The Head of Industry at Google, is of the firm belief that trust is the key weapon to building a team. His thorough insight comes thanks to Google’s two- year study that confirmed, the one thing that all the best- performing teams have in common, and that is psychological safety. It allows for business innovations to prosper as employees are not under any undue fear on experimentation. Due to the unique history of human evolution, this psychological safety is also fragile, but necessary for success. In order to achieve the same, conflict must be seen as a collaborator, but not as one adversary. To gauge the right business intelligence, human to human interactions, need to be stressed on. Reactions need to be anticipated in advance, to plan countermoves. Instead of blaming others, curiosity needs to be the default setting. The moment work is delivered, feedback needs to be sought on the same. All this will ensure that one can tangibly measure psychological safety.


Uploaded Date: 16th December 2019

More than ever before, today’s generation in the workforce, wants to feel some purpose at work. Many do not want to be confined to be a nine- to- five robot. Companies thus need to find ways to make work more engaging, productive and innovative. To do this, leaders can start off by inducing a sense of personal pride among their team members. This will ensure an emotive appeal with the work. Some form of authenticity also needs to be built. It will help align an employee’s work with the broader corporate strategy being followed. But one thing companies cannot escape, is that whatever reforms they bring in, those need to be in place for perpetuity. None can be mere short- term fixes.


Uploaded Date:28 October 2019

A lot of companies go through phases, when they are not clear on what the future holds for them and the industry as a whole. This is especially true right now, with things being at a flux, thanks to the constant churn of new technologies. As a result, companies must reinvent new ways of communicating to the general public and to capture authentic business intelligence. This will prepare them for the upcoming period. Structures too need to be enabled in such a way that company- wide creative collaboration may take place. Flip charts, Lego blocks and Post- it notes for instance could be of much use now. Another tactic that needs to be applied is to view one’s work not as part of an assembly line, but indeed as a craft.


Uploaded Date:11 September 2019

A common trend across the industries is how promising or even star young performers, fail to keep up those loft standards when promoted as team leaders. One of the reasons for this is the lack of training afforded to them. A global study confirms that the average age of first- time managers is thirty- three, yet their first foray in to formal management training being received is only at forty- two. At times of conflict, a few common behavioural reactions have been observed among the newly minted managerial cadre. Many off them behave brutish and try to dominate their team members. Some genuinely try to work on improving themselves, but if team member snot involved in it, then there is little gain. Sometimes work is delegated to subordinates, but they are not explained the overall purpose behind the work, thus leaving them in the lurch. Lack of awareness is quite often the root cause behind such troubles. To solve this, newly minted managers need to constantly seek feedback.


Uploaded Date:16 August 2019

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