Business coaching

Business coaching is the practice of providing support and occasional advice to an individual or group in order to help them recognize ways in which they can improve the effectiveness of their business. Business coaches work to improve leadership, employee accountability, teamwork, sales, communication, goal setting, strategic planning and more.

It can be provided in a number of ways, including one-on-one tuition, group coaching sessions and large scale seminars. Business coaches are often called in when a business is perceived to be performing badly, however many businesses recognize the benefits of business coaching even when the organization is successful. Business coaches often specialize in different practice areas such as executive coaching, corporate coaching and leadership coaching.

Coaching

This article refers to the act of coaching people. For other uses of the word, see Coach (disambiguation).
Coaching is training or development in which a person called a coach supports a learner in achieving a specific personal or professional goal. The learner is sometimes called a coachee. Occasionally, coaching may mean an informal relationship between two people, of whom one has more experience and expertise than the other and offers advice and guidance as the latter learns; but coaching differs from mentoring in focusing on specific tasks or objectives, as opposed to general goals or overall development

Coaching ethics and standards

One of the challenges in the field of coaching is upholding levels of professionalism, standards and ethics. To this end, coaching bodies and organizations have codes of ethics and member standards. However, because these bodies are not regulated, and because coaches do not need to belong to such a body, ethics and standards are variable in the field.

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Employee motivation

Employee motivation , i.e. methods for motivating employees, has been broadly defined as the "psychological forces that determine the direction of a person's behavior in an organization, a person's level of effort and a person's level of persistence".

Motivational techniques:

Job design

The design of an employee’s job can have a significant impact on their job motivation. Job design includes designing jobs that create both a challenging and interesting task for the employee and is effective and efficient for getting the job done.

Four approaches to job design are:

Job Simplification:

The goal of this job design approach is to standardize and specialize tasks. Unfortunately this approach does not always lead to increased motivation as the jobs can become mundane.

Job Enlargement:

The goal of this job design approach is to combine tasks to give the employee a greater variety of work.

Job Rotation:

The goal of this job design approach is to move workers to different tasks periodically.

Job Enrichment:

The key to job design employee motivation, this approach aims to enhance the actual job by building up the employee through motivational factors.

Several studies validate the effectiveness of using job design techniques as an employee motivation technique. A study conducted by Campion and Thayer used a job design questionnaire to determine how job designs fostering motivation affected employees. Campion and Thayer found that jobs with more motivational features have lower effort requirements, a better well-being, and fewer health complaints. The study also found that jobs scoring high on the motivational subscale of the questionnaire contained employees who were more satisfied and motivated, had a higher rating pertaining to job performance, and had fewer absences. 

Hackman. conducted a study pertaining to work redesign and how redesigning work could improve productivity and motivation through job enlargement or enrichment. The study’s results found that redesigning a job can improve the quality of the product or service that is provided, increase the quantity of work, and can increase work satisfaction and motivation. The last study on job design was conducted by Dunham who wanted to determine if there was a relationship between job design characteristics and job ability and compensation requirements. 

Dunham believed organizations were overlooking job ability requirements and compensation when they enlarged or enriched employee’s jobs. The study found that organizations were not taking into account the increased job ability requirements that job enrichments or enlargements entail nor were the organizations increasing compensation for employees who were given extra tasks and/or more complex tasks.

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Motivational Keynote Speaker in India: Coachjaykumar

Public speaking (sometimes termed oratory or oration) is the process or act of performing a presentation (a speech) focused around an individual directly speaking to a live audience in a structured, deliberate manner in order to inform, influence, or entertain them. 

Public speaking is commonly understood as the formal, face-to-face talking of a single person to a group of listeners. It is closely allied to "presenting", although the latter is more often associated with commercial activity. Most of the time, public speaking is to persuade the audience.

In public speaking, as in any form of communication, there are five basic elements, often expressed as "who is saying what to whom using what medium with what effects?" The purpose of public speaking can range from simply transmitting information, to motivating people to act, to simply telling a story. Good orators should be able to read their audience and not only engage them, but also be able to read them. The power of a truly great presenter is the ability to change the emotions of their listeners, not just inform them. 

