For very long, leadership has been defined in a certain way. A charismatic yet distant presence that wields authority and power. However, in today’s world, leaders like Jacinda Ardern for example, point to the fact that a new model of leadership is emerging. One that is based on a very different set of principles.
Purpose can play a powerful performance-enhancing role for individuals, and for organisations. This is supported by neuroscience, and by research on company performance. Yet, there is distance to go.
Most change, especially if it is sudden and discontinuous, is painful. A prolonged change journey can lead to attrition, reduced engagement, and loss of trust. In fact, the other side of change is not as celebratory as most leaders dream of it being while in battle with the unknowns. In this article rameet arora discusses the unpoken reality of change fatigue.
Does the choice or articulation of the agenda have a bearing on what could be achieved in a coaching session? Is it important to think through an agenda before your session? How can you chisel the agenda to help the session be more productive? I have been asked this question often and it is a pertinent question because the agenda is the point of leverage in a coaching session. Based on his experience across clients, Rameet arora offers a view on what a useful agenda might look like.
Frequently asked questions about coaching, answered and updated by The Core Questin team on this post.
What am I actively doing today keeping my Future CV in mind In my early 20s as young graduate student pursuing a PhD I used to chase my mentor and dissertation advisor for a ‘no agenda meeting’ once every six months. While I called them a ‘no-agenda’ meeting a consistent inquiry that hovered in my …
At times, just as we are at the cusp of breakthrough – in breaking out of the shell we have cast ourselves into – the inner critic surfaces and confuses us.
An excerpt from a recent conversation – on what it takes to filter out the noise of the inner critic.
There is a lot we can learn from research about how to foster a deep sense of well-being, or a sense of thriving or flourishing for ourselves as well as the people we lead. In this article, we explore what we can learn from Seligman’s PERMA theory of well-being, to enable flourishing at the workplace.
An insightful post on leadership by my co-founder Shweta Anand Arora gave me a lot of food for thought this morning. One line that stood out for me – ‘It doesn’t have to be a completely lonely journey’. Especially in the context of business owners and founders. Truth is, a lot of the time, founders …
Building a learning organization is key to being ready for and successfully managing change. The role of leaders and leadership teams is pramount in building this culture of learning and innovation.
A critical success factor to managing change is the manner in which the organisation and leaders communicate. Human centric leaders are honest, empathetic, authentic and consistent with their communication. Here is a ten point checklist that comes from years from experience with change and communication
How do you inspire change in others? While most of us are used to doing this through mentorship, advice and suggestions, perhaps there is a different, more powerful way to do it – through questions.