Rohit Kaushik

Along with my colleague Bhaskar Das, I facilitated a client workshop with their top team. The HR head is a keen OD practitioner as well, and was (as per his note) learning from us along the way. Facilitation skills are learnt over time and each of us need to develop our own style. But some core concepts are useful to remember. At Think Talent Services, we tend to use some principles in facilitation, as in much of our Talent Management work. 1. The Carl Roger's philosophy : Help the helpee help themselves. (Our translation: Any individual or team must set their own agenda and actions, and work through the path themselves, with some nudges and insights from facilitators) 2. The Flow Model : Happiness comes from a deep immersion in one's work and challenges, and should be in the zone of stretch capability. (Our translation: The individual's or team's capability is a key ingredient in the equation of optimal performance, and must be examined with an clinical eye of external facilitators. There is no point in taking any team down a garden path) 3. The facilitator must first think of the client and the effectiveness/outcome of their work than creating an impression of goodness only. (Our translation: Sometimes facilitators can get caught in their own worldview, survival needs and the need to be appreciated as a facilitator, and can lose the larger purpose) We work with many clients and have a pool of great facilitators who work as part of our extended team. They all have their own styles, akin to leadership. There is no one facilitation style, one has to learn to develop one's own style and be comfortable with it. Not all those who come across you as a facilitator will 'like' that style, and many will love it, and find it useful. So choosing one's own path as a facilitator and coach is key to effectiveness. Here is a video about different styles of "orchestrating". This is one of my favourites and has helped me learn a lot in working with teams, as a leader, and as a facilitator. #facilitation #leadership #topteams Saurav R Mohanty Supreet Malhotra Rustom Vesavevala Shivin Tikoo Bhaskar Das Joe Chacko https://lnkd.in/gK3iq9Wm

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At the recently concluded #SHRMIAC24 #Delhi, organised by SHRM India, where I was truly inspired by the panel discussion on "Mindset Matters, But ‘Heartset Leads’ - Evolving Leadership for an Exemplary EX." The panelists, Dinusha Jayamanne, Bhanu Sharma, and Karuna Vempala and expertly moderated by Nitya Vijaykumar, delivered a powerful message about the future of leadership. This discussion resonated deeply with me, particularly its emphasis on vulnerability, empathy, and truly understanding our teams. It's not enough to simply acknowledge employees as our biggest asset; we need to demonstrate genuine care and recognize their humanity. 3 Key Takeaways: 🧠Vulnerability is Strength: Leaders who show vulnerability create a safe space for their teams to do the same, fostering trust and authenticity. 🧠Empathy is Key: Understanding and responding to the emotions of our employees is crucial for building strong relationships and a positive work environment. 🧠Actions Speak Louder: We need to go beyond words and demonstrate care through our actions, creating a culture where employees feel valued and supported. Thank you to the panelists and moderator for this insightful session! It's time for leaders to embrace their heartset and lead with empathy and vulnerability. #leadership #vulnerability #empathy #SHRMIndia #SHRM Luminary Learning Solutions #GrowingLeaders

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The HEART comes before the HEAD If you observe the most successful leaders be it in the corporate, political, sports or social service space, there is a common trait in all of them - they are good in managing people and their emotions They have cracked the code of People management coz they understand that the heart comes before the head They very well know that you can’t move people to action unless you 1st move them with emotions These leaders connect with people on personal and work levels. In return, people trust them a lot. They would even agree to move a mountain on their word. It's not really a secret, but many leaders forget this simple yet important point #leadership #HR #people

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This article narrates how Growth Mindset Leadership has guided the organization through unprecedented challenges, propel forward thinking, alternative thinking and create people centricity. #growthmindset

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As the Indian and global markets face challenges due to elections and geopolitical conflicts, some corporate leaders are quick to blame external factors for their poor performance. Interestingly, these same leaders were quick to take credit for their leadership when external factors were favorable. True leadership means taking responsibility for both the highs and lows, and actively seeking solutions to overcome challenges. Instead of making excuses, leaders should focus on strategizing and leading their teams through difficult times. #Leadership #Accountability #Adaptability #Business #Economy #GlobalMarkets

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As a non economist, my understanding of Budget 1. Given the global economic challenges, the Budget does a great job in balancing fiscal prudence and social upliftment. 2. It takes forward the government agenda of reform and simplification. 3. The focus on skilling, education, and employment will help drive long-term growth. 4. In a complex environment, Budget should be seen as one of the steps to take the country ahead. We shouldn't expect the Budget to be the answer for everything.