Public speaking can also be considered a discourse community. Interpersonal communication and public speaking have several components that embrace such things as motivational speaking, leadership/personal development, business, customer service, large group communication, and mass communication. Public speaking can be a powerful tool to use for purposes such as motivation, influence, persuasion, informing, translation, or simply ethos.

In current times, public speaking for business and commercial events is often done by professionals, with speakers contracted either independently, through representation by a speakers bureau paid on commission of 25-30%, or via other means.

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Adventurous Life Lessons - Motivational Speaker in India

I have for the longest time considered myself as a fairly adventurous individual with a healthy zest for life .I am grateful that some of the items in my bucket list were achieved and then some, on another list titled “Surreal “, thanks to serendipity.

Driving an armoured tank

Sitting next to a mahout escorting an elephant in the same aircraft on my first international flight.

Discussing haiku with an elderly Samurai Japanese client who wished to be cremated at Benares.

The Marshmallow experiment:

As fun as it was, the above and below mentioned experiences created a rich source of references and I learnt some important Life lessons.

The Push –My first bungy jump was at Phuket, Bangkok. My heart started pounding As the carriage started moving upward, the carriage stalled for a bit midway and I thought that this height was not bad as a jumping point. My friends who were safely on ground “reassured “me heartily that I was only half way up .As I reached the top and was strapped in ,I hobbled over to the edge and saw the green water of the lake 50 meters below and my heart froze., I took several deep breaths and tried to rationalize the fear, but to no avail. I looked at the instructor and confided whilst I was ok about the height, I could not take the leap, would he mind pushing me over. He said “no problem”, setting my camera down; he gently pushed me over screaming and flailing.

Lesson: When due diligence has been done, if fear is still around, enlist a friend who will "push you".

T It's all YOU - The second Bungy was off the Macau Tower in the night - 233 meters the highest bungy in the world and the same thing happened ,I froze, the countdown started and ended and yours truly was still on the perch. So, I asked my aussie instructor for "the push", he very politely declined saying "it was bad karma ", I had to do this on my own and I did!! A very proud moment.

Lesson-The ultimate leap is yours to make, once you do!!! Breaking barriers within you is the best fun you can have.

Attitude over Skill.

• Grew up into adults who had better physical health.
• lower rates of obesity ,
• Fewer STD’s and even healthier teeth (apparently, good self control includes brushing and flossing).

Children with poor self control:

The first question in the final theory exam – What is more important to a paraglider? Skill or Attitude? I answered Skill and the instructor promptly corrected me, Attitude was far more important and primary. Respect for nature, Composure, following rules were essential prerequisites for a paraglider and these were directly dependent on Attitude.

Lesson - When it comes to matters of Life, Your attitude matters !

Buddy Check

You never dive alone, never!! you have a dive buddy with you always .Watching over some body ,regularly checking his/her submersible pressure gauge ,doing a pre dive check ,there is a lot of responsibility built in as you are responsible for someone else’s life and when you have someone that you can rely on ,it’s absolutely reassuring.

Lesson - Have a buddy who has your best interests at heart, reach out for help, and don’t hesitate .Be that buddy for someone else as well.

My co sky diver was a strapping young 75 year old from Sydney, enough said! And this skydive was a birthday gift from his wife to him. Lesson - You are never too old! Period.

Ask and you shall receive- Have a curious mind and ask lot of questions especially ones like "Can I drive that awesome tank?"

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Battles and Bridges - Leadership coach India

Senior Leaders at work end up in conflict at some or most points in their career, whilst there might be justifiable reasons for some; by and large the organization loses. The structure of most corporations unwittingly encourages conflicts occur and collaboration takes a toss .In some organizations –Internal competition is stronger than external market based competition.

