Leadership Program Case

I had spent close to 3 months in my vernal Job at JP Morgan, Singapore, as a business analyst in the clearing and settlement toil management squad. I was handling a critical and high-budget project spanning over 4 different locations. smiling with my work and the aggroup player attributes I had shown in the few months, my Executive Director called me into his cabin and offered me an superfluous responsibility. He said that he had started an Offshore Test midpoint (ETC) initiative and he felt that it statute title a manager and a leader to get it streamlined and functioning well.In addition to my work as an analyst in my project, I would be given the manager position for the ETC team up. Thinking that it would be a great opportunity to hone my team leadership skills, I accepted. The ETC or the Offshore Test Centre was a team of consultants from Polaris who were working for JP Morgan. The team comprised of 4 people from Iambi and 3 people from Hydrated, in India, 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(a) experience in the clearing and settlement technology area and was not able to provide the requisite level of expertise. He was let go and I was the replacement manager. The main issues I encountered were 1 . ) It was a red-hot team and until at present there had been no one 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 received any training or formal knowledge sessions related to technology and business. . ) There was no fruition for the team as it hadnt been able to carve a niche for itself. The technology team did their own tonus testing as there was no trust and hence no dependency. 4. ) They already had a team leader at offshore who was handling the administration a ctivities 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 ensure that everyone in different time zones was included.We had a good initial knowledge transfer session where I divided up 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 sometime(prenominal) and the marches and flows and also what their goals and expectations were. During the week, I set up one-on-one meetings with every individual and spoke at length. I kept the tone informal and lowly 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 completed by from each one member and sent it to the senior management. This improved the visibility of our team. I made sure, with the help of my di rector that the process was more streamlined and all the enhancements and change releases went through our team first for quality assurance. This not but created a healthy dependency mingled with the technology, management and the test 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 initially did face some electronegative reactions to the changes from some of the team members, especially from the offshore leader. But eventually, as we made progress and the positive 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 order matching and celebration team. Best part was, that the te am was now recognized 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 ingenious as the both technology and management team both felt that the entire system was now benefiting from this step.