Team Objective When I Arrived

Team Objective

When I arrived as acting head of the it department, I had to turn around a troubled unit in record time. The team was in turmoil, overloaded and missing deadlines, with crucial projects bottlenecked for over two years -- integrated work bogging down other departments. Tension was high, within the group and between sections. In a series of one-on-one sessions, I made time to listen to everyone: what frustrated them; how they rated their colleagues; if they felt they had been ignored. I discovered many players lacked the required training. The solution? I encouraged people to speak more openly about their frustration and helped them raise constructive complaints. The new direction brought their strengths together.

We had to act fast; I had to report to the CEO. My role became to plan, coordinate and lead the team. Assuming responsibility for decisions and communications allowed me to hold informal but productive meetings. I used persuasion to generate optimism in the face of failure, and create opportunities for team mates to assume responsibility and develop themselves. Participants spoke the language of 'we' rather than I. Injecting my passion into them unleashed their energy to improve, as their confidence in my integrity and effectiveness in leading change increased. But the one who learned the most from our success was me. I learned the value of integrity; trustworthiness; confidence when faced with ambiguity. Unleashing the potential energy of individual team members takes realistic self-assessment, constructive criticism and understanding the team's emotional makeup.

I was invited to assist in all aspects of Riyad Capital management as directed by the CEO, to advise and coordinate the development and implementation of special projects related to Riyad Capital's various businesses. According to the CEO of Riyad Capital, I "helped change direction" for the first time in the company's history.

This required definition of Riyad Capital's strategies and objectives, so the CEO and I developed a three-year strategic plan for the period 2011-2013. Assisting the CEO in carrying out his management responsibilities took advice, coordination and support on designated projects, and representing the executive office vis-a-vis other departments. I actively contributed to efficiency, SWOT analysis, HR policies, operational effectiveness and the establishment of a strategic position.