If you had choices, and all of us do!! Some might argue that they are left with disempowering choices –It is up to the internal construct of the individual in question to work/ turn around a powerful choice .Would you build a bridge or fight a battle? How would you know what would be a wise choice one? Is there an innate sense of survival that guides with us with “self Interest “as a primary concern .

If you had to hone this skill, A stake holder mapping exercise is worth considering for definitely “building bridges” and going about in a strategic manner.

On issues of Integrity and core value violations, one definitely needs to articulate objections or observations.Sometimes, with these issues, it isn’t just good to burn the bridge, one needs to take the battle into the other person’s territory.

But, by and large, if there is a healthy outcome orientation –Getting caught up in “ego wraps”, idea ownership won’t come in the way of reaching out for a WIN WIN. If Leaders are keenly aware about every interaction and some index to measure the success of each stakeholder conversation ,It could look like this :

• Am I using this opportunity to understand this person better? Am I giving him clarity about what I seek exactly?
• At the end of this conversation –What should I do to leave this person with more clarity and confidence?
• Can I monitor myself at different points of the conversation to see if I am “losing the woods for the trees” and losing outcome orientation?
• Am I being consistent?

You have to choose to believe! 

I had the opportunity to meet with the CEO of a large company on “creating a coaching culture “ within the organization .When we started discussing the “As is “ situation ,he was clearly troubled about the fact his executive leadership team was not on the same page regarding –achievement of “agreed upon” targets for this year .According to them, he had taken on a very ambitious target which was way out of reach for the team and they were stretched on several counts.Surprisingly,he said the existing team was the one the had grown massively against all odds the previous year.

When we asked him –what was the leadership strategy that ensured last year’s success –He said “extremely aggressive” and smiled .The same strategy was clearly not working this year, as was evident from the fact –there was attrition and people management issues

But at the core of the issue –The belief orientation was just not there!! All the artifacts around the Office seemed to say –This team in a show of congruent thought designed the values and mission statement –this still seemed like a cerebral exercise and that change had not registered at a core emotional level –There was no war cry call for action and change.

When my colleague and myself started with the diagnosis –some of the thoughts that went through us:

How do we build Beliefs? Are they something that happen? How can we consciously choose to believe something we don’t? How will this fool our brains and propel us into action?

Roger Bannister was the first man to cover a mile in 4 mins in 1954 ,the following year -30 people broke his record ,they had enough reference to show that it could be done ! What’s the way forward in the absence of any references? Where does one draw empowering beliefs for oneself and the team??

Interesting challenges that coaching attempts to solve!

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“Customer service shouldn’t be a department; it should be the entire company.” — Tony Hsieh, CEO of Zappos

There was a sales guy who wanted to sell TV sets to an African village headman; this head man also had a storyteller as a part of his tribe. So, the village head man says –My story teller knows a lot of stories and keeps me entertained, why should I buy this TV. The salesman replied that the TV knows a lot more stories than the Storyteller.

To which the Headman replied beamingly “ah, but my storyteller knows me”. When I started looking for stories of brands and organizations that were obsessive with customer centricity –I came upon loads of warm reassuring stories –Let me begin with some of my favorites

When Tony hsieh of Zappos would go out with his friends, they would call up the Zappo’s helpline and ask directions to the closest pizzeria, the customer rep would hang up, get the required data and call them back. This was from the call centre agent of an online Shoe store.

In addition to this another thing about Zappos, unlike other call centre agents, the objective was not to hang-up on the client with a “barely there info” and success wasn’t measured on quick rotation of calls. The longest call that was recorded reportedly went on for 10 hours!

The second story goes like this, Guy Kawasaki and Richard Branson were speaking at a conference and while they were waiting to be seated, Richard asked him about his preference of airline, Guy replied that he was a frequent flier on United and it would take a lot for him to change that.
As soon as he heard that, Richard went down on one knee and started polishing Guys shoes with his coat and asked him to consider Virgin!! And Guy says he has been a Virgin customer from then on. At first glance, this could look like one of Richard’s many stunts, and there have been some. But, I would like to believe at the heart of it, Richard embodied the brand and wanted Guy as a customer and that was it!

