The Embarkation and the Journey


Come! Embark with the Chronicler on a journey through Time and Transformation.

Four Stories. Five Crucible experiences.

What could be behind you taking this trip today……. and me telling you this tale?

Which Pandemic is going to leave a more lasting impact, the one inside the head or the one outside, can we be sure?

Can a moan carry with it the realisation that friendship and harmony have lost out to communal mindset and greed?

What do you say when you go away……. only to come back and find that your life has irretrievably changed?

In Learning………

Shakti Ghosal

The Reboot Toolbox


It was a simple idea that brought in the Reboot Toolbox. An idea about how to support our own-selves (as well as others) to remain relevant in a world with a new normal?

As part of the Reboot Toolbox initiative, a Webinar titled “Pandemic and how to plug-in to the future” has been showcased over the last couple of weeks to alumni associations, students and employees of Leading B Schools and organisations. The Webinar underlined the premise that different skill sets and way of looking at situations would be needed in the new normal. The webinar introduced to the participants practices using the 4 Action Stage initiatives framework and a Resilience Tool.

how to support our own-selves (as well as others) to remain relevant in a world with a new normal?

The Reboot Toolbox is about a vision to upgrade Leadership and Performance in a world with a new normal. A world in which Uncertainty and Volatility would be the norm. The Reboot Toolbox would strive to bring new thoughts and practices aligned to the new normal.

As part of the vision, I invite you to join the Cause. You could do that in the following manner.

(1) Engage in discussions on the forum.

(2) Contribute thoughts, articles and tools to support others in the journey.

(3) Spread the word about the Reboot Toolbox Webinars within your organisation as also to others. They come Free of Cost!

Should the Reboot Toolbox and its vision resonate for you, do reply back to me Offline on : shakti.ghosal@gmail.com

Stay well, stay safe!

In Learning……..

Shakti Ghosal

How do you maximise Your Professional Success?

What is that which blocks you from achieving professional success? What practices could you adopt to remove such blocks and maximise your potential?


‘Your limitation – it’s only your imagination’

Are you aware of what professional success would look like for you in terms of your performance, career and life ? What is that which blocks you from achieving professional success? What practices could you adopt to remove such blocks and maximise your potential?

Maximising our professional success is never about what impacts us but our response to that. We never see the world as it is, we see it and respond to it as it occurs for us.

We remain unaware that our listening ( or for that matter seeing, understanding, interpreting) is not an empty vessel, not a blank slate. We assume that whatever someone says to us (that is, what enters our ears) registers in our listening (lands for us) exactly as it was said. This is never so and this is what constrains and distorts our perceptions and actions.

Professional Success is thus really about creating a context that could empower you towards a future that you would like to achieve. What could be the elements of such a context?

Professional Success is also about moving up the effectiveness ladder in terms of  how you contribute viz. Doing it under supervision to doing it independently to doing it through others to setting a strategic direction. As you move up in this manner, your contribution expands in terms of your influence, perspective,complexity and impact.

Your Stakeholding network

To maximise your professional success I invite you to deliberate and try and answer the following.

  • What mental attitude and skills would you need to develop to be able to progress through the above stages?  
  • What kind of a risk-taking style do you have and how does it support your development? How could you change your risk-taking style in order to further increase your effectiveness?
  • What patterns do you see among those with whom you have the strongest relationships? What patterns do you see among those with whom you do not have the strongest relationships, or any at all?
  • Think about a person in your network with whom you have a strong relationship. What can you leverage in your relationship with this person to help you build or strengthen your relationship with others?
  • Choose one key person inside your network who, if you had a stronger relationship, could better support your effectiveness. What is the benefit of improving this relationship? What is the cost if you don’t? What if anything is getting in the way?
  • Choose one key person outside your network who, if you had a stronger relationship, could better support your effectiveness. What is the benefit of improving this relationship? What is the cost if you don’t? What if anything is getting in the way?

Should you wish to engage more, do visit:

http://www.empathinko.in/workshops/

In Learning…..

Shakti Ghosal

http://www.empathinko.in

Environment, disruption and you….

How to be an effective leader during accelerating change and disruption


Change is the only Constant. Or is it?