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A rather nice thing happened to me last Friday. As we were winding up after completing an employee engagement festive quiz for a corporate client in Kolkata, a senior participant came up to me and said, "Souvik, I really enjoy your quizzes. You ask questions from things that are known to us, yet often unknown to us in some way. I always felt that quizzes were difficult and questions were asked on nerdy subjects, but your quizzes have changed my perceptions. This is the third year you hosted this quiz for us and I have liked them every year. Also, I like the way you encourage the teams to attempt your questions and you look genuinely happy when someone gets it right. Hope to participate in your quiz next year too." Thank you Sir for your nice compliments and I also hope to see you next year. You made my day! As a quizmaster, I have always believed that most questions in a quiz, if not all, should be from topics which majority of the participants have heard of. And, this is something I try to incorporate in every quiz I do. Also, I am REALLY happy when my questions get answered as a correct answer always shows a connect among participants, audience and quizmaster. Thank you Sir for your kind words, they will serve as encouragement for my future quizzes. #Quiz #Quizmaster #TriviaTales #employeeengagement #funatwork #corporatequiz

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How many reportees can one effectively manage? Balancing efficiency and effectiveness hinges on the optimal span of control—the number of employees reporting directly to a manager. While traditional models limited managers to 6-10 direct reports, today's leaner organizations often see managers supervising 15-20+ employees, averaging 19. Factors like workforce mobility, advanced communication technologies, and flatter structures enable this shift, challenging Lyndall Urwick's classic theory of an 8-report maximum. Experts now recommend capping spans at 15-20 to ensure effective coaching and oversight, with the ideal typically around 10 or fewer direct reports. Tailoring this span to your specific business needs is crucial for maximizing productivity. Before expanding a manager’s span, audit actual bandwidth and streamline workflows to prevent overtaxing. What has been your organization's ideal span of control? Share your real-world best practices! #organizationdesign #manager

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The Organization’s Shadow (read it slowly, and a couple of times) Many of us have worked in our organizations towards building the ESPOUSED Vision, Culture, Values, Strategies, Org Structure, Policies etc. These are explicit formal 'rational factors' which are the 'chosen face' of the organization. These collectively form the legitimate system, the 'Persona' of the organization. When we choose these explicit formal 'rational factors', we also (un-willingly or not in complete awareness) create the implicit informal 'non-rational factors' of the organization. These lie outside the purview of the 'legitimate system'. These collectively form the 'Shadow' of the organization. In contrast to the 'Persona' organized by those in authority, the 'Shadow' is self-organizing, serves people's personal needs and supports people in being who they are rather than how the organization 'wishes' them to be. There is always a gap between 'espoused theory' (espoused vision, values, culture, policies etc.) and the 'theory-in-use' (how work actually gets done). The 'Shadow' accounts for the difference. The 'Shadow' is natural and indeed necessary. The Shadow is real and is a source of considerable energy and power. Without the support of the 'Shadow' any initiative in the organization is unlikely to succeed. For example, organizational norms regarding conflict management reflect organizational attitudes about shadow. If it is deemed to be important to be nice and pleasant in communications and "not nice" thoughts or honest feelings are not acceptable, problems may not be identified at all or will be stated in such a way that won't allow for their constructive resolution. Organizations spend a lot of money helping employees learn to deal with the “symptoms” of shadow, without getting into the underlying causes and content within the shadow. Repression and suppression of shadow is energy-consuming and reduces creativity and productivity in the organization. For the organization to be whole and healthy it becomes essential for it to accept & integrate its 'Shadow' as much as it espouses its 'Persona'. #organizationshadow #shadowwork

