We are thrilled to announce that TransforMe Learning, in collaboration with WeWork India, has been selected as a finalist in the prestigious Diversity & Inclusion category at the AITD Excellence Awards 2023.

Our entry,  “How WeWork India achieved its D&I goals by Empowering its Women Leaders,” sheds light on an inspiring journey towards fostering Diversity and Inclusion.

In the real estate industry where women have historically been underrepresented in leadership roles (accounting for only 2% of these positions), WeWork India set a powerful example by committing to bridge this gender gap and enhance overall inclusion within their organization.

TransforMe Learning’s customized women leadership program, “Evolve,” became the catalyst for change.

This program included a thorough diagnostics phase, followed by immersive workshops and group coaching sessions.

Its aim was to empower women leaders at WeWork India, helping them overcome imposter syndrome, recognize internal barriers, enhance workplace influence, adapt leadership styles, and build personal brands for increased credibility.

The winners will be announced at the awards ceremony on Thursday, 19 October 2023 at the Island Gold Coast, and we eagerly anticipate celebrating the achievements of all finalists in the Diversity & Inclusion category.

Speaking on the occasion, Sandra Colhando, Co-Founder, TransforMe Learning and a Woman Leadership Coach, shared, “We are excited by this recognition at the AITD Excellence Awards 2023. This award inspires us to continue our mission of empowering women leaders and championing diversity in the workplace. Together, we can create a world where everyone’s unique talents and voices are not just heard but celebrated.”

We extend our heartfelt gratitude to the AITD Excellence Awards panel for acknowledging our dedication to empowering women leaders and promoting diversity within the workplace.

Stay tuned for more updates as we continue to champion Diversity and Inclusion in the real estate industry and beyond.

Discover which stage your organisation is in its Gender Equity Maturity. Download our latest report to take the assessment and get specific recommendations on how you can take your gender equity to the next level.

Vulnerable leadership is a leadership style that emphasizes authenticity, openness, and the willingness to show vulnerability or human imperfection. It involves leaders being honest about their own limitations, fears, and mistakes, and creating an environment where team members feel safe doing the same. Vulnerable leadership is crucial in the post-pandemic world because it promotes mental well-being, fosters connection in remote work environments, helps teams adapt to change, builds trust, creates an inclusive culture, and enhances innovation. 

We recently caught up with Jacob Morgan on the sidelines of his upcoming book launch on Vulnerable Leadership. Jacob is a professionally trained futurist, keynote speaker, and the international best-selling author of 5 books which focus on Leadership, The Future of Work, and Employee Experience. His passion and mission is to create great leaders, engaged employees, and future-ready organizations. 

Jacob’s new book “Leading with Vulnerability: Unlock Your Greatest Superpower to Transform Yourself, Your Team, and Your Organization” on Vulnerable Leadership is expected to release on October 3, 2023. Pre-order your book here

Read the transcript of our interview with Jacob Morgan on his upcoming book below.

Jacob Morgan on Vulnerable Leadership | TransforMe

1. Can you provide an overview of your upcoming book on vulnerable leadership? What inspired you to write about this particular aspect of leadership?

I started out with one basic question: Is vulnerability the same for leaders as it is for everyone else? It turns out that it’s not. While vulnerability cripples some leaders, others tap into it and use it as a superpower. Vulnerability alone makes leaders seem incompetent. Competence on its own makes it hard for leaders to connect with their people. The key is to develop both competence and vulnerability, what I call “The Vulnerable Leader Equation.” I interviewed over 100 CEO interviews and surveyed nearly 14,000 employees to show how leaders can tap into vulnerability to transform themselves, their teams, and their organizations.

2. Vulnerability is often seen as a weakness in traditional leadership models. How does your book challenge this perception and highlight the strengths of vulnerable leadership?

