Nirupama Subramanian

Author: Nirupama Subramanian

  • The Diversity Candidate

    The Diversity Candidate

    Sometimes, the pressure to prove it, to be the role model for an entire gender is so strong that the ‘diversity hire’ performs below her potential

    ‘The problem is not with her leadership style. Everyone knows that she is a diverse candidate, and they don’t take her seriously’ a senior Human Resource leader said of a potential coaching client.

    The organisation had a mandate that two positions on the management committee had to be filled by women. It was a good step that served the agenda of diversity, but it seemed to have backfired on the woman. She had to work twice as hard and be doubly mindful about every step- just to prove that she had not been a wrong hire. Sometimes, the pressure to prove it, to be the role model for an entire gender is so strong that the ‘diversity hire’ performs below her potential. Sometimes, she becomes demotivated by the lack of support and exclusion by other colleagues This, in turn, affects her performance and gives the old guard an opportunity to say ‘I told you so.’

    In 2022, most people in the working world acknowledge the importance of a diverse and inclusive culture. Yet many well-intentioned efforts do not have the required outcome. There is backlash from existing structures and sometimes even from the minorities whose cause has been championed.

    How can organisations ensure that the people who have been hired as a part of the legitimate organisational need to have a diverse workforce are set up for success rather than failure?

    Communicate the benefits of D&I to all

    It is important for all employees to see Diversity & Inclusion as a business imperative and not a warm touchy-feely HR initiative. There is enough research to support the fact that a diverse workforce enhances the profitability of the organisation. Deloitte’s research across 50 global companies showed that high performing teams are both cognitively and demographically diverse. Mckinsey’s 2019 analysis found that companies in the top quartile for gender diversity on executive teams were 25 per cent more likely to have above-average profitability than companies in the fourth quartile—up from 21 per cent in 2017 and 15 per cent in 2014. It is important to make sure that such researched inputs and information are shared with all employees. D&I is as much a business issue as Six Sigma, Lean or Digitalisation. Companies are not doing it just to be nice but to stay profitable.

    Design sound recruitment practices and policies

    Diversity Hiring is often misunderstood to mean ‘Just go and hire some women or persons with disabilities since we have a target’. It is actually about designing a hiring process that provides an equal opportunity for candidates of diverse sexual orientation, gender, race, and other minority groups to take part in the interview process and get recruited. Humans are inherently prone to bias and high stakes processes like job interviews are rife with all kinds of biases. Organisations need to actively share the hiring policies and reasons why the pool needs to be broadened. Whether it is including more campuses to recruit from or redefining job descriptions or adopting a blind hiring policy, the focus needs to be on the process of hiring as much as the outcome. If all employees are aware of the stages and principles of hiring, it brings legitimacy to the hiring process and makes it easier for any new hire to assimilate into the system.

    Embed Inclusive values and mindsets

    It is not very difficult to hire diverse candidates. Including the minorities and enabling them to succeed is yet another important task that cannot be left to the good nature of others. People naturally resist and resent those who are different and those who are perceived to have received an unfair advantage. The same behaviors are seen in colleges where the ‘quota’ candidate is treated shabbily and excluded from mainstream activities of the merit-based students. It is important to reiterate core values of respect, belonging and inclusion – not just once a year but daily. Leaders need to role model inclusive behaviors- asking the minorities for their inputs, inviting them for informal get-togethers, calling out bad behaviors by others instead of ignoring or laughing off offensive comments.

    Provide allies, mentors and coaches

    In her book, My life in full, former Pepsico CEO, Indra Nooyi credits her success to the many male mentors and allies she had during her career. As an immigrant woman of colour, she found this support to be invaluable. As the numbers increase, support cannot be left to chance. Organisations need good mentoring programs and active allies to welcome, nurture and groom diverse talent. I have coached a CEO who was moving to new geography- even though he was the leader, he would be the first Indian boss in that country. The organisation wanted to set him up for success- so they provided local culture training as well as leadership coaching so that he could succeed in the new role. Until D&I becomes a part of the organisational DNA, it is important to provide some mentoring and coaching support as a part of the onboarding process for new leaders.

    Invite open dialogues about differences

    ‘I do have reservations about hiring young women. Three of my earlier hires quit when they got married or became pregnant. But I can’t talk about this to anyone. It won’t be politically correct.’ A hiring manager of a large ITES company confided in me during the break of a workshop. Many managers do hold biases and often they believe that they are justified. Not just about women but about people from certain institutes or geographies or cultures. Women are frustrated about mansplaining and prejudices they encounter and confused about their status- diversity candidate or genuine hire? There are no safe spaces to discuss and talk about these ‘unmentionable’ topics. Some companies consider it unprofessional and after all, no one wants to be seen as prejudiced or narrow-minded or as a victim. In the absence of open dialogues, the biases fester, frustration mounts and passive-aggressive behaviors become common. As attritions and conflicts increase, there is a strong temptation to go back to the same old-same old ways of doing things. It is important to hold discussions and dialogues and not just canned unconscious bias training to the surface and acknowledge everyone’s fears and fancies. Talk, Share, Listen and be heard. It will not immediately resolve issues but will begin the healing process.

    There is no easy path or quick-fix solutions to change mindsets and cultures that have been around for long. Leadership commitment and intentional actions are required. As systems and individuals commit to these five actions, everyone can reap the benefits of a diverse, inclusive, equitable workplace.

    The original article appears in Business World here- http://bwmarketingworld.businessworld.in/article/The-Diversity-Candidate/28-02-2022-421581/

     

  • Thriving in Isolation during the Pandemic

    Thriving in Isolation during the Pandemic

    Twelve days ago, I tested positive for COVID 19. I removed myself from the rest of the family- my husband who was already isolated in our bedroom after testing positive and my daughter, mother and cook, who were spared. I retreated into my 100sq ft study, made a bed out of a comforter on the rug and prepared to be separated from everything and everyone else. Fortunately, my symptoms were mild and I did not need a hands on care-giver. My husband had been through his worst and was already on the road to recovery when I went into isolation.

