My current role at ICICI Bank entails three distinct aspects – credit appraisal, risk analytics, and policy enhancements – all involving different stakeholders. On multiple occasions, our team was confronted with delayed deliveries owing to increasing dependency on both internal and external stakeholders. There was a definite and immediate need to address the issue.Given my technical background, I initiated an in-house automated risk reporting plan. The project was aimed to reduce timelines by reducing the dependency on other business groups. I formed and lead a team of 4 analysts for the task. While the kick-off went smoothly, we ran into several hiccups as we progressed. Owing to inexperience in coding for some team members and an overwhelming amount of regular work during the last quarter of the financial year, the project soon became a back burner item for the majority of my team. It eventually got difficult to keep up with the scope of such an endeavour and we often worked ~75 hours a week to manage the piling workload. There was an unspoken need for constant motivation and innovative leadership.To address these concerns, I assigned skill-specific tasks to each team member, created shared issue logs, hosted project files on a shared path and above all, pre-empted the weekly workload in conjunction with credit and policy teams to better manage our time. Any issue faced by one member was swiftly taken over by another through the common issues-log and addressed instantly. Lunch time brainstorming sessions were conducted each day for constant motivation and creative flow of ideas. Rapidly prototyping each workable idea into an actionable for the same day became the norm and led to the on-time delivery of the project.Currently running successfully, the project taught me a great deal about efficient delegation and community-based workplace projects. More so than ever, I believe strongly in the old adage – the efforts of a team are greater than the sum total of its individuals’.