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Managing Teams

Working modes have changed all over, but especially so in the industrialized nations. The typical nine-to-five working hours has been replaced by a more flexible system where employees are working remotely in different parts of the globe with minimum monitoring involved. Research has even confirmed that companies where employees are in sync with the corporate strategy and its values, are places where they tend to excel. But the challenge of fostering a positive company culture when remote teams are involved becomes much more difficult, so three ways have been collated together. For this to succeed, the company must make sure that the core values designed must be somewhat modified to fit in to various teams spread out geographically and across time zones with differing legal or regulatory frameworks. In fact during the stage of talent recruitment itself, companies must see the cultural fit rather than just the skills involved. Post selection as well, constant feedback needs to be provided to employees and the recruiting team to weed out unacceptable traits as far as possible. Such a cultural transformation can create winning teams.



It is a traditional fallacy to assume that the best companies are those which have the best of talent. Instead, as a study by giant Bain and Company has revealed, it is the talent management of existing personnel that is more important. The top companies tend to cluster their top grade talent in a particular arrangement to maximize the benefits. Many of them use intentional non-egalitarianism. By this on purpose, the personnel are mixed up so that at each strategic point, there is one A grade talent who can have maximum influence on the area. Tech companies typically put their best personnel in software development while brand management may be more crucial to others. Many others succeed at this by unintentionally following non-egalitarianism. For such talent placement to be successful, it is pertinent that the company is aware of its star players and in which areas could they be best deployed. The company must also understand where they are then located and how versatile are they at work to replicate their similar success elsewhere. The roles that are most critical to achieving business success must be allowed to rope in the best available talent. Star talent must never be confined to silos but be distributed as per company requirements.


Google has recently claimed that through a study conducted they have deduced the exact ingredients of a successful team. As per that, emotional intelligence and compatibility are most important traits rather than hard skills. It is also important to note the individual roles of team members and whether their values are streamlined with the group’s. Thus five personality types were identified, all of which to some extent must be present in any group. One of them must be results oriented. Another should be focused on intra-group relationships. One must ensure all comply with rules and processes while another acts as the pragmatist, forever driving the team in the desired direction. Finally, there should be one who is dedicated towards generating business innovations so indulges in disruptive thinking. If any one of these personality types is missing or present in over0abundance, the group is doomed right from the start.


In a lot of organizations whose work revolves around ideating and then executing business innovations, star performers have almost unlimited a hold over the group. However, they are also a fragile group because they cannot be pressurized much as they have great career mobility options. This is true for consultancies and firms dealing with business or scientific research alike. Their compensation or incentives are transferable. In such cases, mobilizing collaboration becomes all the more difficult, but some pointers have been recognized to help in the same. First of all, the conflicts must be taken up carefully. An environment must be created where individual genius is subordinated to group goals as multiple inputs from diverse backgrounds are needed. For this collaboration costs must be kept down so the researchers are well-incentivized to do so using tools such as Dropbox or Skype. Also, the method of benefits to be shared must be made smooth so that researchers do not need to wait for the final payoff to arrive. As a lot of these star researchers will be very much number-oriented, it is always advisable to confront them with numbers of firm’s own. Competition often brings out the best in individuals so its principle must be applied to researchers in the similar vein as numbers motivate sales personnel.



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