    Isolation is a bleak word.

    Isolation is vulnerability-a straggling baby deer who has been separated from the herd by a cackle of hungry hyenas.

    Isolation is punishment-a rebellious prisoner thrown into solitary confinement in a dank dark hole.

    Isolation is a stigma- the deviant, cast out from the tribe, banished from everything known and loved.

    Isolation is never pleasant. Yet, it has never been more necessary than during the current Pandemic. We are already in a world where social distance is the norm, where physical disengagement from others is an essential condition for our own survival. During the lockdown months, we drew into ourselves, sometimes voluntarily, often unwillingly, hibernating in our homes, waiting for the summer of our discontent to pass. When the rules were relaxed, we rushed to greet others, like liberated prisoners of war, as though the lockdown had been just an unnatural pause in our constant journey towards connection and closeness with others.

    The human condition is essentially a struggle between two deeper needs pulling us in opposite directions with equal force. The poet philosopher David Whyte calls it ,” Our often exhausting desire to belong with our fellow humans and our longing for solitude, for being left completely and utterly alone, trawling the deep riches of an inner peace and quiet.”

    In the beginning of the isolation, I felt these forces. I constantly checked the phone to see who had messaged, which of my fellow humans showed care and concern, who connected and who had switched off. I wondered whether to inform some colleagues and friends about my condition. I wondered what the rest of my family was doing. I waited for phone calls that never came.

    My significance, it seemed, depended on the world outside the room where I had sequestered myself and it was imperative that I access this world as often as possible to assure myself that I still existed.

    Yet, the world carried on perfectly well without me.

    It was this beautiful indifferent world that permitted me to discover the other side of isolation. It is not an easy or pleasant time for everyone. I cannot compare myself to those who have been severely infected by the Corona virus, those who need to be hospitalized and those who walk the dangerous tightrope between life and death. I can only speak about the experience of being sick and alone, yet well enough for self- care.

    Some of us are more naturally inclined to being on our own. The introverts will be more at ease, less prone to bouts of FOMO and more comfortable with their own presence. Others will find it a challenge in the beginning but can soon find their steady beating heart in the center of anxiety and bewilderment.

    Netflix and naps help but we need more to get through long periods of isolation. Here are some of the things that I found to be useful to navigate this period.

    Clean and clear your space

    I would put away my bedding every morning after I woke up. I appropriated a broom to sweep the floor. My medicines were laid out neatly in a corner and I placed my cutlery and napkins on a little mat. My study is also my workspace and I made sure my desk was clean. Treat the surroundings like a sacred special spot for meeting a very important person- yourself.

    Pay attention

    I was fortunate to have a window in my room. This window overlooks the garden eight floors below. I could see the varying shades of green; bright on the cut grass, the mossy greens of the hedges and the dappled viridescent shrubbery that grew by the gates. I noticed the way the sunlight blazed on the blooming hibiscus flower in my neighbor’s balcony and how the same light also illuminated a trapezoid of dust particles on my brown leather couch. Attention is its own reward. Pay attention to the words in the book you are reading. Pay attention to the words that come crackling to you from across the ether. Pay attention to your breath. Attention is a rare and pure form of generosity to yourself and others.

    Create a routine that allows you to break it

    It is difficult to find the equilibrium between productivity and presence, the perfect balance between doing and being. I found myself struggling in the early days to find things to do that made me feel worthwhile. Yet, I also found pleasure in the luxury of idleness, of getting up late without thinking about what next, who next. I formed a routine around meal times and family times. I allowed the rest of the time to flow unchecked by the clock or calendar.

    Redefine isolation as solitude

    This was my vipassana retreat. My responsibility to myself and others. I choose not to think of it as a punishment meted out by a cruel virus or a social imposition to curtail my personal freedom. It is a measured response to the body’s urgent demand to slow down and find a peaceful spot to rest. When the body needs recovery, it enlists the support of the spirit. The spirit agrees to curl up quietly in a corner and just breathe, allowing nature and time to work their magic on the living cells. Give the body and soul time and space. Hold back the dark forces of despair and loneliness. Solitude is a gift in a busy relentless world. Be gentle with yourself. Allow kindness.

    I have not felt a rush to be creative. Newton apparently used the enforced solitude of the Plague to firm up his scientific theories. Thoreau could write his best work, all alone in the cabin at Walden Pond. I do not expect to emerge a genius after the isolation. It is perfectly fine to just be in one place, do nothing much and go nowhere. This is what I will do for the remaining days of the quarantine.

    This is what I will remember- “Going nowhere is not turning your back on the world; it is about stepping away now and then so that you can see the world more clearly and love it more deeply. “ Pico Iyer

  • The secret sauce of Great Communities

    The secret sauce of Great Communities

    Humans have always been a part of some kind of community, from the family to the tribe to teams at work to special interest groups. We are born into some communities, thrust into others and sometimes choose to be a part of a group in the hope that it will be a beautiful confluence of like- minded souls.

    Communities where membership is voluntary are held together by some invisible glue that has bought disparate people together for some compelling reason. I have been and am a part of several communities- some are just Whatsapp or Facebook groups, a couple of book clubs and an online community of coaches and facilitators. My participation in the communities have varied from being a passive observer in some, an active or occasional contributor in others and on one occasion, an initiator.

    Some communities thrive, some wither away and some grow to become a force for good in the world. The communities that survive the initial teething troubles and become a community in the true sense of the word have a few things in common. These may sound obvious but they are part of the secret sauce of successful communities.

