Start up Mindset
IS THIS RIGHT FOR YOU?
Regardless of the size of your organisation these engagement interventions are for those organisations looking to create certain key capabilities in their employees.
Core competencies essential in this environment
Interdisciplinary Thinking
Learning from other areas of expertise and identifying interconnection of concepts
Irreverence
To the way "things were done" - forging a path of unique to your business scenario
Brutal Honesty
To say you might not have the right answers, complex problems demands that we fail fast and learn fast
Thinking Deeply
Ability to connect to abstract ideas and concepts and how they might apply to real world situations primarily to themselves
Snapshot of some offerings
Focus And Direction
How to decide on what to do and how to do it by analysing learnings from WW2, and bombing of Pearl harbour, how the leaders provided direction and focus in parallel looking at organisations around the world and how they failed in the same space
Building Trust
Fundamental aspect of building strong teams is the need to have honest and authentic relationships. A walk through of how community basket ball team rises up to play state level championships and the role of the coach in pushing them to excel
Manager's Role
The notion of the Superman manager is abolished and the need for team members to take greater ownership of the success and failure of initiatives is emphasised. Concept of power distance and its role in plane crashes further emphasises that concept
Accountability
Importance of identfying issues rather than blame; and onus that should be shared by everyone in the team to speak up is reinterated by the analysis of events leading upto the launch of the space shuttle challenger and it's eventual explosion killing all 7 onboard
Sarah R George
PGDM XLRI, ACC
20+ yrs of experience as a learning and development strategist, leading the L&D function in organisations, to driving engagement in a unicorn company. My experience has helped me to champion a bouquet of offerings most suited for startups looking to shape the culture of their organisation.
Let's talk
Email : [email protected]
Mobile: +91 98867 16311
My domain expertise
Addressing all aspects an individual's work environment
Training coupled with coaching to ensure takeaways are personalised
Our Need to Feel Safe
To earn the trust of people, the leaders of an organisation must first treat them like people. Truly human leadership protects an organisation from the internal rivalries that can shatter a culture.
Powerful Forces
With trust, we do things for each other. All of which adds up to our sense of security inside a circle of Safety. The cost of leadership is self-interest. All the perks, all the benefits and advantages you may get for the rank or position you hold, they aren’t meant for you. They are meant for the role you fill.
Reality of How We Got Here
The responsibility of leaders is to teach their people the rules, train them to gain competency and build their confidence. At that point, leadership must step back and trust that their people know what they are doing and will do what needs to be done.
Destructive Abundance
Provide direction and intent and allow other to figure out what to do and how to get there. Making all the right decisions is not what engenders trust between people or between people and orgs. Being honest does.
Becoming a Leader
Committing to the well-being of those in our care and having a willingness to make sacrifices to see their interests advanced. Human beings have thrived for 50k years not because we are driven to serve ourselves, but because we are inspired to serve others.
Level 5 Leadership
Embody a paradoxical mix of personal humility and professional will, ambitious first and foremost to the company not to themselves. Set up their successors in the next generation, infected with an incurable need to produce sustained results. Display a workmanlike diligence, introspective when things go poorly and attribute success to other factors other than themselves.
First who then what
Getting the right people on the team before the vision, before strategy, before organization structure. Management teams who embrace this philosophy consist of people who debate vigorously in search of best answers, yet unify behind decisions.
Confront the brutal Facts
Honest and diligent effort to determine the truth of your situation, the right decisions then, often become self-evident. Create a culture wherein people have a tremendous opportunity to be heard and ultimately for the truth to be heard.
Hedgehog concept
Identifying the one big thing and sticking to it, spending more time on strategic planning. An intersection of what you are deeply passionate about, what can you be best in the world at and what drives your economic engine.
Culture of Discipline
A culture full of self-disciplined people who will take disciplined action. A duality whereby people adhere to a consistent system and are given freedom and responsibility within the framework of that system
Technology accelerators
Think differently about technology. Becoming pioneers in the application of technology and not focusing on transformations with pioneering technology.
Data Storytelling
essential skill to develop in all employees in order that they communicate big ideas in an engaging way, thinking in terms of insights and outcomes relevant for the business
What they are saying about us
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