Your blog category
At the end of a well-run leadership workshop, the feedback forms are almost always positive.
The facilitator was engaging. The content was relevant. Participants found it thought-provoking. Someone writes that it was the best training they had attended in years. The L&D team sends the results to the CHRO. The programme is marked as complete.
At the end of a well-run leadership workshop, the feedback forms are almost always positive.
The facilitator was engaging. The content was relevant. Participants found it thought-provoking. Someone writes that it was the best training they had attended in years. The L&D team sends the results to the CHRO. The programme is marked as complete.
A pharmaceuticals company came to us after losing three senior leaders in eight months.
The exits were unrelated on the surface. One was a relocation. One was burnout. One cited better opportunity. The organisation accepted each at face value, filled the roles, and moved on.
A CEO we worked with recently described his first coaching experience in one sentence.
“I kept waiting for the advice,” he said. “It never came.”
He had spent the first three sessions mildly frustrated. He was paying for expert input, and the coach kept asking questions. Not bad questions. Uncomfortably specific ones. About his assumptions. About the decisions he was avoiding. About the story he was telling himself about why a particular situation kept recurring.
A large manufacturing company lost its CHRO last year. Sudden resignation. Two weeks notice. Fifteen years of institutional knowledge, vendor relationships, and leadership context walked out with her.
They were probably excellent at their work. Technically sharp. Consistently reliable. The kind of person who solved problems before they became problems. Their manager trusted them. Their peers respected them. They were, by every measure available, the right choice.
A General Manager at a mid-size manufacturing firm in Pune retired last year after 22 years with the company.
Picture a room full of senior managers, sitting around a table with a 3×3 grid on the screen in front of them.
The last time your organisation hired someone for a managerial role, how long did the interview actually last? Forty-five minutes? An hour? And in that time, how much of what you observed was the candidate’s genuine capability, and how much was their ability to perform well under artificial conditions that have almost nothing to do with the job?
Every quarter, leadership teams across Indian organisations ask the same question: what do we need to do to develop our leaders faster? The answers they reach for are usually the same too: send them to a training programme, pair them with a senior mentor, or bring in an executive coach.