    Intentionality

    The community and each of its members need to have a common intention and be purposive. ‘Lets meet for brunch and just chat’ is great for a group of friends but not enough for a community. A community sets out with a mission or has a strong common interest- food, motorcycles, books, crochet. This mission or interest has to be equally important for all members and all have to be aligned to it.

    Ignition

    Ignition for the community has to be initially provided by the founder or founders who start the community. Since membership is voluntary, the engagement can flag quickly and the initial spark of enthusiasm can easily be doused. If the founder or Admin does not put in the necessary effort and have an inexhaustible supply of energy, the community will flounder. Mature communities become organic and take a life of their own with members taking turns to provide the spark and verve needed to keep the group forging ahead. A small core group that is invested in the community needs to step up and reignite the group as and when required to ensure that it does not get extinguished.

    Interdependency

    Reciprocity is the lubricant of human relationships. Every community is sustained by the need for support and desire to contribute. We can move seamlessly between the roles of givers and takers but there has to be some kind of overall balance between the two. Networking groups helps members get new contacts and lead to business, others provide a safe space for sharing, food groups thrive on recipe exchanges, book clubs on the give and take of reviews and suggestions. Some communities put a structure to this interdependency- a group I am a part asked for volunteers to lead a learning session every month, a book club rotated the hosting of the meet and another community has an annual offsite for its members. Even in whatsapp groups, the asking and giving of recommendations for a mechanic or Maths tutor nudges the community forward.

    Intimacy

    While intentionality starts the group and interdependency and ignition moves it forward, what sustains the community together is the connection between its members. This connection cannot be the cold transactional exchange of an organized group or a familial bond that stems from compulsion. It is more than that- it tends to intimacy, a closeness that comes alive in that space created by choice. Even in large communities, there are small groups of people who are close to each other, who have a greater degree of trust, affection and loyalty towards each other. Without this connection, the community cannot grow and fulfil its purpose.

    Alone we can do so little, Together we can do so much, said Helen Keller. It is this aspect that makes communities not only a compelling force for positive change but also a refuge from loneliness and heartache that is a part of the human condition. Keeping these four factors in mind can help founders and members of the community leverage its huge potential.

  • The Vicious Cycle Of Women Leadership

    The Vicious Cycle Of Women Leadership

    Both genders have to work together-Men need to make way and women need to step forward to take up leadership roles.

     

    More girls are going to school, more girls are topping crucial exams, more women are employed outside the home and more women are challenging the last few male bastions of employment. However, when it comes to leadership positions, the story is still dismal for women in India.

    Only 14% of Parliamentarians are women and barely 5% of the top 500 companies have women as CEOs. In the course of my work in leadership development for over 20 years, I have barely seen an increase in the number of women participating in senior-level leadership programs.

    Though we offer equal opportunities and believe in the capabilities of women, research has made a strong business case for greater representation of women in leadership, why don’t women make it to the top?

    The reasons are both institutional and individual. Together these forces trap the women in a vicious cycle.

    Our culture perpetuates the idea of women as submissive and subservient. The

    Manusmriti says of women-‘Her father guards her in childhood, her husband guards her in youth, and her sons guard her in old age. A woman is not fit for independence’. These mindsets are entrenched deeply in our patriarchal society. The institutions are powered by men with this mindset, who naturally prefer to promote other men and hold on to power.

    There are women too who believe in traditional gender roles. They feel that their career needs to be subordinate to those of the men. They do not opt for leadership roles due to a confidence gap or ambition deficit.

    The systems and processes in organizations are not conducive to balanced lives- Long working hours, intense competition, after-hours networking and frequent travel affect both men and women. Women carry the additional domestic and childcare load which puts even greater pressure on them.

    Many women, especially mothers, choose not to deal with this pressure. It is smarter and easier to quit than deal with daily exhaustion and energy drain. I have heard many women say that the additional responsibilities that come with a leadership position are ‘just not worth it.’

    As a result, there are not many women in leadership roles. Therefore, the decisions that get made are the same old ones perpetuating male dominance. This reinforces all the biases against women leaders. See- there are so few of them. Maybe, women really can’t be leaders. So, we don’t have many women leaders.

    Is there a way out?

    Vicious cycles need to be broken with clear intentionality and concrete actions.

    Hiring and promoting women to leadership positions has to become an intentional business decision not just a checkbox on the Diversity agenda. According to a Linked In research, when women hold leadership roles, it leads to more women employees across the board. It also ensures better systems, governance and inclusive policies.

    Parallelly, we need to proactively change the mindsets of both men and women-through dialogues, workshops, coaching, story sharing and experiential learning. Showing women in leadership roles in films, OTT media, television serials and books is also a way of initiating and normalizing this change.

    Both genders have to work together-Men need to make way and women need to step forward to take up leadership roles.

    Disclaimer: The views expressed in the article above are those of the authors’ and do not necessarily represent or reflect the views of this publishing house. Unless otherwise noted, the author is writing in his/her personal capacity. They are not intended and should not be thought to represent official ideas, attitudes, or policies of any agency or institution.

  • The Forgotten French Colony of Chandernagore, an Hour From Kolkata

    The Forgotten French Colony of Chandernagore, an Hour From Kolkata

    I had heard bits and pieces about Chandernagore over the years. It was one of the first outposts of India’s colonial past, a French colony rather like Puducherry. The taxi driver we hired for the day from Kolkata stared blankly when we told him our destination. When realization dawned he said: “Oh…Chandonnogar. But there is nothing there,” advising us instead to go during the time of Jagadhatri Puja. My husband and daughter were ready to change plans, but though daunted, I stayed firm.

    At first sight, it looked like any small town in India. There were people, cars, and signboards for mobile connections and bank loans everywhere. Small shops with colourful wares spilled onto streets. There must be a French Quarter I thought, with charming old homes and a French café, but no one had heard about any of these. All we were told was to “go straight.” Straight led to the Hooghly River, an important distributory of the Ganga. The river-side promenade was grandly named the Strand. We walked along it, looking for the Indo-French Cultural Centre and Museum.

