By Maria Saldarriaga and Pedro Mejia
Last updated: Feb 15, 2023
Data is the new oil, and in 2020, LatAm companies invested over $13.8 Billion (+128% vs 2019) on big data and analytics to enhance their digital and omnichannel experiences. Read how veteran LatAm CTO Jose Licero plans to use this growth opportunity to hire more than 40 employees this year.
One of the most common errors that organizations make is thinking their tech team is an independent silo fully responsible for the development and sustainment of digital products and services.
“Bringing successful products to life is not about having a large technology team,” José said. “It’s about building multidisciplinary work teams, where people with the right knowledge of the different business areas, genuinely integrate with technology and produce synergies that translate into solutions, products and services that customers love.”
According to José, the best way to achieve multidisciplinary teams is to have non-tech roles, such as marketing or sales, working hand in hand with the technical team in order to share the same objectives and have full accountability for the company’s overall success.
This work scheme generates better results by bringing a 360° perspective into the development and deployment of the product. Furthermore, each discipline becomes more engaged with the others, ultimately upskilling the capabilities of the entire team.
According to Jose, “Passion is something people either have or don’t, and it can’t be measured by a test; it is something you only grasp from a sincere conversation or demonstration, hopefully in the candidate selection stage.”
In order to hire people who love what they do, and bring their best version into work, every leader needs to ensure people have passion and motivation, resulting in a team of missionaries and not mercenaries.
José considers the following question to be one of the most important in the recruitment process: “What makes you get up every morning and want to change the world?”
Although there is no right or wrong answer, the recruitment team is looking for responses that provide a glimpse into the candidate’s thought process and what inspires them. The clearer and more grounded responses tend to be a good indicator of passion.
Motivation, on the other hand, can be created. It is the organization’s responsibility to build it through leadership, empowerment and accountability. As José concluded, “Motivation is essential, and it comes from exemplary leadership and the team falling in love with the product.”
“Success should be measured through metrics, not guts and feelings,” José remarked several times during his conversation with The Org. Each and every employee, including software engineers and data scientists, should be responsible and accountable for the organization’s metrics and goals as well as understanding the impact resulting from their work.
When structuring teams, leaders need to emphasize the importance of sharing common goals while establishing a clear commitment and how these will be met on both individual and team levels. This is crucial for creating a harmonious working group as employees will always act with the organization’s best interest in mind and will collectively exert efforts towards reaching metrics.
“Teams that have clear KPIs should have the liberty to set their roadmap, decide how they are organized, and deploy the necessary resources to execute their plan,” Jose said.
Hiring managers and other team leaders should spend most of their time recognizing and enhancing their teams without envy or fear of lack of recognition, all while giving value and visibility to everyone's work and becoming the bridge that facilitates communication and cohesion until it begins to occur naturally.
“A good leader prevents the group from deviating from the path, and if they do deviate, they identify why and lead them back on track,” said José, who deeply believes that a leader is only as good as their team. “Exemplary leadership recognizes that the whole is greater than the sum of the parts. Enforcing one’s ideas will never be as fruitful as bringing the whole team, from software developers to sales and marketing, together to collaborate.”
Management must trust and respect the autonomy of its product teams; they must be enablers and not detractors of their work, said José. Trust is conveyed when the team is given a vision and are permitted to create their own path to tangibilize it.
Trust from the managerial team is a crucial factor for team performance. Without it, team members and leaders are not willing to voice their opinions, questions, or improvement ideas in order to co-create.
“Trust building can be easily created when accountability is in place, and it can be boosted with open interaction and good communication between product leaders and the executives,” said José.
The Org is a professional community where transparent companies can show off their team to the world. Join your company here to add yourself to the org chart!
The ORG helps
you hire great
Free to use – try today