Try to find the balance between of making the team look good as a whole publicly but then having push-pull in private. Perhaps hold back some progress information in stand-ups [others may need more time or be more cautious ... they don't want to feel they are in a race with their teammates] but make the entire team look good when show casing team work to the rest of the division, company, customers, etc. Show appreciation and recognition for others work in both public and private (even if it's not the way you wanted it down or thought it should be done) and make sure you call them out for their excellence and contributions (people like that). You can never not praise people or their work enough or their insights. It makes them feel valued, listened to, and a part of the team.

Don't ever criticize anyone in public and if you are a senior, lead, product lead, etc. then take the blame for the whole team when things go wrong (absorb the punch and show that you know how to appreciate them even when they mess up). Turn failures and setbacks into learning opportunities and professional experience builders. Coach them through the problem or failure and try to give them tips, tricks, and tools for the future. Mentor them and show them that even you made similar mistakes and learned from them. Emphasize that we are all human and mistakes are how we grow. Take the time to talk with them, know them personally and what their professional goals are [some people want to be managers and some want to be technical experts and others just like their current job], give them opportunities to grow in alignment with their goals and try new things out (perhaps even let them do it their way and see if they learn from the failure or gain experience [e.g. if I knew then what I know now ...]). Be ready to help them, reach out ask if they need help or ask them for input on problems (e.g. "Hey, I am trying to do X. What are some of your thoughts? How would you do this? Do you think this looks good or bad? Try to rip this apart.").

Ask for feedback from them about how you are doing, ask them to give you constructive criticism and feedback. Try to build rapport with them. They are human and probably have their own personality (some people are more sociable others are more task-oriented and others are more of a mix). Some people like to commiserate and talk their problems out or through while others want to strategize on solutions. Find out what works best for them and then do it.

However, there is also the fact that there is always going to be dead weight on teams or people who are just going to make the cut. This is natural and sometimes it is for the best of the team, company, and customers to just accept that they don't measure up and need to try another opportunity elsewhere (e.g. different team, different company, or different career/field). Everyone is different and that's a good thing.

Try to find the balance between of making the team look good as a whole publicly but then having push-pull in private. Perhaps hold back some progress information in stand-ups [others may need more time or be more cautious ... they don't want to feel they are in a race with their teammates] but make the entire team look good when show casing team work to the rest of the division, company, customers, etc. Show appreciation and recognition for others work in both public and private (even if it's not the way you wanted it done or thought it should be done) and make sure you call them out for their excellence and contributions (people like that). You can never not praise people or their work enough or their insights. It makes them feel valued, listened to, and a part of the team.

Don't ever criticize anyone in public and if you are a senior, lead, product lead, etc. then take the blame for the whole team when things go wrong (absorb the punch and show that you know how to appreciate them even when they mess up). Turn failures and setbacks into learning opportunities and professional experience builders. Coach them through the problem or failure and try to give them tips, tricks, and tools for the future. Mentor them and show them that even you made similar mistakes and learned from them. Emphasize that we are all human and mistakes are how we grow. Take the time to talk with them, know them personally and what their professional goals are [some people want to be managers and some want to be technical experts and others just like their current job], give them opportunities to grow in alignment with their goals and try new things out (perhaps even let them do it their way and see if they learn from the failure or gain experience [e.g. if I knew then what I know now ...]). Be ready to help them, reach out to ask if they need help or ask them for input on problems (e.g. "Hey, I am trying to do X. What are some of your thoughts? How would you do this? Do you think this looks good or bad? Try to rip this apart.").

Ask for feedback from them about how you are doing, ask them to give you constructive criticism and feedback. Try to build rapport with them. They are human and probably have their own personality (some people are more sociable than others, some are more task-oriented while others are more of a mix). Some people like to commiserate and talk their problems out or through while others want to strategize on solutions. Find out what works best for them and then do it.

However, there is also the fact that there is always going to be dead weight on teams or people who are just going to make the cut. This is natural and sometimes it is for the best of the team, company, and customers to just accept that they don't measure up and need to try another opportunity elsewhere (e.g. different team, different company, or different career/field). Everyone is different and that's a good thing.

Auxiliary note: I am coming from the point of view that you are a more senior professional with multiple years of project experience and team management roles. Obviously, if you are a new comer or someone without history to back up their record, you may want to try listening more than talking or trying to take the reigns on discussions, projects, etc. Know your limits and keep your center. Be ready to new challenges on but don't overstep your bounds. Be respectful and polite with courtesy and you will go very far.