Based on the 14,000 employees I surveyed with DDI, the #1 reason why we don’t see more leaders being vulnerable at work is because they don’t want to be perceived as being weak or incompetent. If all you do each day is show up to work talking about your challenges, struggles, emotions, and mistakes, then of course eventually people will start looking at you and wondering what you are doing in your role. The best thing to do is to combine vulnerability with leadership. For example, instead of just saying “I’m sorry I made a mistake” say, “I’m sorry I made a mistake, but here’s what I learned from my mistake and here’s what I’m going to do going forward to make sure that mistake doesn’t happen again in the future.” There’s vulnerability in that, but there is also leadership. The book offers frameworks, stories, research, and insight that will teach readers how to tap into vulnerability and leadership to be able to unlock the potential of those around them, lead through change, drive business performance, and create trust.

3. What key principles or qualities define vulnerable leadership, and how do they differ from more conventional leadership approaches?

Vulnerable leadership just comes down to two things, connection (vulnerability) and competence (leadership). These aren’t new concepts or ideas but most of the time we focus on one or the other. We’re either taught to show up to work and just be vulnerable or to show up to work and just focus on doing a good job. If you only focus on competence people will think you’re a robot, if you only focus on connection then people will think you’re incompetent. The key is that leaders must be able to do both. That combination is a simple and powerful combination that we never talk about in the business world.

4. Can you share some real-world examples or case studies from your book that illustrate the impact of vulnerable leadership on individuals, teams, and organizations?

On August 20, 1991 Hollis Harris, the then CEO of struggling Continental Airlines was asked to address his employees. In his memo he acknowledged that the company was struggling, that there was uncertainty, and that he didn’t see a clear way forward. He ended his memo by telling his 42,000 employees to pray for the future of the company. The next day he was fired. What Hollis did was vulnerable but there was no leadership.

Another such leader is Fleetwood Grobler, the President & CEO, Sasol Limited, a South African energy and chemical company with over 28,000 employees. When Fleetwood took over the company was $13 billion in depth and with the pandemic the entire company almost went out of business. Fleetwood was also asked to address his employees but his message was different. He also acknowledged challenges and struggles of the business but said he had a vision for what the company could become and that together, they would be able to rebuild trust amongst their employees and customers. He asked his employees to go with him on this journey to transform the company and told them that although they are struggling and that he didn’t know the exact way forward, that together they could figure out and achieve success. And that is exactly what they did.

5. What challenges do leaders typically face when attempting to embrace vulnerability, and how does your book offer guidance on overcoming these challenges?

As I mentioned above, the #1 reason for why we don’t see more of this is because we don’t want to be perceived as being weak or incompetent. The way to fix that is to add leadership to the vulnerability. This begins by leading by example. It takes courage and boldness to step forward and to show others how to do the same.

6. Your book likely discusses the potential risks or pitfalls of vulnerable leadership. Could you elaborate on some of these potential downsides and how leaders can navigate them effectively?

The big risk that people are worried about is that a vulnerability will be used against them in some way, and it will. In fact, I can guarantee that it will, but it won’t happen nearly as often as we think it will. This is just part of life, you will get told no for a date, you will get denied for a new job or a promotion, you will get turned down for all sorts of things in life and similarly you will have things used against you at some point. However, what you do when that happens makes all the difference. When vulnerability does get used against you you can either use that as an excuse for why you should never be vulnerable again, or you can use that as a learning moment to take a step back and examine what you learned about yourself, the situation, and the other person. So the best way to view these downsides and negative experiences is to view them as learning moments.

7. How do you envision the future of leadership evolving, considering the increasing emphasis on emotional intelligence, empathy, and vulnerability

I see all of these things becoming even more important especially as tools like generative AI continue to advance and play a more crucial role in how we live and work. The one thing that technology can’t take away from us (yet) is our ability to be human. The very best leaders are going to be the ones who focus on human skills.

8. Are there any specific tools, exercises, or techniques that your book suggests to help leaders develop and practice vulnerable leadership skills?

