Nurturing High Impact Decision Making…


Decisions, decisions and more decisions……

Voluntarily or involuntarily, consciously or unconsciously, there are numerous decisions we make every day. Big and small, they all collectively design our lifestyle, our personal and professional relationships and pave way for our life to unfold.

The larger the decision, the more profound its impact, the more cautious we should become to think through, deliberate and finally arrive at a decision before its executed. And, the smaller decisions that do not have that much of impact, should come to us pretty naturally. 

Why do you think so?

Is it because, when impact does not have much of an influence in the larger scheme of things, we make them quickly? Or is it because we do not have to think through much when we frequently take smaller impact decisions or because, if they do go wrong, there’s not much at stake and it can be easily corrected?

Take a moment, and reflect on this.

Decisions whose impact will be felt long term, which can be far reaching for years to come and can determine the course of our own or several other lives; require in depth deliberation before they are made and it is a very unique skill, that is not much recognized. We generally tend to sweat the small stuff more. Decisions with smaller impact are what we end up wrapped in. However, there are also larger decisions with long-term impact that get made without as much deliberation on our end. That is because they are decisions that have been made, perhaps numerous times by others and each has its own impact on the decision maker’s life and yet, they are made time and over again without as much deliberation by others because they are happening all around us.

It’s also important to note that all decisions are not made with a clear view of all details influencing such decisions. Many a time, though we may strive, there is information missing that allows for a more robust decision. And yet, the decision needs to be made. The best approach to take is to review the best possible, worst possible and a mediocre result of a decision before deciding on it, knowing that it’s a decision being made in imperfect circumstances. This will allow us to review the far reaching effects of the decision and help make a choice, where we can see ourselves live with that decision falling somewhere in the band of best to worst we have created.

While decisions are made to maximize the value of what we are set out to do, over time the values may change or shift and review of such a decision may still hold its viability in this situation.

Every success, failure, opportunity availed or missed is the result of a decision made or missed.  Making decisions quickly, consistently and effectively is the cornerstone of making strides in the right direction.

Decisions, although seem to be making us resolute at the point in time they are taken, they are instrumental in shaping us into who we will be. However, is it the same as who we want to be? That’s where our cognitive skill of decision making comes into play and its uniquely you, who determines whether who you want to be and who you will be are on the same path.

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Testing Leadership Mettle…


I am sure you have heard, more than once, that every individual is unique. The hot buttons of each one of us are different. However, we all aspire for and come together as teams and organizations, in pursuit of the achievement of objectives much larger than our individual selves. Some tend to do it better than the others. While we work together toward common objectives, there are multiple threads and hot buttons that need to be managed at the team and individual levels. This ultimately constitutes leadership and its varying degrees of efficiency that determines the health of the organization.

The premise of leadership is founded on the universal notion that a leader can motivate individuals and energize them to go from their current state to a desired state of optimal productivity. However, to do that, a capable leader needs to understand individual motivational needs and be able to work on them. Without intervening at the individual level, optimal productivity and more importantly, a willing pursuit of common objectives of the team or organization at the highest levels, is not possible. It should be a prerogative of every manager to understand their individual team member motivational needs and to be able to act on them, to bring common objectives achievement into focus.

While we all have finite time and energy to do a multitude of tasks, an important aspect of management is the ability to interact with teams and its individual constituents. Many a time individuals themselves do not have a clear understanding of their own motivational needs. This is where the need for a mentor becomes clear, in order to help the individual grow. Mind you, I say a mentor who can help individuals identify their own needs and help them focus on fulfilling those. External motivation has limitations and the focus should be on awakening internal factors of motivation for the individual and igniting the spark within to have them act on their own needs.

The best form of motivation however, is inspiration. If the leaders embrace the principles they spout and act in ways to show that they embrace what they preach, it goes a long way in inspiring others, that look up to them and respect them, to follow and reflect better selves.  Do note that a leader cannot actively try and inspire someone; it is for the others to get inspired. Hence, leaders can do themselves a favor by not always focusing on external motivation for their teams, but embracing ideals they would like to propagate within the cultural fabric of the organization. These will find ways of spreading through the organization as inspiration. And inspiration allows willing changes that individuals make in how they act and behave, purely because they believe and also out of respect and the need to see themselves in the same frame as those they look up to.