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Navigating Workplace Harassment: Awareness and Carefulness for Female Employees Sexual harassment in the workplace is a troubling issue that affects countless women around the world, including in Indian corporates. While legal frameworks like the Sexual Harassment of Women at Workplace (Prevention, Prohibition, and Redressal) Act, 2013 (POSH Act) exist to protect employees, it is crucial for female employees to be aware of their rights and to take proactive steps to protect themselves. This blog aims to raise awareness and provide guidance on how female employees can navigate and safeguard themselves in the workplace. Real-Life Scenario: A Case Study Meet Asha, a senior software developer at a leading IT firm in Pune. Asha had worked at the company for four years and was known for her dedication and professionalism. However, her situation changed drastically when the company owner, Mr. Kapoor, began making inappropriate comments and advances. The harassment escalated to physical molestation, with Mr. Kapoor touching Asha inappropriately. Asha felt trapped, fearing retaliation and doubting whether her complaint would be taken seriously without hard evidence. Awareness: Know Your Rights You can familiarize yourself with the POSH Act: The POSH Act requires that you form an Internal Complaints Committee (ICC) in companies with more than 10 employees. This committee is responsible for addressing complaints of sexual harassment. Understand the provisions of the POSH Act, your rights under the law, and the procedures for reporting harassment. Know the Reporting Channels: Identify the designated points of contact for reporting harassment within your organization. This could be a member of the ICC, the HR department, or an external helpline. Carefulness: Proactive Steps for Safety Seek Support from Colleagues: Confide in trusted colleagues or friends within the workplace. Having a support system can provide emotional strength and corroborate your experiences if needed. Set Boundaries: Be clear and assertive in setting personal boundaries. If someone’s behaviour makes you uncomfortable, communicate your discomfort directly and firmly. Avoid Isolated Situations: As much as possible, avoid being alone with individuals who make you uncomfortable, especially in isolated settings like after-hours meetings or social gatherings outside of work. Educate Yourself and Others: Participate in training sessions on workplace harassment and encourage your peers to do the same. Knowledge empowers you to recognize and respond to inappropriate behaviour effectively. Together, we can build workplaces where respect and safety are paramount. If you have faced a similar situation or have insights on how to handle it, please share your experiences. #WorkplaceSafety #SexualHarassment #Empowerment #POSHAct #WorkplaceCulture #Accountability #Support Let's create safer workplaces, one step at a time. 🌟

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Evolution of the #CHRO role in India is an insightful article. Of the trends highlighted in the article, two stand out and make me curious. Firstly, the rise of female CHROs is encouraging, but what is the underlying factor? Is it merit-based hiring or positions set out for women only? Additionally, we should deep dive into the impact of this trend on business performance. The quote, "CEOs and boards expect CHROs to be their proactive and strategic advisors, bringing a 'business ownership' mindset as opposed to focusing only on the HR agenda," should be a wake-up call for all #HumanCapital professionals. Another valuable insight is the underrepresentation of CHROs on #boards. The strategic value of Human Capital professionals goes beyond hiring and retention and is an untapped potential. I hope several people read this article and give CHROs a chance. 😀 #breaktheglassceiling Thank you, Atul and Sachi, for your astute viewpoint.

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There has been a lot that has been said about organizations and the role of leaders/ HR/ organizations in terms of what they can do to prevent the toxicity and dysfunctionality of long work hours, performance pressures etc. - especially in the recent days. In my opinion, while we critique the situation and recommend a review of the system, we need to recognize the role of competition/ stock market performance/ wealth generation and most importantly our values around these. It cannot be denied that we over-index on making money, and respect/ social status is a function of your wealth creation. Workspaces are a subset of our social fabric - what is "wealth" needs a new definition and recalibration. It needs to include the wealth of health (wellbeing - which is not merely the absence of disease), your social contribution (goodwill/ karma/ volunteering) - and perhaps some more aspects of life that make it wholesome - maybe art/ poetry/ legacy? While workspaces are a subset of the social fabric, they are a very powerful force in social change - and can (perhaps must) play a significant role in this redefinition and recalibration. - and maybe it is important for us to question who and what we value and strive for. What do you think? #Workplaces #CompassionateWorkplaces #Caring #Leadership #HR #culture #values

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Many thanks for including me in this insightful article. The diverse perspectives shared by the leaders featured here underscore the importance of understanding and appreciating the unique strengths and challenges faced by each generation in the workplace. I look forward to continued dialogue and collaboration on how to best cultivate the leadership potential of both millennials and Gen Z. #NextGenLeaders #Mentorship #CareerDevelopment"

