Managing Winning Teams in Times of Perpetual Uncertainty

Purpose. Passion. Pride. For successful teams and their managers, these three words could make them achieve targets that may be a challenge. Purpose could be the reason why large teams can achieve a goal that is common to all, once the team is aligned to the cause. Passion keeps the team going over a period, while pride and recognition in the achievement are what keep the unit going. Leaders who could stoke these in their teams could be the reason for success.

“Recognition as a leader is not the end of the journey, it is the beginning of a responsibility to inspire others” - Venkatesh Vijayarghavan, MD & CEO, TTK Prestige

It is possible for businesses to build organisations driven by passionate people while blending technological progress with a strong human connection. Venkatesh Vijayaraghavan, CEO, TTK Prestige, and Dr. Arun Raste, MD and CEO, NCDEX, stressed thinking differently. The emphasis, they suggested, must be to shift from traditional industry thinking to ecosystem-wide thinking. Firms should look at integrating platforms, technology and products into a broader strategic framework instead.


During the phase of challenges and uncertainties, the innovative capabilities of teams drive companies to achieve results. The innovative streak among teams needs leadership to support the teams so that a crisis is never allowed to go to waste.

“An ongoing commitment to shaping leadership excellence across India and building a powerful movement for recognising and developing great leaders” - Dr Sandeep Krishnan, CEO, People Business

Challenges for managers
Several fundamental changes are making the job of the manager at all levels more challenging than ever before. One, the fragmented workforce is making the job tougher than ever before. Two, the challenging macroeconomic factors are not giving managers enough elbow room. Three, technology disruption is making goals more outcome-based than before. Fourth, the culture of workplaces is evolving with multi-generational workers at different levels in the same company. Fifth, education, perhaps, is becoming less important than having the skills that will drive the individual’s career trajectory and compensation.

The successful manager will be the one who can quickly unlearn and relearn and adapt to the change and, with all the data on the screen, be able to make decisions in the long-term interest of the enterprise. These managers will have to add to their change management capabilities, from “tracking attendance to tracking energy” in the company. The evolved manager will have to consider ways to democratise intelligence within the enterprise while learning from the deep conversations and focusing on the signals.