There are many of them. One of them is called the vulnerability mountain which is the idea of creating a basecamp and then a peak. At basecamp you identify something that you can do today or tomorrow when it comes to leading with vulnerability. This could be something simple like sharing a mistake you made and what you learned. At the top of the peak you identify what’s the scariest and most uncomfortable thing you can do. Then you take steps gradually between basecamp and the peak and you begin to climb the vulnerability mountain. It’s a tough journey but it’s one that every great leader needs to make. The higher you get up the mountain the more clarity you will get, the farther out you can see, and the more relationships you can build.

9. Were there any personal experiences or anecdotes that influenced your understanding of vulnerable leadership and its importance?

I had a series of panic attacks shortly after signing the contract to write this book. At the time I had no idea what was happening to me or why. After a few therapy sessions it became clear that the reason why I was having panic attacks is that I had committed to writing about vulnerability which at my core wasn’t something I believed in or practiced in my own life. I grew up emulating my dad who always taught me to not share feelings, to keep my problems to myself and to not talk about my challenges or failures. The fact that I was now confronted with exploring something so foreign to me made my body and mind shut down.

10. As readers engage with your book, what main takeaway or message do you hope they will carry with them into their leadership roles?

The biggest takeaway is don’t be vulnerable at work, instead lead with vulnerability! Bring together competence and connection. Doing so will allow you to transform yourself, your team, and your organization.

DEVELOPING NEW AGE MANAGERS 

Leader and manager effectiveness is the most frequent top priority (60% of respondents) among HR leaders for 2023, according to a survey by Gartner, Inc.

As we stand on the threshold of a post-pandemic world, the dynamics of leadership and management have evolved, demanding a new set of skills, perspectives, and approaches. For the August edition of The Leaders’ Cafe, our monthly series discussing the latest trends driving the workplace, we welcomed Priyanka Anand, Vice President & Head, Human Resources – South East Asia, Oceania & India at Ericsson. Priyanka shared insights on how organisations need to think differently about developing managers to boost manager effectiveness

Summary:

In the discussion about developing new-age managers and leaders,  Priyanka emphasized the following key points

Leadership is Foundational: Leadership development is a core element of Ericsson’s success. Strong leaders are crucial for any organization to thrive, and they invest heavily in nurturing leadership alongside other aspects of the business.

Growth Mindset and Win-Win Narrative: Ericsson fosters a growth mindset among its leaders, encouraging them to view challenges as opportunities. They emphasize a “Win-Win” narrative to set clear expectations for employees and leaders alike, creating a sense of partnership.

Emphasis on Behaviors: Ericsson focuses on empowering its leaders with key behaviors like empathy, open communication, collaboration, and recognizing collective success. These behaviors are instrumental in shaping the organization’s culture.

Continuous Learning: Leadership development is viewed as an evolving process. Ericsson recognizes the need to adapt continuously to changing industry dynamics, geopolitical shifts, and global events. Leaders are encouraged to engage in continuous learning to stay updated and connected with their teams.

People-Centric Approach: Ericsson places trust in its employees and emphasizes creating “moments that matter.” Leaders are seen as coaches who engage in meaningful conversations, fostering a sense of belonging and psychological safety among employees.

Zero-Tolerance for Zero Learning: Ericsson has a zero-tolerance policy for zero learning, making continuous learning a non-negotiable part of the company culture. They empower employees to take charge of their learning journeys.

Hiring for Potential: Ericsson hires based on potential, not just proven competence. They are committed to growing careers and offer opportunities like shadowing, job rotations, and international roles.

Development of Homegrown Talent: A significant portion of Ericsson’s leaders are homegrown, reflecting their commitment to nurturing talent from within the organization.

Flexibility in Learning Styles: Ericsson acknowledges the diverse generational mix in the workforce and provides multiple learning options to cater to various preferences. Learning cohorts with multi-generational members encourage learning from each other.

Foundational Skills for First-Line Leaders: First-time leaders should prioritize qualities such as humility, clarity, courage, open communication, and a commitment to continuous learning.

Transcript

Gatik – What’s your view around development of managers and leaders and getting them future ready in Ericsson’s language?