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Recent developments at Poonawalla Fincorp underscore a reality that every leader faces—the complexities of navigating conflicts at the top. While I won't speculate on the specifics, situations like these remind us of the collective responsibility of leadership to foster alignment and trust across the board. Leadership at any level is not about silos; it’s about collaboration. When conflicts arise between key functions, the ripple effects are felt organization-wide— → operations, → impacting morale → even external perception, as seen here. Such scenarios call for: → 𝐔𝐧𝐢𝐟𝐢𝐞𝐝 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐀𝐜𝐜𝐨𝐮𝐧𝐭𝐚𝐛𝐢𝐥𝐢𝐭𝐲 Every leader has a stake in creating an environment where differences are discussed constructively, not divisively. → 𝐓𝐫𝐚𝐧𝐬𝐩𝐚𝐫𝐞𝐧𝐭 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧 Misalignment often stems from unclear priorities. Open and honest dialogue is key. → 𝐒𝐡𝐚𝐫𝐞𝐝 𝐎𝐰𝐧𝐞𝐫𝐬𝐡𝐢𝐩 𝐨𝐟 𝐎𝐮𝐭𝐜𝐨𝐦𝐞𝐬 Addressing challenges together ensures decisions are grounded in the organization’s best interests. These moments test not just individuals but leadership as a whole. They are opportunities to model resilience, empathy, and integrity—qualities that ultimately shape the culture of the organization. To all leaders, let this serve as a reminder -> the strength of any team lies in its ability to face challenges together, with a shared commitment to growth and collaboration. #Leadership #Collaboration #OrganizationalCulture

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Dear People Pro! Are your Teams feeling safe enough to go all out, to ace their BIG Goals? In this pic is a 3 minute read you may be looking for.. ** DYK Ravi Sundaram leads the BELBIN Accreditation Course - 2 Day In Person Physical Class - Mumbai - on July 26 - 27th? To know how Belbin can be of value in your People Practice, or to enrol, DM me #leadershipdevelopment #diversityandinclusion #learninganddevelopment #personaldevelopment #psychologicalsafety #employeeexperience

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Dear People Pro! Are your Teams feeling safe enough to go all out, to ace their BIG Goals? In this pic is a 3 minute read you may be looking for.. ** DYK Ravi Sundaram leads the BELBIN Accreditation Course - 2 Day In Person Physical Class - Mumbai - on July 26 - 27th? To know how Belbin can be of value in your People Practice, or to enrol, DM me #leadershipdevelopment #diversityandinclusion #learninganddevelopment #personaldevelopment #psychologicalsafety #employeeexperience

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I see many discussions on ROI of training however I feel that there is something called Return on Not Acting (RONA) & Return on Not Investing ( RONI). Pertaining to "learning" RONA & RONI might be intangible but certainly very destructive in this changed world we live in. #learning #learningofkaps

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My insightful chat with Diksha Bhojwani on Employee Engagement I recently had a fantastic conversation with Diksha Bhojwani, a Senior HR Leader, about the secrets to unlocking employee engagement in today's ever-changing workplace. Here are some key takeaways from our discussion: * Engagement Redefined: We spoke about how engagement is no longer just a buzzword, but a crucial indicator of a company's health and employee happiness. * Building Connections: Diksha shared innovative initiatives that foster meaningful connections between employees and their leaders, promoting valuable conversations and knowledge sharing. * The Power of Recognition: We discussed the importance of structured recognition programs to celebrate achievements and milestones, boosting employee motivation and satisfaction. * Empowering Through Training: We explored the value of investing in employee development through training programs, both technical and personal, while providing clear career advancement opportunities. * Holistic Wellness Matters: Diksha emphasized the critical role of employee wellness programs in promoting mental, emotional, and physical health, leading to a more motivated and well-rounded workforce. This conversation really highlighted the importance of taking a comprehensive approach to employee engagement. If you're looking to transform your candidate-to-employee journey, be sure to check out Leap Onboard (https://LeapOnboard.com)! #EmployeeEngagement #WorkplaceWellness #CareerDevelopment #Recognition #Podcast #LeapOnboard

