Synopsis
Building and leading high-performing teams is crucial for any small or medium-sized business (SMEs) in today’s fast-paced business environment. Managers and (SME) Leaders need to recognize the significance of developing a culture of better collaboration, communication, and accountability within their teams to achieve optimal results and go a long way in improving the performance of the SMEs. Such culture makes a sea change in the results of the SMEs. In today’s dynamic business landscape, the capacity to construct and guide high-performing teams is paramount for the success of any SM enterprise. Practising managers and leaders in SMEs must acknowledge the importance of nurturing such a culture to attain optimal outcomes. If teams treat their immediate colleagues connected through the process as internal customers or suppliers, the relationship becomes smooth and mutually helpful.
For instance, a manager who encourages open communication among team
members creates an environment where ideas flow freely among the team members,
leading to innovative solutions to challenges encountered. Promoting a culture of
collaboration allows team members to leverage each other’s strengths and work effectively towards common goals. Such collaboration can be seen in successful
companies where teams work harmoniously, supporting each other to achieve
shared objectives. This is the essence of successful teamwork.
For instance, a manager who encourages open communication among the team
members, creates an environment where ideas flow freely among the team
members, leading to innovative solutions to challenges encountered.
About the Author
Shrikant N Pangarkar – Post graduate in Mechanical Engineering (M. Tech) and Business Management (MBA) from IIM Ahmedabad (PGP – 1976).
Work experience of about 37 years in multiple functions and different types of industries in India.
Handled Technical, Operational, and Commercial & Leadership functions and relationships with Vendors, Customers, and Foreign Collaborators.
In the last assignment head of 2 New Projects. Identified Foreign Collaborators, Completed Technology Transfer, Development of Market & Products. Designed & built a new factory, successfully established the business in the new factory, and worked as Executive Director & CEO of a multinational company. He personally created the market from the concept stage. Having worked in different types of industries, he is confident of producing results in a given project. He was chargeable for the Complete P & L responsibility and running the company. He was instrumental in tying up 5 collaboration agreements.
After such rich multi-dimensional work experience, he started taking up
Management Consultancy assignments in a multitude of fields since January 2011. Clients included Bosch, TVS Group, Masu Brakes, Makino Friction, etc.
