day, every day. This means the ac- tions and decisions we make must be aimed at ensuring our customers are successful. Within the overarching vision, there can be several goals to support it, such as, “Improve custom- er support by X%,” or, “We plan to introduce a new product this year at a specific number of customer sites.”


TEAMWORK


Be mindful that some may feel isolat- ed at work rather than feeling like part of a cohesive team. Highly distributed teams and improper positioning can cause challenges – as can a manage- ment team that doesn’t reinforce a team-centric mentality.


Drive inclusion by encouraging each and every team member to bring creative ideas to the table to solve problems or provide input for important decisions. Everyone has in- dividual roles and responsibilities, but there’s usually some kind of crossover with other peers and cross-functional groups within the company. Facilitat- ing crossover leads to a “we are in this together” sentiment. Foster a team mindset within the


organization by instilling incremental checkpoints to ensure you’re on the right track.


EMPOWERMENT


When you’ve completed the above steps, it’s time to let the team per- form. Find ways to empower them so they can earn wins that pay off for the broader organization. Team members are often more


productive and perform at their peak when you get out of their way. It’s criti- cal that team members have oppor- tunities to grow and execute on their own. Be ready to guide, but first set the stage, agree on the goals, and let the teams and contributors establish their own success strategies.


ACCOUNTABILITY


Bringing accountability to the table helps build trust and understanding within your team. Similar to build- ing a trust foundation, accountabil-


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ity helps reinforce the trust that is already present. To build accountability, establish clear goals from the top down that can be measured with each individual – and have regular check-ins to track key milestones. By staying on top of progress, you are avoiding sur- prise and establishing predictability. Demonstrating accountability when it comes to objectives – and being transparent about successes and misses – elevates the organization.


EXECUTION


Building a high-performing team that drives innovation and growth is incredibly challenging, and I’ve found that pushing execution and follow- through is sometimes overlooked. Instead of being paralyzed by planning and analysis, remind the team of your shared vision and push them to execute on it. Instead of complacency, develop an agile and customer-focused approach.


REWARD


After you’ve built your high-per- forming team and are in a success pattern, don’t forget to acknowledge and reward your team members. Money isn’t always the answer. Sometimes just giving someone the credit in front of a group can go a long way. With repeat successes, you can look at opportunities to


expand your team members’ re- sponsibilities and consider promo- tions. The recognition can be very motivating and fuels the continued success of the individual, the team, and the broader company. Building a team and leading it to success requires a lot of steps. If any step within this model breaks down, the entire foundation can become weak – leaving you with lost oppor- tunities.


Using this triangle model, you too can enable your team to succeed. You may want to put your own twist on the model so it’s true to your own leadership style. But always put your customers first. 


Neil Zaman is senior vice president, World Field Operations at Cadence.


VIDEO: TEAMWORK AND LEADERSHIP LEAD TO SUCCESS


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In wilderness I sense the miracle of life, and behind it our scientific accomplishments fade to trivia. CHARLES LINDBERGH


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