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ommunicating better can help you achieve your goals and deepen your relationships.

When I was 15 years old, I enrolled in a program to study English in what seemed like the middle of nowhere, also known as Iowa.

Having grown up in France and Switzerland, I spoke zero English. In Iowa, I couldn’t understand what people were telling me, and I couldn’t express myself. I couldn’t connect with people, I couldn’t create interactions, I couldn’t build friendships. I faced some of the most difficult months of my life because I was in some ways mute, and in some ways deaf.

But that experience taught me the most beautiful aspect of human communication. As I learned to speak, as I learned to listen, as I learned to connect, I was able to create a social network around me. It was human communication that set me free.

Fast forward to today, and I have spent my whole career researching and sharing what I know about effective ethical communication. Some questions that have animated my work include: What communication behaviors exemplify our best potential as humans? What are some small actions that will help us interact more effectively? What communication behaviors have a butterfly effect?

Based on my research, I’ll share six concrete behaviors that you can enact in your life today to improve your communication. At work or at home, these tips can help you start to inspire and influence the people around you. They can help you grow and change yourself, allowing you to deepen your relationships and create a better social world around you.

1. Greet to create human contact

In most people’s minds, communication is a mode of transmission: You have an idea to send out, and once the message is sent, you have accomplished the goal of communication.

But communication is more than transmission; it’s also creation. It creates experiences and builds relationships. If we take away communication, we take away relationship. In fact, I would propose that when you communicate, you are doing the work of relationship. You are relating.

The work of communication often starts with greeting, which is a simple but significant behavior: the moment when you initiate the process of making contact. One of the most disrespectful things a doctor can do when they meet with a patient is not greet them. When educators greet their students, it actually affects learning. And the best managers and leaders create opportunities for connection: They check on their employees and ask how they’re doing. They’re constantly in the process of building relationships.

As part of the New Zealand Language at Work project, researchers studied over 500 emails from two organizations: one company that was experiencing a lot of conflict, low morale, and turnover, and another with a very positive culture. After looking closely, the researchers noticed something striking: In the organization where people did not get along, the emails sounded like this:

The meeting is at 3:00 p.m.

That’s it. But in the company where people were getting along, the emails sounded more like this:

Hi everybody, hope you are doing well. Looking forward to seeing you at our meeting on Friday at 3:00 p.m. Have a great week.

Warmly,
John

The content is the same, but the little details that we add help us manage our connections with other people. Communication oils the social wheels; it is not just a mode of transmission.

To put this into practice, try initiating contact with three people that you do not know very well, but who are stakeholders in your organization; they can be anybody in the organizational hierarchy. Greet them. Ask them how they’re doing; set up a Zoom call or a lunch; take a little bit of time to connect with them. If you practice this, then you’d be able to create deeper connections with people around you and expand your network of influence.

2. Ask to discover the unknown

When we ask questions, we are going on a quest. We are putting ourselves in a position to discover more, to learn from a position of humility and curiosity.

On a basic level, we can distinguish between closed-ended questions and open-ended questions. Closed-ended questions—“Do you like blue or yellow?”—tend to narrow and control human interaction. Open-ended questions, on the other hand, tend to expand and give people freedom to decide what to share and what not to share—like “Tell me about some of your favorite experiences in your life” or “What conversations have impacted you?”

One way of improving your communication is to learn to flip your questions from closed-ended to open-ended.

On annual reviews, for example, it’s very tempting to say, “Did you have a good year?” But what if we flip the script and ask, “What can we do to help you reach your potential? What can we do this year to serve you and help you grow?” I learned this from an organization called Performance Group Management in Little Rock, Arkansas. With those questions, not only was the organization able to retain their employees, but they were able to find ways of helping them grow internally and build what has been widely celebrated as a very positive culture.

As another example, I do some research with Heifer International, which is trying to help create personal transformation in individuals around the world and help them end poverty in their own communities. Instead of asking, “Do you need help?,” they begin the process of change by asking people, “What are your dreams? What are your hopes?”

3. Compliment to affect people’s sense of self

The single most important truth in the field of human communication is that what we say, what we do, affects people. It affects who they are, in the moment, and it affects who they become. I think a lot about this as the father of three young children.

Complimenting is just one behavior among many that illustrates our capacity for affecting people in a positive way.