    The museum and French language school are housed in Dupleix House, a handsome cream-coloured building, once the home of the French Governor. With no one else at the museum, we wandered freely, gazing at the motley collection of maps, models, furniture, and household items. For those with patience and good eyesight, the maps offer stories of the town’s turbulent, eventful past. The French, Dutch, Danish, Portuguese, Germans, and English, all coveted the prime lands along the banks of the Hooghly, the opening to the riches of the Indian subcontinent. The French received a firman from Emperor Aurangzeb in 1688 and established Fort d’Orleans at Chandernagore, which was later razed to the ground by the British.

    Chandernagore passed from the French to the British and back again until it became a part of the Indian Republic in 1952. From the condition of the museum, it seemed like no one really cares much about its history or current state. The old four-poster bed, the run-down sofas, the pretty crockery, and the odd statues and lithographs are scattered about the rooms in no particular order. They looked shabby, yet stolid and proud, all mute witnesses to another era. Behind the museum is a garden, still lovely in a wild unkempt way, where the governor may have held soirees on balmy summer evenings. (institutedechandernagor.gov.in; open 11 a.m.-5.30 p.m., closed Thu and Sat; adults Rs 5, children under ten free).

    We left the museum and walked along the Strand towards a structure vaguely reminiscent of the Arc de Triomphe in Paris. The peach-coloured arch combines eastern influences in the form of elephants and flowers along with slender columns and typical European stucco work. A marble slab high up on the facade says in French that the structure is a gift to the city, constructed by Shamachorone Roquitte. He built it in memory of his father Dourgachourone Roquitte, who was awarded the Chevalier de la Légion d’Honneur in 1841. Who was this man, I wondered, who had rendered his name in French and now provides his countrymen with a place to relax on the banks of the river that flows through his birthplace? Few bother to read the slab, fewer still know that this is a memorial to Durgacharan Rakshit, a French Bengali who had lived here more than a hundred years ago.

    Further along the promenade was yet another structure, a flash of white against the darkening sky, the Sacred Heart Church. Though the walls in the front had peeled to reveal a bare brown with bits of plaster sticking on like scabs, this is a living, thriving place. Inside, under the tall ceiling, are beautiful stained-glass windows, the colours glowing bright red, blue, and yellow. The parish priest showed us around. We saw a statue of St. Peter with a rooster at the entrance, a restored grave, altar lights which had been brought from France, just like the bell that still tolls three times a day to call the faithful to prayer. The church was built in the late 19th century to provide spiritual solace to French traders.

    There was no French café anywhere in Chandernagore, but we found a tea stall and stood in the light rain sipping sweet milky tea. How do we deal with the past, I pondered. Chandernagore has moved on, shrugging off its history like an old coat. Yet, it is its unique past that makes this town special, that gives it a charm and identity different from any other town in West Bengal. And just for that I hoped whatever fragments were left of its past could still be preserved for the future.

    This article first appeared in National Geographic India here

  • How to have Inclusive virtual meetings that energise and connect

    How to have Inclusive virtual meetings that energise and connect

     

    If you are reading this article, you would have attended at least 1 virtual meeting over the past month. Any meeting, apart from your family members at home, would have been on some virtual medium. It seems that this will be the new normal! Everyone should get used to it in the post COVID world.

    Virtual meetings have had their advantages- global access, convenience etc but they also come with inherent drawbacks. Most people in large meetings don’t use the video option citing bandwidth issues-it could be that you don’t want your boss to see that week-old stubble or early morning makeup-free face! Since more than 60% of the impact of communication is visual, this means that you make inferences based on voice and words alone. Attention span is limited. The speaker has no idea if others are really listening to her or checking their Whatsapp messages.

    Apart from these, virtual meetings are often not inclusive. There is greater disconnection and diverse voices remain unheard. Earlier, an observant boss may notice that someone is looking uncomfortable or sense the need for further discussion. Everyone gets a nod or some eye contact so that they feel present. Virtual meetings can become monologues or cause many to get disengaged quickly.

    I have been working from home for over 15 years and many of my meetings are virtual. Over the last month, even my workshops have become virtual. I have realized that there is a need to make virtual meetings more inclusive and engaging. Ideally, keep the video on and limit the number of people. If that is not possible, you can do some of the following that will help to make the meeting an opportunity for connection and information rather than an ordeal or a sleeping pill!

    1.      Establish meeting norms upfront. You can do this for a particular meeting or in general for all your meetings. Put up a slide with the norms before every meeting so that people remember it. You may think that some aspects- Stay on mute, Raise your hand for a point, Use the chat etc are obvious but we all know that common sense is not common practice. Keep the slide on till everyone joins the meeting.

    2.      Use names -Start the meeting by welcoming everyone who joins in by their name. It takes 1 second but makes that person feel noticed and present. Use names of people as often as you call- Thank you Samir for your point. Geeta, I have a different point of view etc. Using the person’s name is like giving them eye contact.

    3.      Actively include silent participants. It is easy to ignore someone who hasn’t spoken in a virtual meeting- you don’t remember that they are there. If they show up only as disembodied initials, then you are not even sure who is actually present in the meeting! Call out people who haven’t spoken and ask them to share.

    4.      Invite dissent-Unless people are passionate about some issue that affects their lives, there is a tendency for participants to remain silent about disagreements during a virtual meeting. They think they will catch up on a call later and express their opinion. That call never comes and you have not got the complete buy-in that you need. Actively ask for dissenting opinions. Keep some time for disagreements. Say – The next few minutes are for the Devil’s advocates to speak up. Or Lets move to the Dissent Zone now.

    5.      Mind your language-  it is common for people to say ‘ You guys’ or Gentlemen forgetting that there are a few women present in your virtual meeting room. Even women can forget that there are other women present. Be more mindful about your language in virtual meetings since people can’t make out if you are joking or not!