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𝙏𝙧𝙞𝙜𝙜𝙚𝙧 𝙒𝙖𝙧𝙣𝙞𝙣𝙜: 𝙏𝙝𝙞𝙨 𝙥𝙤𝙨𝙩 𝙙𝙞𝙨𝙘𝙪𝙨𝙨𝙚𝙨 𝙨𝙪𝙞𝙘𝙞𝙙𝙚 𝙖𝙣𝙙 𝙬𝙤𝙧𝙠𝙥𝙡𝙖𝙘𝙚 𝙨𝙩𝙧𝙚𝙨𝙨. 𝙄𝙛 𝙮𝙤𝙪 𝙤𝙧 𝙨𝙤𝙢𝙚𝙤𝙣𝙚 𝙮𝙤𝙪 𝙠𝙣𝙤𝙬 𝙞𝙨 𝙨𝙩𝙧𝙪𝙜𝙜𝙡𝙞𝙣𝙜, 𝙥𝙡𝙚𝙖𝙨𝙚 𝙨𝙚𝙚𝙠 𝙨𝙪𝙥𝙥𝙤𝙧𝙩. Another life lost. 42-year-old Tarun Saxena took his life after enduring severe work pressure and mental distress for 45 sleepless days. His tragic death serves as a stark reminder of the harsh reality many employees face—pressure to meet unrealistic targets under toxic workplace conditions. Workplace stress is not just a side effect of ambition, it’s becoming a killer. This is not the first, nor sadly will it be the last, if we don’t change how we treat our people. I’m deeply disturbed by how easily some organizations push employees to the brink, all in the name of “productivity.” Where is the humanity in that? Too often, incompetent leaders push people to their limits instead of guiding them. Targets become more important than the well-being of the individuals working tirelessly to achieve them. This is a systemic failure that HR, leaders, and organizations at large need to address immediately. HR, the supposed guardian of culture, is frequently reduced to nothing more than paper-pushers. Culture, leadership, and well-being have become words that we say but don’t act upon. We need to shift the conversation from “meeting targets at all costs” to achieving those targets humanely. How? By implementing compassionate leadership, setting realistic goals, and most importantly, creating an environment where employees feel psychologically safe. It’s time to stop glamorizing burnout. Success should never come at the cost of someone’s mental and physical health. Leaders, this is your wake-up call. You are responsible for the well-being of your teams. It’s your duty to eliminate toxic workplace practices and focus on creating psychological safety. When employees are healthy, they are productive. It’s not rocket science. Begin by • Start normalizing conversations around mental health. • Train managers to lead with empathy, not fear. • Foster a culture of feedback, where employees can speak up without fear of retribution. To anyone suffering from extreme workplace stress: 𝙉𝙚𝙫𝙚𝙧 𝙩𝙤𝙡𝙚𝙧𝙖𝙩𝙚 𝙝𝙖𝙧𝙖𝙨𝙨𝙢𝙚𝙣𝙩 𝙤𝙧 𝙞𝙣𝙝𝙪𝙢𝙖𝙣𝙚 𝙩𝙧𝙚𝙖𝙩𝙢𝙚𝙣𝙩, and 𝙧𝙚𝙢𝙚𝙢𝙗𝙚𝙧—𝙚𝙣𝙙𝙞𝙣𝙜 𝙮𝙤𝙪𝙧 𝙡𝙞𝙛𝙚 𝙞𝙨 𝙣𝙤𝙩 𝙩𝙝𝙚 𝙨𝙤𝙡𝙪𝙩𝙞𝙤𝙣. The aftermath of such a decision leaves your loved ones in a limbo of pain, while those responsible for toxic behaviors go unchallenged. By taking that step, you allow workplace bullies to get away with their actions. 𝙎𝙩𝙖𝙣𝙙 𝙪𝙥 𝙩𝙤 𝙝𝙖𝙧𝙖𝙨𝙨𝙢𝙚𝙣𝙩, 𝙨𝙚𝙚𝙠 𝙨𝙪𝙥𝙥𝙤𝙧𝙩, 𝙖𝙣𝙙 𝙛𝙞𝙜𝙝𝙩 𝙛𝙤𝙧 𝙮𝙤𝙪𝙧 𝙬𝙚𝙡𝙡-𝙗𝙚𝙞𝙣𝙜.Your life is far more valuable than any job. https://shorturl.at/jGgaH #MentalHealthMatters #WorkplaceStress #Leadership #PsychologicalSafety #WellBeingAtWork #WorkplaceCulture

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