Sometimes, when I do trainings, leaders ask me how many compliments they should give to get their staff to do what they want. But compliments should not be used in a robotic way. Instead, I am advocating for a way of being. Complimenting is the choice to affect who people are and who they become, their sense of self. In fact, research suggests that we underestimate how good compliments make people feel.

“What we say, what we do, affects people. It affects who they are, in the moment, and it affects who they become”

―Julien C. Mirivel, Ph.D.

What is the best compliment that you have ever received? What has someone said to you that has positively impacted you? In my research, we have found that often those moments come from leaders, managers, supervisors, or teachers. When people we look up to say something about us that resonates, we take it in; we integrate it.

To put this into practice and make your own mark, you can think of three people that you really value around you, and deliver a meaningful compliment to them about their strengths. Or you can send an email to your team and say, “I want to celebrate the work that you’ve done, the strength that you’ve shown, especially as we respond to a global pandemic.” Communicating positively is about being intentional. As a leader, a parent, a partner, or a friend, we can all choose to use our words to do a little good.

4. Disclose to deepen relationships

The second important truth about communication is that the connection and closeness we feel with others is not a state that we can hold on to; it’s something we do. And the way we go about enacting this sense of love and collegiality is by the act of disclosure: revealing how we think, how we feel, and who we are in an authentic way.

Not all disclosure has the same function, but it does have some common elements. First, the disclosure needs to be authentic. It has to reflect this congruency between what you feel on the inside, and what’s happening on the outside. It has to be communication that’s truthful, honest, and personal, that reflects what you think and what you value.

It has to have integrity, and, more importantly, it has to be human. The more your experience can reflect our common humanity, the more it’s likely to resonate with other people when it’s spoken.

Research by Robert Ulmer, who is an expert in crisis communication at the University of Nevada, Las Vegas, suggests that when leaders practice open and honest disclosure, they’re able to respond much more effectively to crises. In one case he studied, Malden Mills CEO Aaron Feuerstein immediately responded to a fire affecting several manufacturing buildings by communicating openly and publicly with his stakeholders: “We’re going to continue to operate in Lawrence. . . . We had the opportunity to run to the south many years ago. We didn’t do it then and we’re not going to do it now.” Being open and honest shows that we care about our stakeholders and want to learn from the crisis.

To put this into practice, think of somebody that you can text right now to share that you’re grateful for them. Be open and be honest with them. You can just say, “I’m thinking of you, and I just wanted you to know that I’m grateful to have you in my life.” Pay attention to the feelings and thoughts going on inside of you—should I do it, should I not do it, how are they going to respond? Despite all that, in this moment you can choose to express your gratitude. That’s disclosure.

5. Encourage to give support

Human communication, I would argue, is just as tangible a way of giving as giving money. We use communication to give love. We use communication to give affection. And when we choose to encourage others, we are using communication to give people the social support they need to develop and succeed.

I believe that we can transform any ordinary moment into an extraordinary one by what we say and share with other people, no matter what our role is.

Here’s an example from my own career. For many years, whenever my students struggled, I would always say, “Hey, why don’t you just ride the wave a little?” Then, during one incredibly hard year of work, I got to my office and found an email from my wife. Inside was the message, “Ride the wave, baby,” with a Photoshopped picture of me on a real surfer. I remember that moment to this day.

That is the power of encouragement. What we say and do can make an impact not only in that moment, but as a source of support for years to come.

6. Listen to transcend differences

Learning how to become a better listener is not a small feat, but experts agree that it’s a common trait of good leaders. If you can choose to listen deeply, you can transcend the perceived differences that exist between you and other people.

You can learn to listen more deeply by maintaining a high degree of openness to other people’s perspectives and viewpoints. It also requires withholding judgment of people and their actions. Psychologist Carl Rogers called this “unconditional positive regard”: a way of looking at people with warmth, without any conditions. In order to listen deeply, you have to cultivate deep empathy, the ability to look at other people’s perspectives not to see whether they’re right or wrong, but to understand their vantage point.

Finally, you have to learn how to give somebody your full attention. Physically leaning in with your body will start the process of deeper listening. If you get really frustrated, take your hand, put it underneath the table, and open it slightly—a physical gesture of openness. Listening can be uncomfortable, but there is a lot to learn if we quiet everything going on inside of us and turn our attention to other people.

