For me, “High-Performing Teams” is one of my favourite topics within my leadership philosophy. My goal is to get the most out of the team by ensuring everyone is motivated and having fun—because I believe that’s when the highest contributions are made. My role is to understand how each individual can bring their best to the table.

Since 2023, we have partnered with AmaliTech. Their junior to mid-level talent fits seamlessly into our framework, especially because we have a senior architect within our team who can support the juniors with coding. Essentially, this has allowed us to build a highly effective team.

How Can High-Performing Teams Be Built with AmaliTech?

Recognizing Mindset and Skills Within Teams

Mindset and skills are not universally identical, and between the two, I always prioritize mindset—provided that the skill level meets a baseline standard. That’s why understanding cultural nuances is vital, such as in Ghana, where we explore how the local culture influences team dynamics. We aim to enrich ourselves culturally to improve as a team overall. Each location contributes uniquely, depending on its collective mindset, so the key task is uncovering how individual contributions can align with specific projects. Sometimes, simply asking someone from Ghana, "What excites you? Where do you see yourself making the greatest impact?" yields better results than assigning roles without dialogue.

Working Collaboratively, Not Just “Throwing Tasks Over the Fence”

Fostering intentional interdependencies through integrated collaboration is essential. It’s not about one team handing tasks over to another—it’s about mutual understanding and defined roles. This approach is particularly rewarding when blending various locations and work cultures, as it unlocks maximum potential through thoughtful integration. AmaliTech team members fulfill their roles seamlessly within our structure, just like team members from Bonn or Kosice. Where legally feasible, they’re embedded into our workflows to undertake tasks suited to their skills and experience. Bridging boundaries, whether geographical or cultural, takes significant effort, but it’s a key driver of success for any team aiming to evolve. Without it, teams often fall back on old habits. Business teams, too, thrive on fresh influences, no matter where they come from.

Creating “Safe Spaces”

For me, establishing a “safe space” within the entire team is critical. With a foundation of stability and security, everything else can flourish. I strive to empower individuals to take on greater responsibilities than they might believe they’re ready for while always meeting them at eye level. Personally, I ensure I don’t assert hierarchy, but instead engage with team members actively and meaningfully. I genuinely take an interest in what drives them, even by exploring aspects of their culture, like listening to the Ghanaian artist Black Sherif, to show authentic curiosity and encourage open communication. This isn’t a strategic move—it’s a reflection of my love for learning new things.

We also make sure that such openness never leads to negative experiences. One example was a design-thinking breakout session that included two interns from Germany, a colleague from Rwanda, one from Ghana, two seasoned team members, and myself. It was a wonderfully diverse group, and everyone appreciated the value of multiple perspectives. I always reinforce that the worth of an idea isn’t tied to hierarchy but to the quality of the contribution.

To successfully build high-performing teams with AmaliTech, a company must bring genuine interest in jointly achieving success—not just extracting as much as possible. This isn’t a simple delivery relationship but a true business partnership on equal footing, and that is how it must be viewed. Everyone involved needs to commit to the collective success. This is more of a partnership than a standard dependency relationship—both parties bring significant value that must be integrated for mutual growth and success.

Thorsten Müller is the SVP für Talent Attraction and Sourcing as a central function at Deutsche Telekom’s headquarters.