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Poverty of Attention!

Information consumes attention, wealth of information leads to poverty of attention –Herbert Simon.

The sheer magnitude of information we are forced to consume, assimilate and act upon is an indication of the turbulent times we are in. The first casualty in dealing with this onslaught is Focus, Leaders grapple with sense making from all the various messages and stimuli and deal with it in their own way. It becomes more important to make the leaders stop doing something than in doing something new, this state of zen or FLOW can arise only when the expertise and skill required to achieve the task is at the right proportion, if skill is higher than the task being performed, it leads to boredom .If the skill required is lower than what’s expected for the task ,apathy sets in.

Being able to filter and the ability to distil the essence of complex decision making into granular functions is extremely important. The brain when functioning at peak efficiency is actually at a satisfying hum of a superb engine rather than a frantic throbbing roar, this happens when the brain is fully immersed in performing the task. When regular actions become habits, the brain expends lesser energy in performing the same .

Kumbhakarna and communication !

 How many of you have been subjected to mind numbing hours of meetings where one person drones on and the others pretend to be enthused, let’s be fair –we were no different when we were heading your own meetings. In fact, during my coaching interventions with organizations, I monitor the number of man hours being spent on meetings, time saved by having lesser meetings leads to more introspection and greater innovation. Being statused all the time is essential during an all hands on deck scenario, but cannot be a regular occurrence.

There are different kinds of communication in an organisation –One on One, One to many and mediums being verbal and written. The importance of clarity of thought and communication emerges out of this story of Kumbhakarna.

Kumbhakarṇa was a rakshasa and younger brother of Ravana in the Epic Ramanaya. Despite his monstrous size and great hunger, he was described to be of good character, he was considered so pious, intelligent and brave that Indra was jealous of him. Along with his brothers, Ravana and Vibhishana, he performed a major yajna and penance for Lord Brahma. When the time came for asking a boon (blessing) from Brahma, his tongue was tied by goddess Saraswati (acting on Indra's request). So instead of asking "Indraasana" (seat of Indra), he asked for "Nidraasana" (bed for sleeping). It is also said he intended to ask for Nirdevatvam (annihilation of the Devas), and instead asked for Nidravatvam (sleep). His request was granted. But his brother Ravana asked Brahma to undo this boon as it was in reality a curse. The boon was amended so Kumbhakarna would sleep for six months and be awake for six months.

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When you say “Trust Me” –Do they?

Building Trust and Relationships is like having a bath, one recommends having it as often as possible! Very often, silos are created between teams as there is no unifying vision/goal that enables every stakeholder to see the overall picture. Lots of work needs to be done at the leadership level to be role models for their teams. Most organizations look at rituals, and rightly so, but end up implementing these ideas very poorly. Leadership culture has to change organically and cannot be a product of “team building activities”

There is a formula for TRUST

Credibility X Reliability X Intimacy / Self Orientation

Credibility –is a function of competence and character, Functional competence is the bare minimum that gets you skin in the leadership game and character is your leadership brand that is described by your stakeholders and not necessarily by you.

Reliability is a function of consistency and predictability –There are leaders who are schizophrenic and their stakeholders are constantly kept guessing about the how this particular leader would react.

Intimacy –refers to how well you know your stakeholders, the depth of awareness of their needs, values and norms

Self orientation –Based on a series of your interactions with your stakeholders, what is your give v take ratio? Are you helping them by investing time and energy?


Accountability

A Ceo lamented that he dreads AOP’s because of the amount of lack of accountability that crops up with his subordinates. It acts as dead weight that brings down momentum and energy in those sessions, elaborately crafted job descriptions with fine details ironed out does not cut it by far. These challenges are endemic and rooted in the subconciousness of the institutional memory of the organization. Structure and specificity is important, buts, that not ground ZERO

There are established stereotypes that abound in corporate circles based on accountability or the lack of it -Victims, finger pointers, responsibility duckers, clock watchers, wait and watchers –We have all been there in various avatars, sometimes as players and sometimes at the head of the table.