In my previous post, ‘Heralding the Twenties’ I had spoken of the Change Trap. To cope with an ever accelerating pace of change, we need to become someone or something we were never before. Which in turn leads to a negative impact on our creativity, performance and engagement. I had outlined a practice to avoid this negative impact.

As a changing environment and disruption touches us, we need to have a flexible surface to engage. Which essentially means the need to jettison our past derived rigidity and mindset. With accelerating change, our surface is always in a state of flux. For many if not most of us, this surface flux permeates inwards and starts effecting our core consisting of our values, our passions and relationships. This is when we fall into the Change trap.

Effective leadership in the midst of accelerating change and disruption starts with that changeless core containing your values, passions and relationships. You hold an enhanced awareness of these aspects. You then use these as guiding posts in your language and relationships. This becomes the basis for your effective tango with change and disruption.

An un-fixed and possibility-based mindset allows you to use future-based (rather than past-based) language with others.

If you already know based on your past experience, there is no place to change.

Be willing to reach out to others even if they are not seeking you.

Be willing to speak about the uncomfortable elephant in the room even if it disturbs a cosy status quo.

I invite you to think of and answer these questions in your dealings within your organisation and with team members.

  • What gets in your way of helping others who have taken on new and unknown challenges?
  • What language might you use with others which would ignite transformation?
  • What did you do that encouraged others to perform?

…… and more importantly,

  • What did you do that drained the energy of others?

Care to discuss on the above aspects further?

In learning………

Shakti Ghosal

http://www.empathinko.in

Heralding the Twenties


This image has an empty alt attribute; its file name is 2020s.jpg

“To improve is to change; to be perfect is to change often.”

 —Winston Churchill

We remain days away from entering a brand new decade.

A hundred years back, it was called the roaring twenties. An era of economic boom. What kind of twenties are we going to have this time?

I invite you to ponder on the above as also these questions. How would work change? What would create wealth? How would the exponential growth in 24 X 7 human connectivity through social media impact us and our lives?

We are into a world which is changing at an ever increasing pace. We need to continually become someone or something we never were before.

So what happens when we continually become someone or something we never were before? We feel discomfort, fear, uncertainty; we are on edge. How we feel impacts how we act, how we work. So being on edge with negative feelings as above leads to loss of creativity, inability to take risks, loss of productivity and engagement. And herein lies the danger of becoming someone or something we never were before. I call this the Change Trap.

So what could we do to avoid the Change Trap? Since it is difficult to control our feelings, we need to see how we could shift its impact on how we act, how we perform. One way of doing this is to focus inwards – into the kind of changeless core that we are and what makes us tick. Our big vision about the world and our self, our competences, our passions and our relationships.   

In the New Year, I invite you to do this practice for just the first fortnight to empower yourself and avoid the Change Trap. Write down the following in your diary every day for 15 days before you go to bed.

  1. When you were at your best today, what were you doing?
  2. When you saw your energy going up, what were you involved in ?
  3. When you felt happy helping someone, what did you do?

Should you persevere with this practise for a fortnight, you will notice how its impact changes your life and the world around you!

I wish you Merry Christmas and a lovely 2020 ahead.

In Learning…….

Shakti Ghosal

http://www.empathinko.in

The Dynamics of Arrogance


Dear Reader,

I wish you an empowering and purposeful New Year.

As we get set to usher in a brand new 2019, I would like you to reflect on the following.

What could we do in a fast changing and complex world that would satisfy issues faced by our team?  How could we develop our relational intelligence to gain traction with stakeholders?  How could we construct a dynamic game plan to get our organisation shift from the present to the created future?

What if I told you that the key to each of the above questions lies in one specific aspect of our own personality? 

To understand this some more, let me tell you my own story.

As the business head, I was the top dog in the organisational hierarchy. I felt cocooned by the warm comfort of managers, supervisors and executives being there to do my bidding. Somewhere along the way, this ‘being there’ feeling changed into a ‘better than’ mindset. And this is when my leadership problems started.

