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Managing Large Teams

Managing Large Teams
Overcoming Skip- Level Frictions & Executive Isolation

  • Rishi Kapal - a Stanford LEAD alumni, is a Transitions Coach, Innovations and Marketing Consultant

December 2020 | 236 pages | SAGE Response
Managing and leading large teams is an acquired skill and doesn’t come naturally to people. As the team grows horizontally in number and vertically in levels, team management gets complicated. 

Managing Large Teams is borne out of the author’s twenty-five plus years of experience of navigating multiple scenarios, transitioning from an individual contributor to becoming a first-time manager to later helming teams as a CXO that expanded across North America, Europe, Japan and Southeast Asia.
Brimming with the wisdom and experiences of Indian and global CXOs, and Stanford LEAD alumni, the book tackles subjects such as handling multicultural and multi-locational teams, building a strong trustworthy culture of skip-level engagements and the oft-discussed phenomenon of executive isolation at work. Get your hands on this reservoir of knowledge on leadership, organization development and management practices for the present and future generations of performers.
Foreword by T.N. Hari
Experiences as a First-Time Manager
Decoding Effective Business Structures and Hierarchies
Dynamics between Managerial Levels: The Dos and Don’ts!
Truth About Managing Large Teams
Breaking through Executive Isolation
Trading Relationships with Results: Attachment Inhibiting Detachment
Building Trust: Effective Motivation
Becoming a Better Manager

While looking at the ‘first-time managers’ for multi-locational team handling, it is important to understand the background and context of the team, including the operating managers and the others in the group. This is aptly captured in the book.

Mukund Rajan
Chairman, ECube Investment Advisors

The book deals with a very bold topic in simple terms. Having personally gone through various roles in corporate corridors of an individual contributor, first-time manger and skip over a long career, I could relate with what Rishi brings out of organizational structures and roles. The culture, mindset, decision-making, struggles of letting go and myth of wisdom sitting at the top are dealt with, in simple examples, for one to relate and drive a change. For those who are evolving through the roles up, it becomes a fine reference handbook and helps develop the skill and the will to deal and respond to organizational dynamics. A delightful read coming from a seasoned thinker, practitioner, trainer and coach. Thanks, Rishi. I have made important notes in my diary.

Rajesh Padmanabhan
CEO, Talavvy, a Senior Business Transformational Leader

Challenges of leading teams skip management and executive isolation are the ones that play out in every organization, only the scale may vary. Essential attributes of a successful company are its ability to prepare individual contributors to be effective managers and guide chief experience officers to wade off executive isolation. I am fortunate to have been part of large global organizations such as Tatas, Ericsson, Sony Mobile and Nokia to name a few and the journey is ongoing.

I, like many others, have aspired to develop managers with futuristic leadership skills. During my assignment as managing director of Sony Ericsson India/Sony Mobile India, Rishi reported to me as the vice-president for institutional business. His knack for business management and client relationships always brought gains to the organization. It’s a pleasure to know of his continuous drive to share his wealth of experience with new-age managers and academia, who will highly benefit from these insights. As his well-wisher and as a professional, I will be looking forward to his book that touches upon lesser spoken but important elements which can make or break great companies.

P. Balaji
Chief Regulatory and Corporate Affairs Officer, Vodafone Idea Limited, Former Managing Director, Nokia India and Sony Mobile Communications India

When soldiers are becoming leaders in a frontline role, you are used to an upward management. Suddenly in a managerial role, you have both upward and downward management, and handling both is very sensitive and needs finesse. Read more about this in the book.

Anil Nair
Managing Director, Country Digital Acceleration, Cisco APJC

Having grown up the ranks and now heading Qualcomm as vice-president and president, India and SAARC, I have personally experienced the nuances of managing multi-location teams. Creating the right working culture in the organization is the most important aspect of high levels of team performance.

The morale of a team depends a lot on the attitude and the tone that leaders exhibit while talking to them, including skip managers. I have known Rishi for a decade, starting as a partnercustomer and later as colleagues till Rishi chartered his course to be an author. His book deals with extremely pertinent matters of managing multicultural teams, contexts of global offices, skip management and how not to feel lonely at the top. I wish him luck and hope to get my hands on the book soon.

Rajen Vagadia
Vice-president and President, Qualcomm India and SAARC

Managers may try to keep their bosses isolated from the teams due to the deep-rooted fear that the team members may complain about the managers’ management style or ineffectiveness. Read on how to deal with executive isolation and skip management.

Lloyd Mathias
Pan-Asia Business Leader

Rishi Kapal

Rishi is a 48-years-old Stanford LEAD alumnus with dual masters in management and an engineering degree, and with 27+ years of experience. He has authored three books, published in the last five years.Rishi is the former CXO of Fortune 500 companies and transitioned into being a start-up scale up specialist, career management coach and an academician. His coaching beneficiaries include super-senior and middle management leadership teams of corporates, entrepreneurial ventures and students at academic institutions.From 1993 to 2014, for over two decades, Rishi held strategic and operational roles in Sony, Qualcomm, Ericsson, BP... More About Author

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