Some of the sins of low accountability are :

Staying confused and waiting for instructions –Laxity in seeking out clarifications, raising potential blocks and pertinent detailing are signs of low accountability

Rule book orientation-This is not the way it has been done in the past, I will wait around till it has become a part of an official record.

Denial –Shutting down any feedback and insisting that their approach is the best inspite of ample evidence to the contrary.

Wait and see-A head buried in the sand approach leads to serious fire fighting at a later and more crucial stage.

Not my job-Why should I shoulder someone else’s load?

Leaders need to ensure a 4 step process to bring in greater accountability – Awareness, Acknowledgement, action and accountability. A complete understanding of accountability in organizations must begin with an acceptance of the notion of “joint accountability.” One company president characterized what joint accountability meant to him: “everyone working together so that we don’t drop the ball; but when it does get dropped, everyone dives for the ball to pick it up.” “Unfortunately,” he said, “too many of our people see the ball falling to the ground between players but react by saying ‘that was your ball.

However, when people view their accountability as something larger than their responsibility, people find themselves feeling accountable for things beyond what a literal interpretation of their job description might suggest (i.e.,profits, customer complaints, sharing information, project deadlines, effective communications, sales, and the success of the overall company)

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THE MOST PERSONAL BUSINESS CONFERENCE EVER

The CIO Leadership Event is a global platform for the senior-most technology decision makers. Designed to engage 60 of the most influential IT leaders from across Indian enterprises, the conference enables participants to come together, discuss, deliberate and lead the way on how IT can impact business.

Set in the picturesque beach town of Alibaug, the event provides the perfect environment to relax, unwind and contemplate away from the hustle and bustle of the regular office.

WHAT KEEPS YOUR CEO AWAKE AT NIGHT?
by Jay Kumar Hariharan

Jay Kumar Hariharan is a Leadership Coach who works with CEOs and their direct reports in building and sustaining high-performance client-centric organizations. This workshop is a facilitative engagement that explores why organizations across the world are looking at interdisciplinary learnings as a disruptive exercise. The workshop will help you and your team to prioritize, strategize and serve customers better.

NETWORK LIKE NEVER BEFORE

The CIO Leadership Event is designed to enhance your personal and business network. Be it the live bonfire and barbeque by the poolside, or the sports bar dinner with a celebrity bartender, network in a relaxed atmosphere that fosters sharing, bonding and collaboration like never before.

ACTIONABLE INSIGHTS

The focus of the event is to generate action items that live on after the event. Participants will be divided into groups of 10 to deliberate business problems and the discussion points from each group will be shared at the end of the conference. Not only will this make the conference a lot more interactive, it will also serve as input for future strategy.

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Change and Industry

According to a Gartner report –over 90% of all large projects fail due to People issues –42% was attributed to Leadership, 27% attributed to org culture -23% attributed to People -4% to technology and process respectively.

When IBM commissioned a survey of change management executives in 2008 ,the biggest barriers to Success were listed as People factors –58% of them polled Changing mindsets and attitudes ,49% polled Corporate Culture and 32% cited Lack of Senior Management support.

In an in interview based study of Software development projects commissioned by Geneca ,75% of project participants cited lack of confidence of project success due to “Fuzzy business objectives, out-of-sync stakeholders, and excessive rework”. Leadership IQ research team found 286 organizations that recently ousted their CEO and interviewed board members to discover the reason.

The answer was that the CEO was removed when the Board lost confidence. The top 5 reasons that the board felt were as follows:

• 22% of the board thought there was too much talk and not enough action 23% felt the Ceo was in denial of Business Reality
• 27% felt that the CEO tolerated Low performers
• 28% felt that the CEO ignored customers while
• 31% felt that the CEO had mismanaged Change .

Sometimes a small change in a product category can have far reaching consequences with regard to economies of countries. Thanks to an eternal disruptor like Apple, The 38 Billion $ Swiss Watch Industry is poised for turbulent weather. 

