Leadership Program Case

I had spent slightly 3 months in my upstart Job at JP Morgan, Singapore, as a business analyst in the clearing and traintlement experience management squad. I was discourse a critical and high-budget project spanning over 4 different locations. Pleased with my work and the team up up up player attributes I had shown in the a few(prenominal) months, my administrator Director called me into his cabin and offered me an additional responsibility. He said that he had started an seaward Test burden (ETC) initiative and he felt that it deed a film director and a leader to get it satiny and functioning wellhead.In addition to my work as an analyst in my project, I would be given the manager position for the ETC team. persuasion that it would be a great probability to h wholeness my team leadership skills, I accepted. The ETC or the Offshore Test Centre was a team of consultants from Polaris who were operative for JP Morgan. The team comprised of 4 plurality from Iambi an d 3 people from Hydrated, in India, 1 mortal 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 technology theatre and was not able to provide the undeniable 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 flat there had been no whizz to structure it or establish every guidelines. There was no team tackiness and feeling of camaraderie within the am was ab move. 2. ) The members had not received any planning or formal knowledge posings relate to technology and business. . ) There was no cognition for the team as it hadnt been able to hack a niche for itself. The technology team did their own type raiseing as there was no trust and because no dependency. 4. ) They already had a team leade r at offshore who was handling the administration activities for Polaris, and he handled the leaves, appraisal and allocation for the team members. I started off by making a formal presentment via email and video conferencing to ensure that everyone in different time zones was included.We had a beneficial 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 nous of the kind of work they had been doing in the historical and the treates and flows and also what their goals and expectations were. During the week, I set up one-on-one meetings with every individual and mouth at length. I kept the tactual sensation informal and lowly but steadily, people opened up and spoke about the issues they encountered and offered solutions as well.I established a periodical reporting process, where I consolidated the tasks complete by each member and sent it to the senior management. This improved the visib ility of our team. I made sure, with the help of my director that the process was more streamlined and all the enhancements and miscellany releases went through our team first for quality assurance. This not only created a whole dependency amid 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 alternating(a) day and made sure I received feedback and summarization on the sessions from the members. I initially did face some prejudicial reactions to the changes from some of the team members, especially from the offshore leader. But eventually, as we made forward motion 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 ord er matching and celebration team. better(p) part was, that the team was now recognise among the top management as one of the efficient quality assurance team as our delivery defects were substantially trim by over 40%. My Executive director was happy as the some(prenominal) technology and management team some(prenominal) felt that the entire system was now benefiting from this step.