A leader’s effectiveness is determined by the inspiration they can invoke within their team. A key aspect that leaders need to take note of is that not all individuals are made equal. Some are motivated to do the minimum for a paycheck and others, to do just enough to hold on to the job. Inspiration may not awaken in them due to multiple personal complexities and it becomes important to recognize and understand, that a team is made of individuals with varying levels of motivation and it’s the leader’s job to ensure that this mix doesn’t affect the team objectives in a detrimental way at any time. The key is to work on individuals feeling engaged in their roles, for that is when they have the freedom to be creative and express themselves through their work in the best possible ways.

While setting an example and inspiring the individuals is the highest tenet that a leader should hold themselves to, communication is a two way street, where they should be willing to listen to the feedback and act on it, for the benefit of everyone involved. Transparency and empowering individuals to unleash their creative freedom in their roles goes a long way in bolstering their attitudes and getting the best out of them. Caring for each other, is finally the one aspect that cements a great relationship between everyone where no matter the challenge, they will all rise up together to take it on.

Frontline Performance Management-What​ it means to the top-line, bottom-line ​ and organizational ethos!​


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An organization and its performance are dependent on the day-to-day functioning of its frontline employees who generally make up the bulk of its workforce. The tactical stewardship of execution is in the hands of the frontline staff that reflect the company culture and its values to the customer. And generally, these associates who are the majority of an organization’s workforce are the ones affected by several challenges across industries – low levels of motivation, economic and emotional stress, stressful work goals and management pressure to meet them, poor growth prospects, all of which result in high levels of attrition.

Today’s organizations are moving toward building their future prospects on customer experience. According to a recent article I was reviewing, an estimated 90% of all organizations are expected to craft themselves around customer experience by 2025. With customer experience becoming such an integral part of an organization’s success, it’s important to re-focus on the frontline staff who are the face of the organization to the end consumer. Although technology in its various forms is making in-roads into customer experience, the human element is still very much an integral part of the value an organization provides to its customer base. Be it retail, airlines or business process outsourcing, frontline employees play a major role in day-to-day activity and customer interaction.

With customer experience playing such a vital role in the performance and growth of any business, productivity and progress of the frontline staff becomes that much more important and its imperative to focus on them to ensure that there is a fair exchange of value going on.

With a slew of challenges, from financial wellbeing, poor work environment, boredom, and lack of challenges to stimulate creativity, poor growth prospects and high-pressure micromanagement to reach goals established by management without any space to induce their own personalities in what they do, the frontline employees continue to paint a poor picture of the organization to the end consumers, and move between jobs frequently trying to find a suitable position and organization to work for. As a result, management challenges include finding the right associates, coaching and training them to only lose them and work on the next while also battling work goals that need to be met. Dealing with the revolving door continues to be an impediment that affects operational and financial goals of organizations.

How can an organization double down on and tackle this issue, especially in these times of renewed focus on consumer experience to drive the engines of an organization?

That is where building a culture of empowerment comes into play. The frontline employees are the visible face of the organization. Development of a culture of performance through focused drive, clarity of mission and vision, and imparting value individually and as a team, should become the tenets of frontline management.

Better pay and employment conditions are the first tenet. It’s important for organizations and management teams to understand that the first line of employees on the job is the most vital arm of an organization and its long-term success. Since these employees are on the lowest rung of the ladder, doesn’t necessarily mean that they should be the lowest paid, more importantly, they should be paid to have a decent living base, without the worry of day to day financial challenges in their personal lives which tend to have an impact on their performance at work. All employees should be treated as an extension of one work family. Equanimity of base pay and benefits go a long way in improving employee morale. Pay for performance, whether positive or negative has some implications on performance, but not necessarily long term.

Next, support through training and coaching is important to ensure clarity of purpose for frontline employees. Each individual needs to understand, not just their work but also the impact it has on the larger scheme of things. They need to understand their contribution and value they bring to the organization, to own it and impart it on a daily basis to their best. Coaching, especially through peers or managers on a one on one basis reflects the investment the organization is willing to make in them, as valued employees, to learn about their strengths and weaknesses and help them cope to get better, and more importantly to advance in their careers. Frontline employees should be coached to look at their roles, less as jobs and more as careers where they have opportunities for advancement, provided they work on their specific strengths to take the lead as opportunities come up within the organization.