The Apple Watch may reach sales of 20 million to 30 million in the first few years very close to 28.6 million watches exported by Switzerland in 2014 says Elmar mock –the co inventor of Swatch.While some Swiss brands such as Tissot, TAG Heuer and Montblanc are dipping their toes in the smartwatch market, the industry as a whole has been underestimating the threat.

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When an employee “quits and stays”!

Disengaged workers cost the US economy more than 450-500 Billion $ annually –How much do they cost at your organization?

Harsh works for a medium sized firm that specializes in offering Technology solutions to the Financial services Industry,he has been with this firm for the last 4 years .He had worked earlier with a competitor’s firm for 3 years after he had passed out of a premier engineering college .He was bright, talented and a good team player .His managers would give him a satisfactory rating year on year and he would get promoted with role advancements that were sporadic in nature. Of late ,he has started noticing that the days have started to blur ,the sense of newness and urgency was fading ,his smoke breaks were longer ,he was laughing a lot less at work ,he would want to get by with just the existing demands of his job .

The perplexing thought was this –he could not really put his finger on what was really troubling him ,of course there were challenges ,Piyush ,a friend of his working in the same team got a better role.His manager could sometimes be confrontational when results were delayed .He was bored and tired even to be angry or give feedback about the way he felt .When he would chat with his friends ,they would tell him “not to kick a gift horse in its mouth” –the fact he had a decently paying job should be respected ,Every Organisation has the same issues

These chats left him unsettled –“why doesn’t anyone look at the world from my POV ? how can I bring back my mojo ? Should I leave this job and get another one? What if the new job turns out to be the same or worse than this one? All these questions frustrated him.

Welcome to the mind of a “Disengaged Employee” .We have all been there at some point in our career .Consistent disengagement costs organizations 30% of their productivity .

What can the Leader do in this scenario?

They can’t afford to have a “lets cross the bridge when we come to it “ approach .When an employee walks in and says he wants to quit ,the most amazing Volte face happens –the manager who thought he was a drain on productivity has some nice things to say ,then,the big guns are pulled ,The Human resources Team is made to work in order to ensure this “average” employee is retained ,some times ,demands are met –.Eventually ,the employee sees through the duplicity of the organization.

Active engagement conversations need to be a part of the process ,this is very different from performance conversations .Employee engagement data and research promote a simple message –Employees want a relationship with their Leader .They feel engaged when they are able to have honest ,open two way conversations about their ideas,careers and motivations and challenges .They need Leaders to listen ,offer encouragement ,guidance and creation of opportunities .Leaders often shy away from these conversations ,they just can’t “find the time”.Sometimes,they come back to the table with “all this is fine for my subordinates “ -What about my needs ? Absolutely valid point.”The Deprived cannot provide” –A disengaged Leader cannot engage his subordinates.

Signs of engagement conversations:

·Emphasis is on employee’s career, motivators and satisfaction.

·Initiated by the leader or often the employee

·Focus on the now and the future

·Leader doubles up as a coach

·Employees role is to identify motivators and factors for job satisfaction

Whilst, leaders won’t always be able to keep all employees engaged all the time, a greater understanding of the engagement coaching process will result in a big win in the long term.

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Organizations, like Fish start rotting from the head!

Overall organization culture starts with leadership behavior. Leadership behavior has a tremendous impact on the overall organisation culture. Typical of tribal behavior, we observe people around us indulging in a certain kind of behavior and we adapt and tend to blend in, this is called “social proof”. In most organizations, there is no clear and consistent communication on elements of leadership behavior. There are some lessons to be borrowed from the marketing side of the business –If you are not clear about the positioning of your product, the environment will position your product.


The sum of all experiences, emotions and stories of your org is the culture experienced by an employee. If you don’t have a role to play in that conversation, you are not even in the game. You can’t direct it as marketers have realized that brand dialogues in the minds of the consumers is the real identity for the brand. Secondary challenges abound when your company does have stated values, norms and artifacts on all the walls, but if stated values and norms are very different from lived values –this leads to organizational schizophrenia.