This image has an empty alt attribute; its file name is bad-leadership.jpg
The being there mindset

I began to think of myself as superior. I thought that as a Leader I had to be! And this led to my being arrogant. Over time this became my garb. ‘I had to use every opportunity to make all these little people understand that I was simply better than they were!’ I could just not afford not to know everything there was to know. So the arrogance led to my being inauthentic. Worse, the decision making increasingly started bordering on ‘my way or highway’. For accepting an outside possibility would undermine me would it not! This of course led to my becoming isolated.

Dynamics of Arrogance

My inauthenticity and isolation started eating into the organisation’s openness and team work. And when this impacted overall performance, the blame game hit the roof. With me of course doing most of the blaming!

The turning point came with the plummeting organisational performance. It took the shape of the following.

  • The advent of Self Awareness in me that “I need to curb this feeling of superiority that rears its head every time I interact”.
  • Getting my hands dirty by adopting a ‘walking and talking’ leadership style and thereby becoming curious about people, not results.
  • Practicing the Attitude of Gratitude, realizing how fortunate I have been in receiving support of others inspite of my shortcomings.
  • Leading with Generosity by jettisoning the fear of being taken advantage of. Realizing that even though I would be taken advantage of,  that would be better than being closed to openness and possibilities.

So in the New Year, what could each one of us do as leaders to jettison our superiority mindset and arrogance?

In Learning……..

Shakti Ghosal

The Millennial Leadership Series : Core of Leadership transformation


The only way to change someone’s mind is to connect with them from the heart.”

– Rasheed Ogunlaru, Life Coach & Speaker

 

How-Well-Do-You-Use-the-Leadership-Skill-of-Empathy

Recently I had the opportunity to be a Master Mentor to a set of alumni mentors of a premier business school as part of its ambitious initiative to offer a Career Support Program for its graduating students.  As the master mentor, my role was really about ensuring the effectiveness of the mentoring process.

The alumni mentors had graduated from the same school few years back and were shaping up as young business leaders in the industry.

In one of my interactions, an alumni mentor mentioned that inspite of his efforts, he sensed a lack of openness and desire to engage from some of the students. I could sense his frustration of seeing his mentoring efforts becoming unproductive.

I asked, “What shows up when you think of your own leading ability?”

“Well, when I am able to influence and get things done”, he answered.

“… and when you see that happening, what behaviours do you display?” I continued.

Reflecting a bit, the mentor replied, “Well I believe I encourage people to take on new initiatives.”

I could sense the disparity between what the mentor believed he was committed to and the outcome that he was achieving. I avoided saying so.

Changing the track somewhat, I then asked, “What do you think gets in the way when you try to support others to take on new challenges?”

The alumni mentor responded almost immediately, “Well I think I need to be more empathetic and less of a stickler to holding people accountable.”

I thanked him for this great insight.

***********

As a Leader, Manager or Supervisor dealing with teams tasked to produce outcomes, we get conditioned to link results to all that is happening outside us. So tracking people, their performance and holding them accountable comes naturally to us. Very seldom do we look inside our own selves to determine whether the way we speak, listen and act could have a bearing on our team member’s performance. This is where the power of empathy steps in.

In the disruptive world that we live in, where past performance has less and less traction for the future, Leaders need to anchor more within, with empathy at the core of growth and transformation.

  • What might you do today to focus on building trust through empathy?
  • How could you be a ‘success enabler’ of people by proactively removing barriers out of their way?
  • How could you be a sounding board for people to come to, so that you could put them in a position to succeed?

In Learning

Shakti Ghosal

 

‘The more things change, the more they remain the same’


The more things change the more they remain the same

 

Have you been witness to the following situation in your workplace?

Team member speaks of things like: “We just do not have what it takes. It will not work out for us. We are more involved with internal politics and lack initiative. We are always behind and late in responding to competition. Our leaders just do not possess the calibre required.  We will only go down and down…….”

Leader responds with thoughts like : “ We have a mediocre set of people working here, they just do have the capability. We keep on training them , we involve them in decision making but they just don’t have any good ideas. We just cannot afford more expensive professionals so need to make do with such mediocrity. We are doing the best we can but our team is not upto the mark………….”

The perception about the problem and what is needed to remedy it is diametrically opposite in the minds of team member and the leader. What remains common for both the sides is the direction in which the organisation is heading, which is only downwards. Opposing perceptions, opposing prescriptions, same outcome!