Priyanka – As I mentioned, I’m thrilled to be here and share my thoughts. I firmly believe in the two-way learning nature of these forums. I learn a lot from our audience’s questions and value open dialogue.

In response to your question, early in my career, a mentor emphasized the critical role of leadership in any organization. He stressed that even with the best strategy and technology, without strong leaders, failure is inevitable. Conversely, when facing challenges, strong leaders can lead to success.

For me, leadership development is foundational. It’s key to Ericsson’s success and any organization’s success. We prioritize investing in our leaders alongside technology and other aspects of the business.

Throughout our long history, we’ve faced tough times. In 2017, we were in a challenging situation, but our people and leaders believed we could overcome it, and we did. This experience shaped my leadership journey.

Leadership development is our secret sauce. We invest in our leaders with development programs, interventions, and learning opportunities. What sets us apart is our commitment to nurturing future leaders, creating a strong leadership pipeline.

Gatik – Absolutely, Priyanka. Your journey from the challenges of 2017 to Ericsson’s current leadership position is truly remarkable. It’s inspiring to see such a rapid transformation.

Now, I believe our audience is also feeling connected and inspired by this journey. It’s a classic example of a burning platform experience where you went from severe financial and technological challenges to being at the forefront of your industry in a relatively short time, just three to four years.

So, the burning question for many, including myself, is: How did you do it? What are the key ingredients? Can you distill it down to the core principles and philosophies of leadership and manager development at Ericsson that contributed to this success?

What are some core principles or philosophies around some specific core principles and philosophies around Manager Development or New Age leader development that have really helped you in this journey?

Priyanka- Certainly, Ericsson’s journey has been marked by our commitment to a unique culture built on a strong sense of purpose: making the unimaginable possible through connectivity. This culture, guided by core principles and philosophies, has been instrumental in our success.

First, we emphasize fostering a growth mindset. In our ever-changing industry, challenges and opportunities constantly arise. We encourage our leaders to view every situation as an opportunity and invest heavily in nurturing this mindset.

Second, we’ve crafted a Win-Win narrative. It’s crucial to articulate what we expect from our employees and leaders and what they can expect from us. We’ve committed to being there for our people in every significant moment, with curated conversations, flexibility, and empowerment. This approach makes every leader feel like a CEO running their own business.

Additionally, we’ve invested in our 10,000-plus leaders, equipping them with the behaviors we value most.

 

Empathy, compassion, encouraging open communication, promoting collaboration, and recognizing collective success are among these behaviors. Our leaders understand that in our organization, collective success is highly valued.

In summary, our core principles and philosophies are communicated clearly to our leaders, and they have a significant impact on our culture and where we are today.

Gatik – Absolutely, and it’s evident, Priyanka, that your passion shines through in your insights. You’ve highlighted the importance of constant investments in leadership, and it’s clear that leaders are at the forefront of your organization. You mentioned behaviors like growth, empathy, and speaking up, which are crucial in your HR journey. Ericsson has been a pioneer in this area, even before it became a widespread practice.

As we continue our conversation, I’d love for you to share insights and tips for our community, especially fellow HR professionals who may be on their own journey of building manager competencies. But before we delve into that, could you elaborate a bit more on the importance of behaviors like growth and empathy? These were not as commonly discussed a few years ago, and there’s been a significant shift in organizations prioritizing these values.

So what are the focus areas are the competencies or behaviors that Ericsson is focusing on for its new age managers now? versus three years, four years back? And how is there a difference in how you’re getting people?

Priyanka – Certainly, it’s quite a thought-provoking question. It forces me to reflect on our long journey at Ericsson, where building leaders has been our primary focus. We view leadership development as an evolutionary approach, recognizing that our leaders and development techniques must evolve continuously. This adaptability is essential in today’s world, where change is the only constant.

We’ve witnessed rapid transformations in our industry and the world, such as geopolitical shifts, technological advancements, and the COVID pandemic. To navigate these changes effectively, we rely on our leaders to guide their teams. Investing in them has been the key to our seamless transition from challenging phases to thriving ones.