Empowerment is also a vital aspect of this puzzle. Generally, frontline roles are treated as jobs with high attrition and to be easily replaced with the next person coming in. It is also assumed that the role is a set of repeated tasks to be performed thus boxing in the role. That notion has to change. These are probably, the most important roles within an organization as the first line of customer interaction. Empowering the frontline employees garners multiple benefits for the individuals in the roles as well as for the organization. By empowering the employees to identify challenges, think creatively and come up with ways and means to interact with consumers, find and execute solutions to the challenges, the organization gains to improve upon its frontline as well as other specific challenges, finds new ways of interacting with consumers, thus raising customer satisfaction and loyalty with the organization and also helps identify the difference makers within the employees and offer them better career growth prospects. This empowerment also boosts employee morale as they feel challenged and in control of their work execution, thus bringing the best out of them. Productivity boosts can be seen in employee work ethic and improved influence on organizational performance resulting in higher revenue at the same or lower costs and better profit margins allowing the organization to experiment further and provide better opportunities to its employees. Further, the brand recognition and goodwill gained in the market is invaluable.

All of the above alleviates stress from the work environment, focuses on training, coaching and empowerment than micromanaging, using positive and negative motivators that have a limited shelf life and more importantly, brings the employees and management closer as one work family out to succeed together, working on a unified mission and vision, that they all take pride in.

Leadership Today – From Command & Control to Being Inclusive


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Leaders are built, not born…..

Lead from the front…..

Yawn! This is old school.

Let’s look at leadership for what it is in the new age. Gone are the days of command and control. Today, there is an altogether different leadership that is expected.

Leadership, as we have understood it through the ages, stands for someone, being the champion of a cause and then, enlisting the help of others and influencing them in the realization of the same. It has also been seen as the act of leading others, directing them toward specific achievements through a means that is most effective.

However, leadership is not always about being at the forefront of a team and giving directions as to what they need to do next and how.

The entrepreneurial and corporate engines of today run with a different fuel, an altogether different steam. Nobody is directing anyone, people have the intellect and drive to choose and follow the paths they want to adventure onto 

Leadership is effectively sharing a compelling vision

What they need is a purposeful and meaningful vision, an articulation of how to get from point A to point B and finally, if you are someone who has been there and done that, there’s acknowledgement of what you’ve done and people want to listen to you. Mind you, I said listen. Today’s generation would love to listen to glean lessons from someone else’s experience. They do not care for direction. They will chart their path as long as they buy into the vision, the strategy laid to adopt and the results to be realized. They will chart their own path, a path that works for them to get there under the larger realm of the organizational vision and mission.

Leadership is being respectful of other’s intellect, skills and time

Everyone develops expertise over time at different things and then, can lead within that field, thanks to the skills they have accrued. Leaders are respectful of that. It’s often said that good leaders are aware of their own strengths and weaknesses and surround themselves with people better than themselves in areas they lack expertise in. It’s important that to effectuate strong leadership, leaders are respectful of those that work for them and with them. These helps nurture a mutually healthy relationship between leaders and followers and only then, do those that follow, do it willingly. Followers have the freedom, not to just follow blindly, but to question and opine before they follow. A leader’s recognition of every associate’s skills, role and contributions are critical to maximize productivity in any organization. 

Leadership is being transparent, showing strength of character and conviction

A leader is respected for who they are more than what they represent. People need to believe in a person before they decide to follow. A leader needs to ensure that more than having a charismatic personality; they are transparent, just in their dealings and have a high level of integrity and moral values. Trust is a key aspect of any relationship and nothing can establish it more than your true self, reflected in your words and actions. Another important aspect of reflecting true leadership is to show conviction in what you believe and stand for. Decisions that you take need to be solid and no matter what, you should be able to stand behind them. You should not take a decision without much forethought and facts to back it up. And when you do, stand behind it, no matter what. These qualities are vital in ensuring true followership that will stand behind you all the way.

Leadership is putting your shareholders, but first, your employees before you

Leaders focus on the big picture. Yet, they need to have a handle on the tactical stuff. Leaders focus on providing shareholder value, and will put their employees, those that are working on the realization of the articulated vision before everything else. Happy employees lead to satisfied clients and they, in turn lead to a thriving business, eventually ensuring shareholder approval. As long as you’ve got your people’s back, they will have yours.

