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People Management into action – How to lead High Performing Team
While we know that EY already counts on some of best professionals our markets have to offer, being a team
leader still requires special skills in order to tap into each member’s energy and creativity and to make the team
‘greater than the sum of its parts’ through commitment and sharing.
To respond to this need, our Talent team recently launched the ‘People Management into action – How to lead
High Performing Team’ training program with very clear objectives:
· reinforce our leaders’ awareness of their role
· align leader behaviors and actions to ‘develop, motivate and empower’
· consolidate people management approach and tools to support people professional growth and
development boost the impact of Performance Management in the development of high performing
teams
The first module of this three-part program entitled ‘Provide clear direction and leadership’ was concluded in
December and was well received by the group of people who took part.
“There’s no doubt that the People Management into Action program helped to consolidate my own conviction of the
extreme relevance of the counseling process,” says Edmondo Gliottone (Senior Manager, Advisory). “In a
company like ours where our people are our primary asset we need to dedicate time and attention not only to their
personal needs but in the interest of the entire Firm.”
“A good leader has to be capable of building trust with and amongst the younger resources through constructive
feedback,” states Raffaella Giordano (Manager, Assurance). “It’s the counselor’s important job to help their
counselees understand their own potential by reflecting on individual behaviors and relationships and how their
observations can apply to a set of measurable goals and objectives as part of their personal development plans.”
In just a few days, we will be launching the second and third modules of the People Management into action – How to
lead High Performing Team training program: ‘Create an open and inclusive team culture’ and ‘Empower, develop and
coach’, respectively, which you’ll be able to read more about in the near future.
It is not an easy task to inspire our people around a collective vision and provide them with clear guidance and
expectations while, at the same time, responding to their developmental needs. “Which is why the counselor’s
proactiveness is fundamental”, insists Claudio Sponchioni (Manager, TAS). “The counselor’s own behavior – a clear
vision and sharing of objectives – contributes to people growth and provides them the support they need to stay
motivated and engaged and ultimately succeed professionally.”
February 2015
Edmondo Gliottone
Raffaella Giordano
Claudio Sponchioni