Create a flyer for "Managing Large Teams"

While looking at the ‘first-time managers’ for multi-locational team handling, it is important to understand the background and context of the team, including the operating managers and the others in the group. This is aptly captured in the book.

The book deals with a very bold topic in simple terms. Having personally gone through various roles in corporate corridors of an individual contributor, first-time manger and skip over a long career, I could relate with what Rishi brings out of organizational structures and roles. The culture, mindset, decision-making, struggles of letting go and myth of wisdom sitting at the top are dealt with, in simple examples, for one to relate and drive a change.

Challenges of leading teams skip management and executive isolation are the ones that play out in every organization, only the scale may vary. Essential attributes of a successful company are its ability to prepare individual contributors to be effective managers and guide chief experience officers to wade off executive isolation. I am fortunate to have been part of large global organizations such as Tatas, Ericsson, Sony Mobile and Nokia to name a few and the journey is ongoing.

When soldiers are becoming leaders in a frontline role, you are used to an upward management. Suddenly in a managerial role, you have both upward and downward management, and handling both is very sensitive and needs finesse. Read more about this in the book.

Having grown up the ranks and now heading Qualcomm as vice-president and president, India and SAARC, I have personally experienced the nuances of managing multi-location teams. Creating the right working culture in the organization is the most important aspect of high levels of team performance.

Managers may try to keep their bosses isolated from the teams due to the deep-rooted fear that the team members may complain about the managers’ management style or ineffectiveness. Read on how to deal with executive isolation and skip management.