Every leader aims to have a high-performing team. After all, only team effort can lead to victory in a championship.
With leadership continuously disrupting itself, the focus now is on certain key attributes required to enhance the leadership quotient amongst the employees. A rule of thumb to begin with is, acceptance. “Yes, there should be cognizance for value brought through diversity, an acceptance that people may fail and also a reality change takes time,” says Samriti Malhotra, AVP-global HRD, Denave.
Denave believes in guiding people and sculpting their thought processes in order to deliver the predictable outcomes. Malhotra reveals, “It is very challenging, because not every team has the ability to be high performing. But then focusing on getting there can lead to them becoming so.”
Understanding that not all employees are alike when it comes to attributes and personality traits, the leaders try to align diverse people on the same page for better synchronisation. Moreover, the team leaders make sure that their teams grow individually, and as a whole.
Who does not like to feel important? Interestingly, the organisation makes each of its employees feel great about their individual contribution towards achieving the organisation’s goals.
While teams are empowered through group synergies, the HR churns out practices to ensure that each of the employees grows individually too. The following are some of the factors/strategies that help develop high-performance teams at Denave.
“Yes, there should be cognizance for value brought through diversity, an acceptance that people may fail and also a reality that change takes time”
Pre-determined goals: The HR professes that all team leaders should have predefined goals for their employees. By providing them with a clear vision of the Company’s objectives, they will be able to align each employee’s individual purpose with that of the organisation. “Presenting them a blueprint of the Company’s vision helps the team leaders take a step ahead,” explains Malhotra. This allows the team members to identify their unique strengths and work towards the common goal making it their personal mission.
Realistic deadlines: Setting goals around realistic timeframes is especially important for any high-performing team. At Denave, the team leaders are extremely communicative about their expectations, as far as deadlines are concerned. This makes matters clear and removes all ambiguity, especially when there is a resource constraint. They also prepare in advance, allocating buffer time for contingencies.
Mutual respect: To foster a well-structured high-performance team, establishing mutual respect should be a top-down approach. It is important to value each other’s opinion and also be open to other’s viewpoints. As every team member is an important gear in the whole engine of team functioning, it is expected to have a healthy and productive culture that encourages open sharing of thoughts.
Culture of acknowledgment: Every team member puts ample efforts into fulfilling the goal of the organisation. Therefore, it is important to recognise the key achievements so that team members strive to achieve milestones. “Who knows, the acknowledgments on the bases of expertise/ability/work of the team members may awaken their hidden capabilities,” states Malhotra.
Power of accountability: It is a mandated requirement to build a team that is accountable for its results. With such a culture, team members eventually feel responsible for each other’s growth, and thus, work harder to achieve the mutual team goals.
Work-life harmony: Every team member is entitled to a balanced post-work life. As Andrew Wilkinson, founder of MetaLab had aptly stated, “You don’t have to make yourself miserable to be successful”. To be productive in the long run, it is very important to ensure work–life balance. It not only aids in optimising the team’s productivity, but also helps the team members appreciate their work more.
Denave is an organisation that provides end-to-end sales-enablement solutions, with a clear focus on revenue acceleration, ROI optimisation and measurable impact. Its USP is that it bridges the gap between sales strategy and actual implementation.
With the measures discussed earlier, the leaders at Denave try to establish a great connection with their teams. Add to this their firm belief that strong bonding helps the team conquer the roughest of tides, provided there are strict commands in place too, they have the ideal formula to bring out the best performances.
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I completely disagree with the pompous announcements and rationale here. Like most sales organisations this organisation also has a bad reputation of hire and fire should there be a lack of projects. Employees are expected to work 24/7 and only a few ones are allowed to have balance. And accolades and fancy bo buses are only parked away for bosses because denave doesn’t make leaders. Bosses is what it makes.
Title of the article is “How Denave builds…?”. But even your last head “Work Life Balance” doesnot spell on any practices.