I believe that if you practice positive communication, it’s going to help you grow as a professional and as a person, create high-quality relationships at work and at home, and lead more effectively. When you take these small actions, you’re beginning a butterfly effect. You’re starting to change the script on your interactions, which affects the relationships that you care about, the groups you work in, and the communities you belong to. And if we do this together, we will co-create a better society for ourselves and our children.

This essay is based on a talk that is part of the Positive Links Speaker Series by the University of Michigan’s Center for Positive Organizations. The Center is dedicated to building a better world by pioneering the science of thriving organizations.

Source: https://greatergood.berkeley.edu/article/item/the_six_keys_to_positive_communication

Q

ué es el flow: otros niveles de productividad

• Una persona entra en estado de flujo (flow) cuando se enfoca totalmente en la tarea…
• …que básicamente no existe nada más
• ¿Cómo podemos estar en ese nivel?

Dos días y medio. Ese fue el tiempo que le llevó al novelista irlandés John Boyne (Dublín, 1971) escribir del tirón el primer borrador del que hasta la fecha es su mayor éxito editorial, El niño con el pijama de rayas (Salamandra, 2007). Dos días y medio de escritura frenética, sin apenas comer ni dormir. El autor declaró más tarde que había tenido la sensación de que el niño protagonista le susurraba al oído las palabras que debía escribir, empujándolo a llegar hasta el final de la historia. Con apuntador imaginario o no, probablemente lo que Boyne experimentó durante esas sesenta horas de éxtasis productivo es lo que los expertos organizacionales llaman “estado de flujo”.

El estado de flujo (flow, en inglés) es uno de los conceptos estrella de la llamada psicología positiva, esa rama de la ciencia que ahonda en el bienestar psicológico de las personas y que tanta aceptación tiene en el management actual. Según uno de sus máximos exponentes, el norteamericano Mihály Csikszentmihalyi, el flow sería “un estado subjetivo que las personas experimentan cuando están completamente involucradas en algo, hasta el extremo de olvidarse del tiempo, la fatiga y de todo lo demás excepto la actividad en sí misma”. En otras palabras, el flujo es una especie de trance durante el cual una persona logra una inmersión total en su trabajo, obteniendo los más altos niveles de rendimiento y calidad de ejecución.

Como en el caso del Boyne, el estado de flujo suele asociarse a labores creativas. Sin embargo, pintores, escritores o músicos no son ni mucho menos los únicos capaces de amarrarse a la mesa de trabajo para rentabilizar la vista de las musas. En realidad, cualquier profesional, del ámbito que sea, puede experimentar en algún momento esa mágica sensación de “estoy que me salgo”. “Conocí a un directivo del área comercial que solía levantarse a las seis de la mañana los sábados para trabajar en su casa hasta las nueve. Me confesó que esos momentos, en los que había completo silencio y conexión consigo mismo, era cuando más placer obtenía de su trabajo”, cuenta Pilar Jericó, presidenta de Be-Up.

“Un empleado feliz es más productivo, comprometido, creativo e innovador”

Y es que el flujo tiene mucho que ver con el placer. Para Manu Romero, fundador de la startup Departamento de Felicidad, un trabajador que fluye es un trabajador feliz, con el impacto que para cualquier organización supone contar con un profesional así en sus filas. “Diversos estudios y experiencias profesionales confirman que un empleado feliz es más productivo, comprometido, creativo e innovador, lo que da lugar a mejores resultados de negocio, mayores ventas y mejores calificaciones de los clientes”, asegura.

Quizá feliz, sí, pero también sacrificado. Porque la satisfacción que proporciona ese ‘fluir’ va frecuentemente acompañada de atracones de trabajo. De hecho, que a un trabajador se le pasen las horas en un suspiro, sin apenas darse cuenta de que el cansancio empieza a hacer mella en él, es un claro síntoma de que está empezando a fluir.

Claro que sarna con gusto no pica. Y es que, advierte Pilar Jericó, el esfuerzo es un requisito innegociable para llegar hasta ese punto de excelencia. “Las cosas que valen la pena siempre requieren esfuerzo, especialmente al principio. En esas fases iniciales el trabajo duro es lo más importante. Pones mucho empeño porque llegar al objetivo es tu máxima motivación, tu sueño o porque te pagan por ello. Pero después, llega un momento en el que de tanto aplicarte en la tarea desarrollas cierta maestría en ella, y ahí es cuando comienzas a fluir”.

