Recently my dad participated in a laughter session where people from various communities came together to laugh. Watching the video of this event, I couldn’t help but smile and my 7-year-old daughter laughed even more as she saw her grandfather in the clip. It struck me just how powerful laughter is—one smiling or laughing face […]
A few years ago, on a Friday afternoon, I was wrapping up an annual review with one of my team members. As per usual practice, I asked my favorite question: “Can you share some feedback about me?” I anticipated the usual responses—everything is fine, you are helpful, nothing specific, etc. So, I was taken aback
The other day, a colleague asked me, “I’ve set so many personal goals for the year and I want to pursue a hobby but I’m already missing deadlines. How do I achieve them?” As I shared my learnings, I realized we’re all drowning in daily chaos. Most of us don’t even know where to start.
Why do some good employees make bad Managers and even worse Leaders? Where does our system fail and who should be held accountable? Over the past two decades, I have participated in countless promotion discussions and witnessed how a simple performance review process often determines the future of employees hoping to climb the corporate ladder
After spending several years sitting through performance review sessions, I notice that employees are often focused on prestigious titles and salary increases. Some truly deserve these rewards for their outstanding work, while others are granted these as a retention strategy. Then there are those who leave an organization simply because they weren’t given a title
We often see people expressing gratitude to their managers for being great leaders and mentors, praising them for helping shape their careers. But does just shaping someone’s career truly qualify as mentorship? The common definition of mentorship, though continuously evolving, refers typically to the guidance provided by an experienced individual in a corporate setting or