Within my tenure of 42 months working with Deloitte, I got multiple opportunities to lead various

teams. Usually, the majority of professionals were technically strong, however, the way they take
up ownership of a certain project makes a significant difference in performance. One such instance
where I was working on an internal project with 8 newly graduated interns, on the creation of a
product that does the vulnerability analysis for websites and predicts the risk level against malicious
attacks.

While everyone was focused on their individual roles and accountabilities, we were still lagging to
reach our expected phase-1 targeted deadline. Being an integrator, I observed that each intern is
more focused on their allocated work and doesn’t collaborate with other team members for
resolving challenges. Thus, in order to make the existing team an efficient one, I had to schedule
daily meetings, organize frequent team bonding activities, clarify the objective of the product with
the notion of the organization rather than as internally focused, and provide them the freedom to
innovate with their best possible approaches.

These, few activities made a significant impact on the team. Not just the productivity of the team
increased, but also the communication among the team members improved multifold. Problem-
solving now got adopted a new collaborative approach. Increased mutual respect and constructive
peer feedback helped to devise the newer work approaches and sooner completion of deliverables.
Moreover, each team member acquired the collective responsibility for the team outcomes.

As a result of a few strategic changes during phase-1, we were not only able to complete our whole
product development before final phase-3 but also delivered the tool that generated more than 50
million dollars in just two years by preventing cyber-attacks for more than 70 clients.