Naturalmente, que te guste lo que haces es un plus. “Tener la oportunidad de desarrollar aquellas actividades en las cuales nos sentimos más realizados nos ayuda a disfrutar de nuestro puesto de trabajo”, dice Manu Romero. ¿Quiere decir esto que quedamos exentos de hacer aquellas otras partes del trabajo que nos resultan menos apetecibles? Desde luego que no, puntualiza este experto. “Pero el prisma es totalmente distinto cuando sabes que esas otras cosas forman parte de unas responsabilidades que, en términos globales, te satisfacen”.

Honorio Jorge, experto en Recursos Humanos y Organización, cree, en cambio, que no es imprescindible que una actividad te enamore para realizarla muy bien o incluso con brillantez. “Lo que nunca debe faltar es que la persona disponga de las habilidades necesarias para ejecutar esa función con un resultado exitoso. Y para esto es clave tener a la persona correcta en el puesto correcto“, explica. Otras condiciones necesarias para llegar a ese estado deseable son que “las tareas sean moderadamente desafiantes y requieran de concentración y enfoque, tener objetivos claramente establecidos y ofrecer datos que permitan al trabajador autoevaluarse”, resume este especialista.

Empresas con flow

En las cosas del fluir no todo depende exclusivamente del protagonista. El entorno puede tener una influencia notable. Positiva o negativa. “La empresa ha de saber que no desmotivar a sus empleados es rentable, que sus empleados (algunos) saben hacer bien las cosas y que para que, además, quieran hacerlas tienen que poder utilizar sus habilidades y su talento”, comenta Luis Colmenero, creador de la marca Coachingümer. Según este coach, “cuando te complican las cosas en el trabajo y tu única emoción es la de no querer volver el día siguiente, es imposible que se de el estado de flujo”.

“Cuando te complican las cosas en el trabajo y tu única emoción es la de no querer volver el día siguiente, es imposible que se de el estado de flujo”

El problema, comenta Honorio Jorge, está en que en muchos casos las propias dinámicas laborales dificultan esa manera de funcionar. “Imaginemos a un trabajador que en pleno estado de flujo es interrumpido por la asignación de un nuevo encargo… Esto tiene un impacto negativo en la productividad, y está relacionado con una mala planificación y con el hecho de que en muchas organizaciones lo urgente se come a lo importante de forma recurrente”.

También el espacio físico juega su papel. Los ‘fluyentes’ necesitan cierto aislamiento y alejarse de las distracciones para entrar en modo flow. Unas condiciones que parecen chocar con las últimas tendencias en diseño de oficinas. “Los espacios operativos diáfanos, por ejemplo, aportan muchos beneficios a las empresas en cuanto a la cohesión del equipo, pero no son los más adecuados para la realización de determinadas labores para las que se necesita mucha concentración”, reconoce Jorge.

¿Qué pueden hacer las empresas para ayudar a sus trabajadores a alcanzar ese Nirvana productivo? “Facilitarles que hagan aquello en lo que son realmente buenos y que disfrutan haciendo; definir objetivos claros y alcanzables a los que se pueda dar seguimiento; trabajar por dichos objetivos, impulsando la autogestión del tiempo, y reconocer los logros“, sintetiza Manu Romero.

La empresa puede allanar el camino poniendo las condiciones adecuadas. Pero al final es el profesional quien debe cruzar ese umbral por propia iniciativa. Luis Colmenero: “Si somos buenos en lo que hacemos, si a la vez estamos motivados y podemos emplear nuestros recursos, el desempeño en nuestro trabajo será el óptimo y rentable para nuestra empresa. Porque cuando estamos sumergidos en una tarea por la pura satisfacción de hacerla bien, es cuando nos suele salir mejor”.

Las opiniones expresadas son sólo responsabilidad de sus autores.

Fuente: https://www.eleconomista.es/empresas-finanzas/noticias/10331995/01/20/Los-buenos-trabajadores-tienen-flow-el-estado-de-flujo-dispara-los-niveles-de-productividad.html

Liderazgo positivo en las empresas

El Reporte Mundial de Felicidad indica que los jefes tienen un efecto importante en la felicidad de los miembros de un equipo de trabajo.