“At the heart of our approach is the belief that people are our greatest asset.”

 

This belief has been integral to Ericsson’s culture, resulting in employees who stay with us for years, even decades. We prioritize creating moments that matter, demonstrating empathy and a deep sense of humanity.

Our leaders play a crucial role in this. They’re not just managers but coaches who engage in meaningful conversations with our people. They create an environment where employees feel psychologically safe and are encouraged to speak up. This approach fosters innovation, growth, and unprecedented career journeys.

We’ve shifted our focus towards power skills and continuous learning, embedding them in our organizational DNA. Leaders are encouraged to engage in continuous learning to stay updated and ensure real-time interactions with their teams.

However, it wasn’t always smooth sailing. Transitioning to a hybrid work environment presented challenges. We had to build trust, foster teaming, and maintain a sense of belonging in a virtual setting. It was an iterative process that required significant investments in leader support and development.

Gatik – I know our community consists of a lot of business leaders, a lot of HR leaders, a lot of learning leaders in various organizations, big mid size small and like I said, So what would be your top recommendations to the folks watching this video wanting to strengthen their leader Manager Development future proofing the leaders, what would be your top two three suggestions, advice or best practices ready that you could share?

Priyanka – Certainly, I can share some key practices we value at Ericsson when it comes to learning and employee development.

“First and foremost, we have a zero-tolerance policy for zero learning. This means we emphasize continuous learning and make it a non-negotiable aspect of our culture. It’s not just about providing learning opportunities; it’s about every employee taking charge of their own learning journey. We firmly believe that every employee is the CEO of their career, and their leader is their mentor, guiding them on this journey. We provide various learning resources, tools, and technology, but the responsibility lies with the individual to decide what, where, and how they want to learn. This approach empowers employees to be proactive about their development.”

Secondly, we focus on growing careers for potential, not just proven competence. We consider every employee as talent and are committed to investing in their growth. This means offering opportunities like shadowing, job rotations, and international roles to help them achieve their career aspirations. We encourage employees to envision and plan their career paths, and we provide the support and resources they need to make it happen.

Lastly, our organization is deeply committed to developing our own talent. Approximately 60% of our leaders are homegrown, which reflects our dedication to nurturing and promoting talent from within. We invest in our people, helping them transition to new roles, whether horizontally or vertically, and succeed in different territories. This commitment to our employees’ growth is a cornerstone of our culture.

In summary, our key practices revolve around continuous learning, employee empowerment, and a strong commitment to growing and developing our talent from within.

Gatik – So the first one I’m going to pick up is this question – According to you, what’s the first step in this direction for upcoming organisations? And the question is, what is the first step in this direction of investing in future leaders or succession planning?

Priyanka – Absolutely, here are the key takeaways:

Trust and Acceptance: Building trust and gaining acceptance from employees is crucial for successful succession planning. Employees need to see real positive outcomes resulting from this commitment.

Open Talent Market: Embracing an open talent market approach where every position is advertised and visible to all employees promotes transparency and equal opportunity. Anyone can apply for open positions, ensuring a fair selection process.

Comprehensive Succession Planning: Implementing a thorough succession planning process is essential. This includes short-term, medium-term, and long-term plans for critical positions. Identifying skill gaps and proactively investing in individuals to prepare them for future roles is a key component.

Hiring for Potential: Encouraging leaders to hire based on potential rather than just proven competence is essential. Developing and grooming employees for more complex roles should be incentivized to foster a culture of growth and development within the organization.

Gatik – Absolutely, Priyanka, I completely resonate with your insights, especially regarding the importance of leadership buy-in. For smaller or midsize organizations looking to implement effective succession planning, it’s vital to focus on gaining the support and buy-in from their leadership teams. This could involve showcasing the value of succession planning through case studies and real-world examples. Additionally, reaching out to experienced leaders like Priyanka and seeking guidance from their network can provide valuable insights and direction. Building a strong case for succession planning and demonstrating its benefits can pave the way for successful implementation in organizations of all sizes.