    6.      Paraphrase and Acknowledge speakers- The skill of acknowledging needs to be practiced even more during virtual meetings. Every speaker on such a meeting is not sure if he /she has been heard and understood. Imagine you have just said something profound and are greeted with dead air for a few seconds. It is very disconcerting! Here is where the host or member can use the skill of acknowledging another person’s point of view. Say, “ What you are saying is…..” or “ I appreciate your point that…..” “ So, you are saying that….”. The ability to paraphrase and acknowledge is a quality of inclusive leaders.

    7.      Enhance psychological safety- This factor is critical for open inclusive dialogues. Research shows that teams that have psychological safety perform better. The host, leader or facilitator needs to role model this by showing some vulnerability. Do a Check in before the meetings by asking,” How are you feeling? What is on your mind? Share an example of any stress, anxiety or challenge that you have faced. It is okay to show the human face especially when people feel that they are talking to a black box!

    If you can practice these, it will help to make virtual meetings not just more productive but also provide an opportunity for engagement and authentic connection.

  • I took the plunge and couldn’t believe what I saw down there!

    I took the plunge and couldn’t believe what I saw down there!

    Lessons in stepping out of the comfort zone

    When I was 13 years old, my swimming instructor, possible exasperated at my lack of effort, pushed me into the deep end of the pool. I still remember the feeling of choking, the thought that I was going to drown, the sheer panic and helplessness. I hated that coach and completely stopped the swimming lessons.

    It took me 30 years to get back into a swimming pool. I am still a nervous swimmer with little confidence and less stamina than a six year old child in water. I have a fear of the deep and only venture into pools where I can stand and touch the bottom with my feet. When I walk on a beach, I make sure the waves never reach above my ankles.

    So, there was no way I was going to go snorkeling in the Great Barrier Reef. Ever!

    I had always been fascinated by the life that lived in the sea. Watching Finding Nemo a few years ago, made me curious about the creatures of the reef. But, I was more like Marlin, Nemo’s fearful father, scared to venture beyond the safe limits of my swimming pool, content to dream about doing it someday, one day..

    Last week, I found myself on a Catamaran in Australia, heading towards the Outer Reef. There it was, the great Pacific ocean, shining under the tropical sun like a brilliant blue portal to another world.

    The reasons to avoid going into the sea were plenty.

    – I could always see the corals through the window of the submersible vessel or Observatory- dry, safe and secure.

    -I had never been snorkeling. I would not be able to do it. I could barely swim.

    -I would make an utter fool of myself in the water.

    – It was too tedious to change into the lycra suit, wear flippers and masks and then change back, shower etc etc

    -Besides, I would look fat in the lycra suit.

    – I had allergies and wouldn’t be able to breathe properly.

    – I could get attacked by a shark.

    – I could get stung by a jellyfish.

    But when I reached the platform on the pontoon at the edge of the great reef, I realized that I would probably never get this opportunity again. I am a leadership facilitator who helps people overcome fears, a coach who motivates others to come out of their comfort zones. Here I was, taking the easy way out, playing small, frozen in the grip of some inexplicable terror.

    “I am going in,” I said to a crew member on the boat and strode purposefully towards the bin that held the flippers.

    The life- guard showed me how to fix the snorkeling mask and assured me that plenty of people who didn’t know how to swim had been able to snorkel. I put on a life jacket over the body suit and agreed to stay within the roped off enclosure.

    It took me a few minutes to get off the diving platform. I dithered by the edge wondering if people were watching me. Actually, no one cared.

    At first, I sat and just put my head into the water, getting used to breathing with my mouth. Then I slowly swam into the water, still holding on to the rope.

    I could breathe! I was not drowning!

    I put my head down into the water and almost gasped at what I saw. A magical turquoise world lay beneath the water. The large cabbage coral and boulder coral were castles in a fairy tale kingdom. Yellow fish darted in and out like little sparks of pixie light. Anemone and seaweeds danced gracefully to ocean music. A shoal of black and white zebra fish swam briskly, a guard of honor before a regal parrot fish with a fine pink and green pattern. My fear ebbed away and I was lost in the beauty of that wondrous underworld forest. I let go of the rope and floated on the surface of the water, without taking my eyes off the ocean floor. It was nothing like I had ever seen before. Seeing the corals in a film was one thing but experiencing it with your own eyes, feeling the water around you and being a part of the ocean was completely another.

    I reluctantly came out of the ocean since it was time for lunch. After half an hour, I was ready to go in again. I swam off the diving platform without holding on to the rope. I swam quite blissfully for the next few minutes, this time noticing more, allowing the beauty to seep in deeper without the underlying current of anxiety.

    As we headed back to land, I felt as though I had been through a transformational experience. This was almost like going on a Hero’s journey- the call to adventure, the initial fear and reluctance, meeting the mentor in the form of a helpful life- guard and then overcoming my own inner demons to embrace the new experience. I came back not with just a visual treat but treasures that would serve me in life and work.

    What had I learnt about overcoming fear and doing what scared me most?

    Fear is usually all in the mind due to some long- ago experience or irrational beliefs.

    There are always 10 sensible reasons to not do it and just 1 big one to go ahead.

    It is okay to feel scared but that is not an excuse.

    It is okay to ask for support and admit what you don’t know. People will usually help.

    There is a difference between courage and recklessness- so take precautions and prepare before plunging in.

    But you need to let go of the rope, the crutch, the shallows and strike out on your own.

    There is a whole new beautiful world waiting for you at the edge of your comfort zone. This is the world where the magic happens, where dreams come true.

    I now feel more confident, more powerful not just about snorkeling but about handling other challenges, about tackling things that scare me. The memory of having conquered one fear will always act as a positive motivator, nudging me to explore my edges.