Por Rosalinda Ballesteros

En marzo de 2017 se publicó el “World Happiness Report”, que incluye un capítulo sobre la felicidad en el trabajo. En él, Richard Layard, economista de la London School of Economics, nos invita a pensar en el nivel de productividad que tendría un país si las personas fueran felices. Por ello, sugiere diseñar espacios llenos de felicidad para todos. Ante este interés mundial por el tema, la primera gran pregunta a hacernos es: ¿Qué es la felicidad?

Martin Seligman, de la Universidad de Pennsylvania, encuentra cinco elementos que nos hacen más felices: la positividad (sentir emociones positivas), sentir un estado de absorción con lo que hacemos, sentir que contamos con una red de apoyo, entender el significado de la vida para nosotros y tener una sana evaluación de nuestros logros en la vida.

La Organización Mundial de la Salud calcula que uno de cada cinco individuos sufrirá de depresión o ansiedad durante su vida, así que trabajar en prácticas de felicidad también es una estrategia preventiva para estos males que nos aquejan en la vida laboral.

Estudios de la Universidad de Colorado han encontrado que, cuando las personas están felices en su trabajo, se reduce la rotación del personal y se enferman menos; y que, cuando lo hacen, se recuperan más rápido, lo que reduce el ausentismo.

Finalmente, la productividad aumenta hasta en un 13% cuando una persona se encuentra en un estado emocional positivo. En este sentido, se cometen menos errores y se es más productivo en las horas de trabajo.

Algunas compañías piensan que la felicidad en el trabajo implica tener chefs cocinando los caprichos de los empleados 24/7.

Sin embargo, el reporte mundial de felicidad indica que los jefes tienen un efecto importante en la felicidad de los miembros de un equipo de trabajo.

Por ejemplo, recibir un premio o tener un reconocimiento monetario tiene un efecto positivo, aunque no de manera sostenida.

En un estudio, desarrollado durante seis meses, se encontró que hay mejores resultados cuando el líder otorga un reconocimiento verbal positivo de forma sostenida, en lugar de un premio monetario o físico.

Con toda esta información y la moda por la felicidad en el trabajo, no faltan fórmulas para lograr los beneficios de estas prácticas. Una manera sencilla y sin alto costo es la que sugiere Kim Cameron: comunicación positiva, clima positivo, relaciones positivas y crear significados positivos del trabajo.

En el tema de la comunicación positiva, una de las cosas que el líder puede hacer es enfocarse en la transparencia y en el reconocimiento de las fortalezas de su equipo. Todos los seres humanos tenemos un sesgo hacia lo negativo y constantemente estamos corrigiendo. Esto está bien, pero también es necesario apreciar y destacar lo positivo de manera diaria y constante.

Un clima positivo es aquel que está lleno de emociones positivas. John Gottman, en sus estudios sobre evaluación de las relaciones humanas, encuentra que nosotros debemos experimentar al menos cinco emociones positivas por cada negativa para evaluar que tenemos un día positivo.

La gratitud es una de las emociones más sencillas de crear en el ámbito laboral. Como líderes, podemos ser agradecidos con las pequeñas cosas y también generar rituales de agradecimiento de lo que cada miembro del equipo hace por los demás.

Entonces hay que crear un ambiente de alta energía donde la confianza de los miembros del equipo esté siempre presente. Para generar confianza es necesario compartir la información valiosa para los empleados, así que el líder debe encargarse de integrar espacios de colaboración, más que de competencia. Otra forma es implementar prácticas de conexión, como jugar juntos.

Finalmente, la última pieza clave de esta fórmula es entender el significado del trabajo y que lo que hago en él tiene un efecto más allá de mi trabajo. Para ello, los líderes de los equipos pueden hacer ver a los colaboradores el efecto de su trabajo, ya sea para el cliente o para el propósito de la compañía.

*Rosalinda Ballesteros Valdés es directora del Instituto de Ciencias de la Felicidad.

Contacto:

Página web: cienciasdelafelicidad.mx

Las opiniones expresadas son sólo responsabilidad de sus autores.

Fuente: https://www.forbes.com.mx/liderazgo-positivo/

You can build a technology and innovation self-managed team to boost your organization.

What is a high-performing team in software engineering?

There are different several ways to define performance.

One way that makes a big difference is how much the team is dependent on its leader. When the leader makes all the decisions, it limits the team’s potential.