Another question ‘d be curious to know how Ericsson manages intergenerational teams, right, where the learning styles may vary generationally for Gen X, millennials and Gen Z. What have your experience internally been around this? How has Manager Development changed across different intergenerational groups, is there a difference in the way you look at leader manager development?

Priyanka – Absolutely, and this is a significant consideration given the diverse generational mix in today’s workforce. At Ericsson, we’ve embraced this diversity and recognized that people have various learning preferences and styles. Our approach has always been evolutionary, ensuring that we don’t leave anyone behind.

“Flexibility is crucial. We provide multiple learning options to cater to different preferences, whether it’s classroom-style, flexible, or modular learning. We believe that learning should resonate with an individual’s personal style; otherwise, it won’t be effective.”

Additionally, we encourage learning cohorts that include members from different generations. This allows individuals to learn from each other, bridging the gap between legacy and new technologies. Learning together fosters collaboration and camaraderie, creating a more rewarding experience than a one-size-fits-all approach. In summary, flexibility in learning styles is our key mantra to accommodate the diverse needs of our multi-generational workforce.

Gatik – What foundational skills should a first time manager prioritise while developing to ensure Successful start in the leadership role. What foundational skills – maybe top three top five should be prioritized to help a first time manager be successful in starting their road.

Priyanka – Absolutely, let me condense it:

For first-line leaders, embracing essential qualities is vital. At Ericsson, we highlight humility, clarity, and courage.

Humility: First-line leaders must be open to ideas, feedback, and continuous learning. A growth mindset is essential.

Understanding Expectations: Leaders need a clear understanding of the organization’s principles, behaviors, and culture.

Courage: Leaders should have the courage to be open, transparent, and engage in clear dialogues with their teams. Building relationships is crucial.

Open Communication: Effective, open, and transparent communication is foundational. It strengthens relationships and drives successful team outcomes.

Never Stop Learning: Leadership doesn’t mean stopping learning. It’s crucial to embrace continuous learning as a lifelong process for personal growth and leadership success.

These qualities are foundational for first-line leaders.

Gatik – I’m sure the community has taken away a lot. And thanks, Priyanka, for making time, I know you’re super busy driving all these amazing things at Ericsson. But thank you so much for making time to contribute and create value for the community.

Priyanka – I think I just feel it’s been a truly reflective experience for myself. So thank you so much for giving me this opportunity. Appreciate it.

BREAKING BARRIERS : WOMEN LEADERS IN CORPORATE AUSTRALIA

Women remain under-represented in all key decision-making roles across almost all industries in the Australian workforce. Within this, culturally diverse women have an abysmal representation, out of the 46% of board directors across sectors in Australia, only 5.7% of them are culturally diverse women. In our Australian edition of the Leaders Cafe Live series, we had a guest speaker who defied all odds as a young immigrant and rose to become a leader in the traditionally male-dominated banking industry,  Ana Marinkovic, Executive General Manager, Small Business Bank at NAB.  Ana shared her invaluable insights and experiences, focusing on two pivotal topics:

Strategies for women immigrants looking at building their careers in Corporate Australia; key challenges and how to overcome them and How can organisations focus and enable the journey of women leaders (with a focus on culturally and racially diverse women leaders); tried and tested tips to foster inclusion and true belonging.

Summary 

Here are the key highlights from the conversation:

  • From day 1, I was an outsider. Being different and coming from a unique background when I entered the Australian corporate world, specifically in a banking graduate program 20 years ago, I believed in demonstrating my worth through results and the impact I could make on my work’s quality. I embraced hard work, often putting in extra effort without additional identity burdens, which opened up opportunities that others might have missed.
  •  I’ve mastered the art of not belonging, and it’s become my mantra. I firmly believe that diversity, including diverse experiences, thinking, cultural perspectives, socioeconomic backgrounds, educational experiences, and technical expertise, is what fosters a successful, vibrant, and progressive culture.
  • Challenges in Corporate Australia: Discrimination against diverse professionals, especially those with non-standard accents, persists in Australia. This unconscious bias needs systemic change within organizations. There has been progress in diversity and inclusion in corporate Australia, but it’s not happening as quickly as it should.  Both men and women share the responsibility of promoting meritocracy and uplifting talented individuals, regardless of their background.

