Leadership Program Case

I had spent about 3 months in my raw(a) Job at JP Morgan, Singapore, as a business analyst in the clearing and settlement project management aggroup. I was handling a critical and high-budget project spanning everywhere 4 different locations. Pleased with my practice and the team up player attributes I had shown in the few months, my Executive conductor called me into his cabin and offered me an additional responsibility. He said that he had started an Offshore turn up join (ETC) initiative and he felt that it deed a coach and a leader to get it slick and functioning well.In addition to my take in as an analyst in my project, I would be given the theater director position for the ETC team. Thinking that it would be a great opportunity to perfect my team leadership skills, I accepted. The ETC or the Offshore Test Centre was a team of consultants from Polaris who were put to working for JP Morgan. The team comprised of 4 volume from Iambi and 3 people from Hydrated, in Ind ia, 1 person in London, I-J and 2 people in North America. I was situated in Singapore. When, I officially took over, I was make aware of the problems immediately.The person who was leading the team before me had little experience in the clearing and settlement engineering science area and was non able to provide the required level of expertise. He was let go and I was the replacement manager. The main issues I encountered were 1 . ) It was a new team and until direct there had been no bingle to structure it or establish any guidelines. There was no team cohesion and feeling of camaraderie within the am was absent. 2. ) The members had not certain any training or formal companionship sessions related to applied science and business. . ) There was no recognition for the team as it hadnt been able to compartmentalise a niche for itself. The engineering team did their own quality scrutiny as there was no trust and hence no dependency. 4. ) They already had a team leader at sea ward who was handling the face activities for Polaris, and he handled the leaves, appraisal and allocation for the team members. I started off by making a formal introduction via email and video conferencing to discover that everyone in different time zones was included.We had a good initial knowledge transfer session where I shared my knowledge in the areas of work and my vision for the team. The team members gave me an idea of the kind of work they had been doing in the olden and the processes and flows and also what their goals and expectations were. During the week, I set up one-on-one meetings with every single and spoke at length. I kept the tone informal and inferior but steadily, people opened up and spoke about the issues they encountered and offered solutions as well.I established a weekly reporting process, where I consolidated the tasks complete by each member and sent it to the senior management. This improved the visibleness of our team. I made sure, with the hel p of my director that the process was more streamlined and all the enhancements and change releases went through our team first for quality sanction. This not only created a healthy dependency between the technology, management and the foot race team, but also helped open dialogues between the teams making the collaboration stronger.Most importantly, I set up training sessions every alternate day and made sure I received feedback and summarization on the sessions from the members. I ab initio did face some negative reactions to the changes from some of the team members, especially from the offshore leader. But eventually, as we made progress and the unconditional implications became clear, I started receiving positive feedbacks and my team claimed that it was much happier with their radioactivity.We started catering to diverse teams and technology, and in the process I had learn the new business and technology as well for the gear up matching and celebration team. Best part was , that the team was now recognised among the top management as one of the efficient quality assurance team as our delivery defects were substantially reduced by over 40%. My Executive director was happy as the both technology and management team both felt that the entire system was now benefiting from this step.