    Maybe, scuba diving next time?

  • Get them into the Room-Excited,Engaged and Punctual

    Get them into the Room-Excited,Engaged and Punctual

    It is 9.15 a.m and there are only 5 people in the room. Asha, the Training Manager is on the phone desperately calling her colleagues. “Are you coming or not? We are supposed to start at 9.00 ” she screams into the phone. Dhruv, her team member comes and whispers, “BB can’t make it. He has another meeting.”

    “Sorry,” Asha looks sheepish. The invites went out two weeks ago. I can’t understand why these people don’t show up. After all, we are doing this for their benefit.”

    “Let us wait for sometime,” requests Dhruv. Those who are there want time to finish their emails and are quite happy to start later.

    Lokesh, one of the participants informs Asha that he has received an email and needs to step out for 2 hours for a Very Important Meeting with his boss.

    I take a deep breath and center myself.

    We finally start at 9.45 a.m with 15 out of the 20 who signed up for the session. The Leadership Development workshop goes off well and the feedback is very good but I am not hopeful about the sustainability of the action plans that participants have agreed on. I feel bad for Asha and Dhruv and the people in L&D who try very hard to create learning opportunities and don’t see the results.

    After spending 20 years in the Learning and Development Industry, designing and delivering sessions for more than 6000 people across 50 or so companies, I have reached a Zen state when it comes to punctuality and presence of the participants at the start of the session. I know that this is only a symptom. This is a symptom of the state of Learning and Development in the company.

    Over the years, I noticed some of the practices that Learning organizations follow that ensure not only the timely presence of the participants but also effectiveness of the intervention as a whole. The role and effectiveness of the facilitator and program content is only one part of the solution. The mindset with which the participant enters the training room has a huge impact on how the program goes off.

    Here are 3 simple actions that can be taken before the training to make training programs attractive and sustainable.

    1.      Communication from the Line Manager – Many research studies including Broad and Newstorm’s research on Transfer of Training show that the role of the line manager is the most important in ensuring sustainability of training. An email or a quick chat from the manager outlining the objectives of the program, expectations from the participant and a promise of support before the session, will ensure that the participant will turn up on time and stay in the room. The Line Manager needs to make the link between the training and on the job success. Too often, training, especially ‘soft skills’ training is seen as an ‘HR agenda’ by the manager and there is a lack of seriousness about it. Successful L&D managers coopt the line manager and ensure that they are kept in the loop through the intervention.

    2.      Brand and Market the Training- Yes, we live in a world where there is a constant battle for eyeballs and ears. Even stuff that is good for you and the world like Milk or Cleanliness or Single Use Plastic Bans need campaigns and promotions to get traction. Just a boring old email telling participants to show up for training, unfortunately, is not enough. Sometimes, Training Managers feel that they are doing everyone a favor by organizing a program. Sometimes, it is mandatory to attend the session and the training invite becomes a summons. Yes, it is mandatory to wear seat belts and not talk on the phone while driving, but how many do it? So, it is important to be creative, design that colorful poster, give the program an attractive name, release some teasers , make a splashy launch for a long- term intervention, throw in some swag and ‘pull’ people into the training room. The facilitator has to step up and do a great job as well. But then you work with excited participants not bored or cynical ones which makes a big difference. The best results happen when the Facilitators and L&D folks work together to design the entire intervention.

     

    3.      Executive Signaling– I have noticed that in organizations that are serious about Learning and Development, a VSL- Very Senior Leader, opens the workshop with a few ‘words of wisdom’ to inspire and motivate the participants. When the sales managers of my pharma company client knew that their MD would be addressing them in the morning, they not only showed up on time but could connect the leadership training to the organization context. The MD, who was a skilled story- teller also motivated them to get the most out of training. Training Managers need to influence senior leaders and insist on a 10-15 minute signaling speech. Senior leaders who want to groom and influence their people must carve out time to address this captive audience. This is an opportunity to shape the minds and engage the hearts of the people. If senior leaders view training as a chore, a check box item or leisure activity that takes people away from the ‘real’ work, it is unlikely that the organization will get any results from the interventions.

     

     If Asha and Dhruv ( not their real names) are reading this, I hope they can some ideas which will not only save them from frustration and embarrassment but will help them to get excellent results for their efforts in doing a very important job.

    Note to self– Support and Influence Asha and Dhruv be more successful and make my work more meaningful.

  • Mind the Gap-between espoused and actual corporate culture

    Mind the Gap-between espoused and actual corporate culture

    While no one knows what really happened at that time, a customer who was supposed to fly off into the air, was wrestled to the ground by the airline staff. For a past few days, the media has been buzzing with the viral video of a customer being manhandled by a couple of Indigo employees The CEO has issued an apology, the ‘culprit’ has been sacked and an inquiry demanded by the ministry. But the damage has been done. I have occasionally travelled by Indigo and so far have not faced any major issues. But now the image of the struggling customer has been downloaded into my hard drive and any future interaction with the airline might be clouded by this data.

    All it takes is one incident to damage the reputation and image that has been carefully cultivated over many years. Almost always, this incident is the result of human behavior. It could be sexual harassment , fraud or just uncouth behavior- Think Nick Leeson bringing down Barings bank or former the Uber chief yelling at a driver.

    Peter Drucker once declared ‘Culture eats strategy for breakfast’ and most companies did sit up and take notice. Organizations do spend a considerable amount of money and effort to identify and communicate the values and code of conduct for all its employees. Websites and walls of many organizations proclaim their values and competencies.

    Yet incidents happen.

    If you search  through Indigo’s website, across the banners flashing low fares and new routes, and delve into Careers, you can find its Culture Values- Integrity, Customer Orientation and Future Mindedness. Customer Orientation- means always seeing things from a customer’s perspective, identifying customers unstated as well as emerging needs.

    Clearly, not everyone saw it this way.