You can measure the effectiveness of leaders when they leave either for a short time or permanently. If team performance declines, it’s a sign that the leader didn’t create the conditions for the team to manage themselves.

Why do self-managed teams need a leader?

You can see the top-performing teams in the world, like sports teams, for example.

• What do they do?
• What are the conditions?
• What behaviors do they demonstrate?

Is the coach on the field during the game to make all the decisions? No, coaches do most of their work before and after the game. They give feedback, share insight, give advice, and prepare their players for the next game.

Inexperienced managers often have a desire to make all decisions, even those on the front lines. They get impatient, and take most of the decisions rather than see them learn from doing or coaching them to improve.

The role of leaders is to get the best performance out of the team.

And to make the vision and goals clear for all.

What is a self-managed team?

How a team makes decisions? Is the leader approving or making every decision? The role of the leader is to make employees think for themselves.

In a self-managed team, even the most junior employee is empowered to make a meaningful decision that affects the team’s performance.

When working with your team always ask these questions:

• Is the company/project vision clear?
• Are the company/project goals clear?
• Do you understand what we’re trying to accomplish and objectives?

Everybody has to think of these answers to be a winning team.

Set the common ground and start coaching from there.

In software, teams are very common an engineer comes to you and asks, “What should I do? How should this work? Is this the correct way to do it?” You can respond by asking back, “What’s the goal we’re trying to accomplish? Which direction do you think would serve the vision and our goals better?”

Managers often decide for the person because it’s faster. Then the same engineer goes and does what the boss suggested without taking the time to think why?

It is a far better option to make the engineers think through the vision, the goals, and the trade-offs. Once they’ve done it, they can tell what options are better and why.

The coach has to point out potential flaws in their reasoning. Maybe they made an inaccurate assumption, other data, or a different approach.

Managers must teach engineers how to think about complex matters.

Engineers should consider the vision, the goals, and the data, so they can decide on doing some analysis.
When your engineers do this, you can coach them to solve complex problems, instead of solving for them. At that point, a team member can grow.

How to develop a self-managed team?

Every challenge is a learning opportunity; don’t take them away from the team. Ideally, they should be making most of the front-line decisions.

But even after deciding for your team, you can sit down with them and explain the reasoning behind the decision.

It’s worth investing time into because if everybody on the team thinks and analyzes by themselves, they all can move faster.

How do you measure the performance of management?

A manager being overloaded with work may be a warning sign. Managers should delegate more responsibility to their team and let them own it autonomously.

Strategies for leaders to build self-managed teams

1. How often do engineers ask the leader to make decisions

Watch for these types of questioning:

• Can I do this?
• Should I do this?
• Am I allowed to do this?
• Do you approve this?

2. Do more coaching

Don’t make decisions for them, unless you have to. Instead try, when they come with questions, ask back, “What would you do in my place?” make them think through the problem. Or try explaining, that you want them to think for themselves, analyze and take decisions, to become a more complete professional.

3. Encourage the team to make decisions

Growth happens when somebody gives you an opportunity and trusts you to make it happen. You need space and support to deliver a goal.

A good manager can get results. A great manager can get results and grow their people, so they can do the same for others. Most people are open to and grateful for these opportunities. They see this helps them to grow.

Communicate purpose to become a self-managed team

Set a clear expectation for them to think for themselves and to make decisions. Ask them to think about it and make a proposal.

Always clarify the vision and the goals first.

Leaders are not the right people to make frontline decisions. They must help the individual collaborators to make the right decisions.

Help them make decisions, and coach the thinking process and reasoning.

Requisites to become a self-managed team

Be patient, building technical self-managed teams takes time. Managers need to observe each team member’s thinking process and select if they are fit to be self-managed.

Some people are not comfortable making decisions. They might be slowing the performance of the overall team.

Take the time to evaluate your team and make sure they’re capable before you expect them to work autonomously. You may have to replace some people, but building a team of leaders empowered to make good decisions makes a lot of difference.

The mindset of critical thinking and growth is required.

Whether it’s possible to turn your team into a self-managed team, depends mostly on the team members.

What should I do now?

If you are interested in hiring a self-managed tech team from Mexico, contact us for a free consultation.

Our engineers have deep knowledge of web development and cloud, with many success stories building e-commerce, marketplaces, mobile apps, fintech, payments, banking, and retail.

Learn Why Towa Managed Teams is the right fit for your company, book a 15-min call with us now.