Conduce DCV (Driving DCV): much more than aligning the managing styles of teams

Launching a managing model for teams inside companies is a great challenge for any firm. The Depósito Central de Valores (DCV) decided to undertake this challenge and, five years ago, through the Conduce DCV program, it began to work on this model. Accordingly, it regards a model that groups and defines the expected corporate behaviors of the leaders of our organization.

The goal is to specify the principal driving attributes and expectations regarding the role of company leaders, with the objective of directing and mobilizing people towards objectives and professional development of work teams.

One of the key concepts of the Conduce DCV program is strategic alignment, that is, the identification and commitment to the organization and its vision, mission, values, strategy and objectives. Therefore, allowing the respective employee to act as a representative of the Company before its team, thus, managing to structure the roles and responsibilities in accordance with the institutional framework.

- What tools are delivered to the leader to manage the motivation of its team?

The focus in motivation management is to enable spaces to motivate, engage and mobilize team members, promoting recognition and generating fellowship activities in order to generate greater knowledge of the team members so that bonds of trust are built, allowing the sense of belonging to be strengthened.

- What do you do to promote excellence in the performance of employees?

Performance management is an ongoing process that requires modeling, developing and enabling the different behaviors expected from DCV employees. This is done through the periodic observation of individual work, the fulfillment of the objectives set, and the behavior evidenced in that process. The above by way of giving timely feedback, all of which generates space for professional growth. With each employee, the performance maps are identified in order to clarify responsibilities and expectations of their performance.

- How was it possible to align leaders when approaching management and their commitment with business?

It is constant work that is reinforced every year, not only with Conduce DCV but with different programs and focuses, always putting the “business” at the center through the alignment of team driving styles, linking goals and organizational challenges with the respective corporate behaviors that leverage them.

In an increasingly complex, uncertain and turbulent world, companies must focus on leadership systems that attract, develop and seduce talent. These systems must also encourage leadership that acts in a “cascading” manner and with autonomy, rather than relying on leaders located at the top of the decision chain.

But this autonomy does not mean total independence: it is about developing leadership duly aligned with the strategic objectives, based on a proper organizational analysis and on defining a leadership style or brand appropriate to the organization.

That is the framework in which DCV has worked. Accordingly, the great challenge that it entails is to convert leadership development efforts into something operational and effective. That is our goal.

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