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Conflict at the workplace

Why do inter-departmental conflicts crop up?

Let us back up a bit and do some appreciative enquiry –Conflict is not all that bad as it is painted out to be, Conflict ensures evolution !Various aphorisms come to mind- thinning of the herd ,survival of the fittest  etc.Conflicts are an inevitable part of the human condition, even in the absence of other people, teams  etc. There are intense internal conflicts that occur due to a series of reasons, these struggles arise due to a lack of awareness of our values, beliefs norms and references. Awareness and acknowledgement of our internal network help in decoding the world within

Now ,about  inter departmental conflicts-There are enough ingredients that abound in this VUCA environment to keep Leaders  “on Edge” ,add to this volatile mix the following elements egos, fiefdoms ,turf battles ,fight for resources ,fight for significance and we have a corporate soap opera ready.

There are needs that need to be fulfilled at work and at play and these needs are 

Need for certainty

Need for uncertainty

Need for Growth

Need for Love and connection

Need for significance

Need for contribution

When these needs are not met, we fight to fulfill these needs and conflicts arise. Being a conflict competent leader is all about being a leader who can flex his style to suit the nature of conflict at hand.

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Poverty of Attention

Information consumes attention, wealth of information leads to poverty of attention –Herbert Simon.

The sheer magnitude of information we are forced to consume, assimilate and act upon is an indication of the turbulent times we are in. The first casualty in dealing with this onslaught is Focus, Leaders grapple with sense making from all the various messages and stimuli and deal with it in their own way. It becomes more important to make the leaders stop doing something than in doing something new, this state of zen or FLOW can arise only when the expertise and skill required to achieve the task is at the right proportion, if skill is higher than the task being performed, it leads to boredom .If the skill required is lower than what’s expected for the task ,apathy sets in.

Being able to filter and the ability to distil the essence of complex decision making into granular functions is extremely important. The brain when functioning at peak efficiency is actually at a satisfying hum of a superb engine rather than a frantic throbbing roar, this happens when the brain is fully immersed in performing the task. When regular actions become habits, the brain expends lesser energy in performing the same .

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About CEO Coach-Jaykumar

I was working with the CEO of a software services organisation, and during the diagnostic interview, He spoke worriedly about the lack of pushback when he voiced his thoughts. There was an instance where a project was delayed way beyond deadline, when he pushed his team for an explanation; very diffidently they opened up about a review meeting where the CEO had asked for a change in some marketing collateral which ended up with them going in another direction. He was perplexed because, in his mind “he had offered an opinion” and that was it. Due to the power distance that was prevalent in that organisation, no one from that project thought of reverting to the CEO for clarification whether he expected the team to follow through with his direction.

Taken to an extreme, the "macho" business leader is akin to the macho pilot who wants to see the sky as his or her own playground, a place to prove his or her skills to lesser mortals. Equally disastrous is the opposite attitude of sulking or giving up when things go wrong. In the air, this may have fatal consequences; in business it may cause employee disorientation, unfinished or failed projects and costs getting out of hand. A close relation of this kind of resignation is routine behaviour and the belief that no matter what we do nothing will ever happen anyway. Either personality type usually results from people caught in a behavioural pattern they can no longer see. The maverick on one end and a fatalist at the other –both leaders spread these attributes and cause damage in their sphere of Influence.

Unfortunately, our companies have not yet established an open system in which these attitudes or patterns can be easily discussed and further consequences prevented. In most cases, they will be noticed by colleagues and whispered about or mentioned behind closed doors. Conventionally, errors and erroneous behaviour are, after all, still stigmatized as deficits and associated with embarrassment, shame and fear. A culture where openness is stifled leads to a lot of passive aggressive behavior which does not benefit any party.

The true culture of the organisation is the communication that occurs around water coolers and not the ones in board rooms, it was said that organizational skits performed at enron spoke about the fraudulent business practices long before it came into light .stories, narratives and legends from organizational folklore speak more authentically of the truth as subjective as it may sound.

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