Leadership is not about directing, but about listening and co-sharing direction

Leaders of this age are no longer the ones that can sit in their ivory towers, draw the shades down and call the shots from yonder. In this day and age of Internet, social media and fast paced actions and outcomes, its important for a leader to stay in absolute touch with their organization, the competition and the market. With rapidly shifting dynamics, it’s about effectively listening to what your people have to say to you. What are they seeing out there? What are they experiencing? What do they advise? All of this needs to be appraised constantly and decisions need to be made based on every input you can possibly get. Its shared leadership as to which direction the organization should take. This is the only way to remain relevant is a fast paced ever changing market.

Leadership is personal

Leadership is personal to every leader. Every leader is unique and to be effective, needs to be comfortable with their own style. You can be at your best as a leader when your leadership reflects your values, skills and life experiences. People seek to know you for who you are. They will look to you to be ethical, moral, righteous etc. before they follow you but eventually, your unique self will be a key aspect of why they would follow you.

Who do you work for?


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When asked the question, some of the common answers are – myself, my family & my company. There are those that refuse to acknowledge they are working for anyone, be it a person or an organization and use the word “with”, I work “with” xyz. Semantics, I guess. And then, there are those that state they work for their boss.

We all work to provide for our dependents and ourselves. The question is not what do you work for, but who.

If you are an entrepreneur and pride yourself in working for yourself, there is some truth to that, but ultimately, the superior power that determines your actions lies with your customers, suppliers & investors. They can dictate the terms of your work. If you work for an organization, ideally your work and its attributes should be focused at fulfilling your organization’s obligations toward its customers and shareholders. Each of us that works in the corporate world falls somewhere on an organizational ladder with a “boss” that we report into. The boss has the power to determine your paycheck, your upward mobility within the organization and responsibilities you’ll handle. Some bosses are company focused which means your expectations fall in line as well. In such situations, there is more transparency built-in between levels i.e. employee reach extends beyond the immediate boss and through a couple of levels above. This is healthy as hierarchical stress is not as much and opportunities open up for those truly talented and doing the right thing. Others are self-serving and that’s when conflict may arise. That’s when one may end up working for a boss. Corporate politics can dictate where ones’ loyalties lie. Much depends on the employee-boss relationship & the personalities involved therein. Many employees are in the process of pleasing their bosses than in the actual performance of their job to meet the objectives they signed up for. And, these employees cannot be blamed altogether for it since they are acting in defense of their position and in many a case, they themselves are the only defense they may have.

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There have been arguments that state flat organizational structures may be the answer to curb such influences, where employees work in teams and natural leaders emerge as a part of the execution strategy. The emphasis is on actually getting things done to meet common objectives sans a hierarchy within the organization. Well, it may work to an extent in smaller organizations but flat structures are not scalable for growth. As organizations grow, flexibility & controls need to be established using the hierarchy model. And, in every mid to large organization, there are numerous rungs on the corporate ladders. Then, what is the optimal strategy for ensuring that the focus of every employee is truly on corporate goals and not hijacked by personal corporate politics? A strong HR policy propagated by a strong HR team with the support of top management can achieve this to an extent but in a complex business environment, it is difficult to altogether do away with it. Again, having an HR team that functions independently is a difficult thing to achieve in an organization. The HR team too falls on the corporate ladder. There will always be employees serving bosses for various reasons. Although, not completely healthy, this is a true fact in the corporate world and should be managed to optimize it.

When faced with such a predicament, employees who find it detrimental to their principles & career might look for other opportunities so as not to sacrifice their potential & aspirations catering to the whims of an overbearing, self-serving boss. There are also employees who do the boss’s bidding and focus on keeping the boss happy in order to safeguard their jobs. In both cases, it’s detrimental to the corporation, whether through the loss of productive employees for the wrong reasons or by having unproductive employees stay just managing their supervisors. But, at the same time, such bosses are a more serious predicament since their influence and its effect tends to be on a larger scale. It’s the prerogative of every organization to take this issue seriously and work through its channels to monitor and minimize such situations, if not totally eradicate them to ensure optimal productivity of the employee base. Much of it comes from encouraging true transparency throughout the organization irrespective of reporting relationships. And such transparency can be propagated through frequent top-down-top communication, more objective 360 degree performance appraisals, employee reviews as well as supervisor reviews, career pathing, ensuring employees with the right skills are not in wrong jobs etc.

That’s a starter list of ways to nurture healthy employee-work dynamics within organizations. I look forward to see you add to it.