In the words of Steve Zaffron and Dave Logan in The Three Laws of Performance:

“Everyone experiences a future in front of them, even though few could articulate it. The future lives at the gut level, we know it is what will happen. We call this the default future, and every person has one. And so does every organisation. We live into our default future unaware that by doing so, we are making it come about.

………….the same dynamic exists at the organisational level. Statistical evidence shows that most significant change efforts fail. This is because regardless of the Management interventions tried, the default futures of employees and leaders are still in place. The more things change, the more they stay the same.”

‘The more things change, the more they remain the same’

With the new millennium heralding an increasingly volatile, uncertain, complex and ambiguous (VUCA) environment, the tenets of Change Management as we know it, might not work.

So what is it that the millennial leader has to do to transform the situation and elevate performance?

 In Learning………………………………

Acknowledgement :  The Three Laws of Performance  by Steve Zaffron  & Dave Logan. Published by Jossey – Bass, CA , US.

The Millennial Leadership Series: Whatever one resists, persists…….


Pimp Slapped

The other day I was speaking to the CEO of a mid- sized organisation and we got to discussing his intentions and plans.  He told me about how he is currently engaged in bringing in technology and transforming the existing processes and the way of doing things.

“So how successful have you been till now?”, I asked.

“Well I have been able to demonstrate to my Board the trend of costs going down. Which should hopefully result in profits going up”, the CEO responded.

“ So have the profits started going up?” , I continued my enquiry.

The CEO looked troubled.  He confided, “Actually the profits are not up at all. We have been facing significant resistance to adoption of the changed processes by team members. Our team seems to have got de-motivated and are putting in less efforts. So much so that the productivity levels are actually down.”

The above is one more case of a Leadership unilaterally trying to improve profitability through implementation of technology.  When such implementation is done in a ‘command and control’ manner without adequate involvement of various stakeholders, the Leadership might occur to the team as ‘untrustworthy and self-serving’.

Such organisations become locked into a cycle. I call it ‘the cycle of repairing an old tube’. As one patches a leak in the tube and build back the pressure, a new leak starts at a different place. As the organisation resists a problem by trying to fix it, the more it pushes, the more the problem pushes back.

Whatever one resists, persists.

Amidst the whirlwind pace of change occurring in the environment today necessitating the need to constantly shift the technology and process base of an organisation, the millennial leader needs to provide the anchor of a unifying context for such shifts to occur.

What is that unifying context that millennial leaders need to create and exercise for transformative changes to succeed?

In Learning……….   Shakti Ghosal

Presentation1

The Millennial Leadership Series: Freedom versus Accountability


freedom_birdcage

I hear the following words often.

“if you wish to see creativity at work, cut the bureaucratic red tape dammit!”

“Hierarchies no longer serve.  We need networks of free individuals”

Red tapes and Hierarchies are all designed to drive accountability. To ensure that in a work situation, where you have been given freedom to act, you become accountable for delivering something in return. Red tape dictates that one submits to certain checks and balances as part of a process to drive an initiative. And to hold onto a work position within an organisation, one needs to accept the command and control hierarchy there.

So what is that which has created this belief that Red tape and Hierarchies which drive accountability somehow negate Freedom and the creativity that might flow out of it?

As I think of the above question, I sense the concerns are really about the perceived loss of Power. Power that comes from a freedom to take decisions and explore creative possibilities. But there is also a flip-side to this. In my own work-life I have seen innumerable instances of people not able to handle the freedom allowed them and actually floundering and not sure of how to proceed.

The Millennial Leader, faced that he is with relentless changes and disruptive influences, can ill afford to get overly involved with sorting out red tapes and hierarchies. He needs to instead  focus on creating a culture that  drives both Freedom and Accountability.

Freedom not about unburdening people and allowing them to do what they want. Rather the kind of freedom that allows people to envision new possibilities.

Accountability not of imposing something and devising reward and punishment schemes to do that.  Rather the kind of accountability that would lead people to take ownership and hold passion for the possibility they envisioned.

What practices does the Millennial Leader needs to adopt to shift from ‘Or’ to ‘And’ between Freedom and Accountability?

In Learning………

Presentation1