“Workers need in on the motion”: Tangram CEO reveals the secrets and techniques to constructing a prime management staff

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“A new leader’s success begins before they even take a seat,” she said. “It is currently being assessed whether this person has the right attitude and skills. Often people are promoted to their first management position because they were successful in skills or tasks. However, it is imperative that the person has shown the willingness and ability to take responsibility, take responsibility, and take responsibility beyond themselves.

“It is important that every new leader has both the freedom to drive initiatives forward / test their ideas and is led and accompanied by a more experienced person. Frequent check-in points should be established so that there is a consistent feedback loop and the new leader can ask questions and request additional resources or training.

“I also believe in a holistic approach. In the Tangram team, we strive to invest in both personal growth and professional development. “

This culture-oriented approach, Skantharaja continues, is part of what makes the Tangram team so successful. So – what pointers could she give a business leader hoping to accomplish the same thing?

“We attract people who are additive with their talent and who often fill a gap that we have carefully and carefully identified,” she explained. “We value energy and attitude. If the chemistry isn’t right, it won’t work. We are clear about our 10 year vision and what we need to achieve so that each team member can actively decide whether they believe in where we are going and how we will get there. And we focus on being productive, rather than just being active, through constant coordination through very focused meetings. For example, each member of the executive team is responsible for the metrics, and each executive has 1-2 major initiatives for the big leap each quarter. “

Skantharaja revealed that this type of leadership approach has also developed with the generation change in the workplace.

“There is a noticeable shift in the way the generation of employees under the age of 50 sees it,” she said. “Of course they’re not a monolith … but in general the corner office and the big title aren’t really what most want. They want the ability to take risks, expand their skills, influence and responsibility, and be creative. And, perhaps most importantly, to fail and still be sure to keep trying. Simply put, they want to be part of the action. That means clearly outlining a career path, finding a realistic path to follow, and investing the people around you. “

Interestingly, one potential silver lining of the COVID-19 pandemic is that it has also sparked new ideas for executing executives.

“The pandemic has created an enormous opportunity to re-imagine how management teams can be organized, motivated and grow together,” Skantharaja reflected. “Since people don’t come into the offices, the connection points are mostly virtual. Having well-organized and targeted team meetings, one-on-one check-ins (instead of zooms in large groups), and the ability to give managers more control over their time shows respect and trust. For those who have risen to the ranks of the leadership, there should be increased levels of freedom, accompanied by accountability. So it’s a great opportunity to reorganize your management operating system to validate these team characteristics. “

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