    Even if all employees do believe in all this good stuff, it goes out of the window during a crisis.

    The writing on the wall can be quite different   from the writing on the ground.

    Over the course of the last 20 years of working with organizations, I have seen that there are often two cultures that exist in organizations- the desired culture which is visible in pockets and the actual culture which is displayed on a day to day basis. All individuals in a company are different carrying their own baggage of life experiences, values and mindsets.

    So how do companies create a culture where diverse individuals , different departments and different geographies can happily  adhere   to a set of values- no matter what the situation is. Certain norms can be enforced through the rule of law or through fear. However culture cannot be sustained through fear or coercion. The organizational health gets damaged through years of fear based culture just as smoking may slowly but surely kill a perfectly healthy person. We many not admit it or see it in the short term but long term effects will be deadly. Culture building needs commitment not just compliance.

    Let us assume the organization has identified the values it stands for and the culture it wants to create. There are tools for identifying values  such as the Barrett Culture Transformation Tool or Culture Assessment Tool. This can also be done through a facilitated session with senior leaders and organization wide surveys.

    Now let us say the organization has identified 5 core values and the related descriptors of these values.  They leaders know that they want to create a culture that focuses on Innovation, Integrity, customer orientation and Discipline. This is the easy part.

    How do you make it stick? How do you make it last? How do you make everyone realize the importance of it?

    Many leadership gurus and consulting firms have their theories and 16 point plans for this. Most of these can be synthesized into the 3 Rs- 3 simple things that every leader, every organization needs to do – daily and with determination.

    Role Model

    ‘The culture of an organization is a reflection of the values and beliefs of the current leaders, and the institutional legacy of the values and beliefs of past leaders that have been institutionalized into the organization’s structures, policies and procedures. Therefore, if you want to transform your culture you must change your leaders or your leaders must change.’ – Richard Barrett

    Monkey see, Monkey do holds for humans as well. We don’t really care about what the leader says unless he or she ‘Walks the Talk’. Kids learn about values more from the behavior of parents and teachers than from moral science classes or Aesop’s fables. Leaders have to live and breathe the company values. It helps if your own values are aligned with the organizations. If not, you are possibly not a cultural fit and might not last long in the place. If the senior leader needs to see a change in the company’s culture, she needs to role model it in every interaction, every meeting, every touch point. It can be daunting but that is why leaders are paid – of course to get performance but also be custodians of the organization’s culture. If the leader punishes those who take risks and does not actively seek new ways of doing things, it is unlikely that there will be a culture of innovation in the organization.

    When the board wanted a change in Uber’s culture, they changed the CEO. Dara Kushrowshahi’s Uber will possibly look different from Travis Kalanick’s. He has now replaced the 14 values of Uber with 8 new cultural norms to reflect the new desired culture. These now need to be modeled by all leaders first.

    Reinforce

    Culture cannot be built in a day. Leaders need to reinforce the culture in many ways. Systems and processes need to be aligned with culture and not just for getting maximum performance from employees.

    I was recently doing a workshop on coaching for some leaders and we all agreed on the importance of developing and supporting employees. ‘I want to do this,’ said a leader,’ but there is no time. It is much easier for me to direct my team member or do it myself because the company wants quick results.’ When leaders are incentivized only on numbers, there is no reason to focus on people development.  Some organizations use the Balanced Scorecard to ensure that numbers alone are not recognized. Others do give awards for being great team players. What gets rewarded gets repeated.

    Reinforcement can also be done by giving behavior based feedback openly and fearlessly. Most leaders are comfortable giving performance feedback but feedback on behavioral issues is more challenging. Just as positive behaviors need to be rewarded, behaviors that are not aligned to the culture needs to be pointed out quickly and effectively. Make a distinction between things that are’ Not done’ and areas for coaching and promoting diversity. A swift and just punishment for violating a value is just as important to reinforce behaviors.

    Culture can be reinforced through structural alignment. An organization that wanted to enhance collaboration among different teams created a Collaboration space on each floor next to the coffee machine. The departments that needed to work closely together were put on the same floor so that they could meet and interact informally. Sometimes, processes need to be defined and aligned to the culture as well. A diverse and inclusive organization’s hiring process needs to reflect its ethos by broadening the candidate pool and consciously avoiding biases during the interviews.

    Rituals

    Rituals exist to remind and engage us. Rituals are a series of actions performed  in a specific order. While rituals are usually associated with religions, they are of immense importance in creating cultures. Every religious ritual, even those we do without thinking has some meaning attached to them.

    In a bank I work with, every morning starts with a group prayer which all employees sing together. In another company, a workshop cannot start without a safety briefing. Safety for this manufacturing organization is a key value. Some organizations have a Values day when different employees come together for a celebration of living the values. To reinforce Discipline as a value and behavior, another organization has a penalty box in every meeting room for every late comer to put in 100 Rs. The money collected every month is given for the CSR activities.

    Rituals provide powerful visible reminders and involve everyone in a set of actions designed to promote the culture. A ritual exists as long there is meaning and energy around it. The ritual can fall apart if there is no role modelling by the leader. Imagine if the senior most person in the meeting comes late and does not put in his penalty. No one would do it again.

    The culture needs to reflect the organization’s mission and vision and the changing context outside the organizations. While analysts and senior leaders monitor stock prices and profits, it is just as important to keep a check on the pulse of the organization’s culture. If there are symptoms such as attrition, absenteeism, destructive conflicts, customer complaints and poor performance, it is a sign that it is time to revisit the culture. If this is not done, then culture could become the monster that eats strategy and systems for breakfast, lunch and dinner.

  • Who we are is how we lead

    Who we are is how we lead

    When we talk about leadership, we usually think of grand important words to describe great leaders. We speak about vision, strategy, business acumen, influencing skills, great oration. In most workshops, leaders like Mahatma Gandhi or Martin Luther King or Dhirubai Ambani and JRD Tata are discussed in reverential tones even as we know that we can never match their stratospheric achievements.

