats and just be honest about where you're headed and why you need them on the journey.

Unity doesn’t come from team lunches—it comes from shared goals, trust, and respect. Encourage collaboration over competition. Celebrate wins together and handle setbacks as a unit. A united team is more resilient and creative, which is crucial when you're building something from the ground up.

Um time forte se forma no dia a dia, não no evento de fim de ano. Cultura não é palestra nem frase na parede. É como a gente age quando ninguém tá olhando. Construa a sua com base em escuta, coerência e ação. Celebre conquistas, de feedback direto, não negocie valores e princípios.

Based on my experience, the key is: Harmonizing all five business pillars (vision, roles, processes, communication, culture) while implementing a "bloodstream" support system that: • Nourishes every team member continuously • Circulates resources/feedback organically • Creates irreversible loyalty through sustained care This synchronized approach transforms support tools from optional perks to the life force of small business – ensuring cohesion even with limited resources.

Dar suporte, pra mim, é garantir três coisas básicas: clareza (sobre o que se espera), recurso (pra que o time possa entregar), e reconhecimento (pra que sintam que vale a pena). Já vi o moral de uma equipe mudar drasticamente só por começar a reconhecer esforço com mais frequência — às vezes um elogio em público vale mais do que um bônus escondido. PME vive de gente engajada, e engajamento nasce quando a pessoa sente que está sendo cuidada.

Support your team emotionally, professionally, and logistically. Check in regularly, listen to their challenges, and provide the tools they need. Be empathetic during tough times and celebrate personal milestones. When employees feel supported, they reciprocate with loyalty and extra effort.

Based on "The Manager's Path," I have learned the three most critical ways leaders can offer real support: 1. One-on-ones that actually matter - Not status meetings, but time to understand what people need to grow and remove obstacles they're facing. 2. Give specific, actionable feedback - Both praise in public and criticism in private, but always with concrete examples they can act on. 3. Connect their work to the bigger picture - Help them see how their daily grind contributes to company success, turning mundane tasks into sources of pride.

Apoiar a equipe é essencial para o sucesso de qualquer negócio, especialmente em pequenas empresas. Quando fornecemos as ferramentas certas, reconhecemos os esforços e somos empáticos com as necessidades pessoais dos colaboradores, criamos um ambiente de confiança e motivação. Isso não só melhora o desempenho, como também fortalece o vínculo e a lealdade da equipe. Cuidar das pessoas é, sem dúvida, um dos melhores investimentos que um líder pode fazer.

During a project rollout, our team missed a critical deadline because two departments misunderstood each other’s responsibilities. I realized we lacked a central space for updates and clarity. I introduced a weekly sync and a shared task board to track progress and ownership. Communication instantly improved—confusion dropped, accountability rose, and we hit our next milestones smoothly. That experience taught me that even skilled teams falter without clear, consistent communication. By simply making space for open dialogue and visibility, we transformed how we worked together. It reinforced for me that good communication isn’t optional—it’s a foundation.

1. Seja Direto e Evite Jargões Vá direto ao ponto A clareza garante que a mensagem seja recebida e compreendida exatamente como você a intencionou. 2. Crie Canais de Comunicação Abertos Isso significa criar "linhas abertas de comunicação" onde ideias, preocupações e feedbacks podem ser compartilhados sem medo. Pode ser por meio de reuniões periódicas, plataformas de comunicação online ou até mesmo um sistema de feedback anônimo. 3. Garanta o Alinhamento Contínuo Isso é um processo contínuo. Use mecanismos regulares (agenda, e-mail, reuniões, informes) para manter todos informados e na mesma página, o objetivo é garantir que toda a equipe esteja sempre alinhada e informada sobre os objetivos, progressos e quaisquer mudanças.

In a small team, miscommunication can spiral quickly. Set up clear channels—daily stand-ups, weekly reviews, open-door policies. Don’t assume people know; clarify goals, decisions, and expectations. Transparent, consistent communication reduces errors and builds a culture of trust.

In small business, clarity is culture. Defined roles aren’t about drawing rigid lines...they’re about unlocking autonomy, ownership, and momentum. When team members know where they contribute and how that contribution ladders up to the mission, everything changes: performance improves, collaboration strengthens, and accountability becomes self-sustaining. At ISI, we learned early that when everyone wears multiple hats, clarity isn’t optional...it’s survival. And the clarity we strive for isn’t just in responsibilities, but in purpose. Because when people know where they shine and why it matters, they don’t just fill roles...they lead from them.

Offer different channels of communication (call, email, instant message..) to add flexibility and comfort to exchanges but keep the options limited to avoid overload and time waste. Juggle between regular and expected communication settings and more on the go forms. The regular (weekly 1on1 or morning quick updates) gives time to employee and peer to prepare and keep the communication structured, the on-the-go form (quick call, unplanned brain storming) pushes the team to innovate and give their more authentic selves.