Your team member is struggling with quality control standards. How will you inspire them to excel?

In my experience don't critique don't judge peoples, Engage in open dialogue, identify gaps in knowledge or resources, and listen with empathy. Real performance improvement comes from collaboration, not correction

Because the aim is to address an issue, it is best to stick with ethical standards and totally avoid compromise. In a typical workplace, there are rules that are binding on every role and departments as it were. I'd suggest not relinquishing same for immediate gratification which may result in absolute ruins. Quality control issue is one which directly affects standard and integrity. My submission is to remain resolute.

Yes, Absolutely you need to first understand the root cause of their struggles with quality control standards. Engage in a supportive dialogue to uncover any gaps in knowledge, skills, or resources that may be hindering their performance. Listening attentively to their concerns not only demonstrates empathy but also provides valuable insights that can guide your approach to addressing the issue.

I would start by understanding what’s causing the struggle, whether it’s a lack of clarity, training, or confidence. Then I’d provide support through clear guidance, examples, and regular check-ins. I’d also help them see how their work in quality control directly impacts the product and the team’s success. By recognizing progress and giving encouragement, I’d help them feel more confident and motivated to meet the standards.

At an in vitro diagnostic company, when I saw our new quality manager struggling to map ISO 13485 requirements to daily workflows, I organized a collaborative goal‐setting session. Together, we defined three clear weekly objectives, drafting a robust risk-management plan, mastering document-control procedures, and leading a supplier compliance review and set brief daily check-ins to address questions. By breaking the standards into bite-sized tasks and celebrating each milestone, she gained clarity, confidence, and steady momentum toward full compliance.

Set a deadline of the goal to be achieved. Usually when you don't specify when this needs to be completed, the goal gets to be forgotten or incomplete.

Break down quality standards into clear, actionable goals with timelines. Use benchmarks and examples so they can visualize what good quality looks like.

In my experience, team members who struggle with QC standards often aren’t careless—they just haven’t connected the dots yet. Sometimes the issue is analytical: they don’t see the cause-and-effect behind what they’re doing. Every specification has a reason. Every test is tied to a risk or impact. But if training only focuses on what to do—not why—it becomes routine, not purposeful. That’s why I embed meaning into training. I explain what each spec protects, what failure could look like, and how their role safeguards the process. When people understand the why, they take greater ownership. Quality isn’t just compliance—it’s culture. And it starts by giving people the knowledge to care.

When I led the rollout of a revamped CAPA training and saw my trainers unsure where to start, I organized a collaborative goal-setting workshop to provide structure. Together, we agreed on three concrete milestones: finalize interactive training materials by week one, deliver pilot sessions to two sites by week two, and gather facilitator feedback by week three, with brief daily check-ins to address any issues. By breaking the rollout into these manageable targets and celebrating each achieved milestone, the team built confidence, refined their approach, and delivered an effective, compliant training program.

Maybe the training can expand beyond the quality control topic, such as, time management, energy management and prioritization of tasks.

Offer hands-on training sessions, shadowing opportunities, or access to learning resources. Tailor support to their learning style so they feel confident and equipped to succeed.

As a Vice President, when I observed the new product-release team deferring responsibility for process deviations, I convened a working session to foster true ownership. We collaboratively mapped every step: materials inspection, process validation, and release documentation, and each engineer “adopted” one segment as their domain. We then launched brief weekly “ownership huddles” where individuals presented successes and challenges in their area. By entrusting each person with end-to-end responsibility and publicly recognizing their leadership, the team shifted from reactive handoffs to proactive guardianship of quality standards.

I’d focus on encouragement over criticism, highlight their strengths, offer hands-on support, and set clear, and achievable goals. I believe that growth comes from guidance, not pressure.

Give them responsibility for part of the process and involve them in decisions that impact quality. When people feel trusted, they become more invested in outcomes.

To inspire a team facing quality control issues, I’d emphasize ownership, pride in craftsmanship, and continuous improvement. I’d celebrate small wins, provide support—not blame—and reinforce that quality is everyone’s responsibility. “Quality means doing it right when no one is looking.” – Henry Ford. Let’s refocus, refine, and rise—together.

When our sterilization validation team delivered major quality improvements ahead of schedule, I organized a celebration to honor their hard work. During our weekly quality council meeting, I publicly recognized each individual’s contributions, presented personalized thank-you cards, and featured the team’s success in the company newsletter. By spotlighting their achievements and expressing genuine appreciation, I reinforced a culture of excellence, boosted morale, and inspired ongoing dedication to our quality standards.

Recognize improvements, even small ones, through team shout-outs, rewards, or a simple thank-you. Positive reinforcement builds momentum and reinforces desired behaviors.

During the COVID pandemic crisis, I noticed some of my senior directors and VPs weren’t getting timely insights on their strategic priorities, so I introduced a continuous‐feedback framework: brief bi-weekly one-on-ones focused on forward-looking guidance, a dedicated digital channel for real-time peer and skip-level feedback, and quarterly leadership roundtables with cross-functional input. By weaving feedback into our daily rhythm and modeling open dialogue, executives gained clarity on expectations, accelerated course corrections, and felt genuinely supported in their growth.

Give regular, constructive feedback—both affirming and developmental—so they know where they stand. Create a feedback loop that’s collaborative, not punitive, to encourage continuous improvement.