    However at a recent leadership workshop, I asked participants to talk about the leaders they had experienced, people they had known personally who may not have been the CEO but who still left a lasting positive impression and inspired others. What did these leaders do? This is what many of them said.

    They really listened to me.

    They took quick decisions.

    They responded to my queries promptly.

    They always remembered my name and also that of my family members.

    They genuinely cared about my well- being and enquired after my health.

    They believed in me and gave me a lot of responsibility though I was new to the job.

    They didn’t shout at me even if I did  something wrong.

    They always appreciated my efforts.

    They were fair and impartial during appraisals.

    Almost all the descriptors of the leaders pertained to their behaviors as individuals. These were not skills to be learnt at business schools or techniques that the leaders had mastered by reading books. These were simple human traits which we display in and out of the office. These are the qualities that distinguish a leader from just another ordinary person doing his or her job. The highest level of leadership as per John Maxwell is at Level 5 Pinnacle- People follow because of who you are and what you represent. These people may not be in positions of official power but they have risen to a place where they can exert personal power irrespective of the context or situation. They are good human beings first, then good leaders.Such leaders are congruent and authentic in situations in and outside of work.

    A man who is rude to a waiter at a restaurant is probably rude to the front line employee.

    A leader who does not listen to his/her spouse finds it difficult to listen to the team members.

    A woman who is partial to one of her children finds it difficult to be objective during the time of appraisals.

    A man who forgets the birthdays of his friends will probably not remember that of his colleagues.

    A woman who is stingy with praise for the domestic help will not appreciate the efforts of her subordinates.

    A person who tends to distrust his neighbors will tend to distrust his peers.

    We all do adapt to some extent at work. Some people slip on a professional mask when they enter the office. We might reduce spontaneous reactions, behave with more gravitas, try to get along with people but we cannot change our whole personality when we step out of the home. If we continue to fake it at work, we will soon be stressed or burnt out. Our mindsets and beliefs that lead to the thoughts and feelings which in turn influence our behaviors are the same whether we are at work or home.

    One of the main failings of typical leadership development programs is that they try to address only the skills required on the job. I myself have conducted several such workshops and though they provide for an engaging learning experience, I have to confess that they do not immediately enhance leadership qualities. The momentum wears off on Monday morning, the Action Plans are relegated to the bottom of the To Do list and workbooks gather dust. A few highly motivated individuals may see an improvement in some aspects of their life but for the most part, it is life as usual after the intervention.

    If we want to change the way we behave as leaders, we also need to change the way behave as individuals, irrespective of context. Apart from a robust workshop design that caters to the holistic growth of a person followed by individual coaching, there are some other important  measures that can help to bridge the gap between personal and professional.

    Feedback from Family and Friends– Usually a 360 degree feedback or a psychometric assessment is the starting point of a leadership development intervention. Complement that by taking feedback from the spouse and children. They often give the sharpest critique from a space of trust. Ask a good friend for an assessment. Check in with your parents about your qualities that stood out for them. Recently, I asked the participants of a leadership program to spend the evening getting feedback from people outside of their organization. The experience threw up many surprises and gave them valuable insights about their behavior. For many participants, the icing on the cake of this activity was the strengthening some of the most important relationships in their lives.

    Focus on Well-being – Scientific research in the recent years, apart from our own common sense shows a strong connection between the body, mind and soul. Exercise and adequate sleep not only lead to better health but also promote happiness and well- being. Being a leader in position of responsibility can be a grueling task that calls for peak physical and mental fitness. Most interventions neglect this aspect and leave it to the individual to manage their physical fitness. While the ownership for this lies with the individual, enhancing the awareness of this aspect and motivating them to start off on a wellness routine will help them to become better leaders as well. Include a Mindfulness walk or bodywork as a part of the intervention. Set a weight loss goal, start a yoga class, do a daily mindfulness practice or just get people to use the gym in the office.

    Meaningful action plans- Most action plans or Individual development plans that are created as a part of leadership interventions involved tasks related to office work only. There are cost saving projects, innovation projects or even resolutions to delegate more and enhance communication skills. These are important and must be accomplished. Along with these include some actions that are important to the participant at a personal level as well. This could be taking up a new hobby which has been a long cherished dream. One of my participants wanted to start music lessons since she was out of touch with this for many years and singing used to give her great happiness in her early days. Some might want to focus on a social cause close to their heart. Another senior leader in a workshop wanted to do something for underprivileged orphans but did not set aside any time or make concrete plans for this. Once he put down a weekly visit to a nearby orphanage as a part of his personal goals, he felt a great sense of satisfaction.

    Set up mentoring relationships- Many organizations these days, sponsor performance coaching for their employees. Coaching forms a part of many leadership development interventions. As a coach, I have seen that my clients struggle with issues that are both personal and professional. Often, the mandate is to coach people so that they deliver on performance parameters only. However, during coaching, we uncover values, beliefs and limiting mindsets that impact the individual as a whole. I see that many clients need support on personal decisions and aspects as well. Most of them would benefit from a mentor with whom they have a trust based long term relationship. A mentor either from the organization or from outside would support them in their goals and challenges cutting across the personal and professional domains. Even if the organization does not provide a mentor, a leader should find a mentor who they will involve in their leadership journey. Some organizations like Biz Divas or the Cherie Blair Foundation provide mentoring support  for women leaders and this has proved to be hugely beneficial for their growth.

    The workplace of the 21st century is changing rapidly. The traditional way of looking at work life balance in terms of only time has changed. People no longer do 9-5 jobs, many work out of home; with smartphones and wi-fi, the lines between personal and professional space is blurring. In such a world, only leaders who can bring their whole authentic selves to work will succeed in work and life.