     

  • Balancing Work and Life: Ana believes in doing what suits your personal circumstances and family without apology, focusing on quality interactions with loved ones.

     

  • Reading Recommendation: Ana enjoys biographies, and she recommends reading Otto von Bismarck’s biography for insights into influential historical figures.
  • Role Model: Ana’s role model has always been her grandmother, who emphasized independence and education.

     

  • One Word to Describe Ana: Strict (according to her kids), in need of more holidays (according to her husband), and a transformational leader (according to colleagues).

     

  • Ana’s Mantra: “Master The Art Of Not Belonging.”

     

  • Diversity and Different Perspectives: Ana emphasizes the importance of diversity in experiences, thinking, cultural perspectives, socioeconomic backgrounds, educational experiences, and technical expertise for a successful and vibrant culture.

     

  • Handling Comments About Quotas: Ana doesn’t support quotas but believes in hiring based on meritocracy. She advises focusing on your track record, confidence, and the ability to communicate your abilities convincingly.

     

  • Changing from Mentorship to Sponsorship: To shift from mentorship to sponsorship, show that you’re gaining value, putting effort into self-improvement, and embracing feedback for continuous growth. Authenticity, selflessness, and shared values are key.

Transcript

Sandra – Welcome everyone. After successfully running the leaders cafe in India, we are excited to inaugurate The Leaders’ Cafe in Australia today. In our Leaders’ Cafe Live series we were credibly excited to welcome a guest speaker who came to Australia as a young refugee and broke several shackles to emerge as a leader in the typically male dominated banking industry. We are speaking with Ana Marinkovic, Executive General Manager small business bank at NAB. Can you share some of the highlights that brought you the way you are today?

Ana – Sandra, my experience may not be unique, as I’ve met many who left their countries for various reasons. My childhood was idyllic until it suddenly turned into chaos. I left home at 12 and reunited with my parents much later. This journey taught me that life’s titles, possessions, and social standing are transient, but resilience, impactful choices, and helping others endure.

It’s also taught me the value of authenticity, both in personal and corporate life. Authenticity is the foundation of trust and loyalty. So, my journey over the past few decades has been filled with invaluable lessons.

Sandra  – One thing that resonated a lot with me, it was initially a little bit of a shock, but that resonated with me is the line that you say it’s okay not to belong. And, you know, we talk a lot especially in organizations about belonging as the foundation of actually being true, inclusive and getting people to feel safe to speak. And here, I’m listening to you as a woman leader who travels the mile and said, You know what, it’s not okay to belong.Would you like to share a little bit more about what you mean by that?

Ana  – I’ve had various reactions to my differences. I’ve mastered the art of not belonging and fully accept it. I understand that my unique experiences, accent, and perspective won’t change. These aspects define my identity more than my CV does.

“In boardrooms, I’ve faced comments about my fashion, assertiveness, honesty, and even suggestions to change my name, soften my accent, or develop a taste for wine. But these are just labels. Over time, I’ve learned to focus on feedback about my work, strategy, leadership, and not let the noise affect me. It’s become a survival tactic that’s served me well.”

Sandra  –  Sometimes, I’m reminded of the many stories that play in our heads when we’re talking to clients and coaches. We often compare ourselves to others or try to fit in or emulate someone else. I often think of horse races, where the fastest horses wear blinders. It’s liberating to focus on our goals and not get caught up in the chatter of belonging.

But there’s also the reality of being a woman from a multicultural background. I’ve faced challenges from questions about my name not matching my appearance to comments on my accent. There were times when I was the only multicultural woman in a leadership forum, and some suggested hiring people who looked different to represent stakeholders. Despite these challenges, I’ve continued to stand up for what I believe in and push forward.

There are also articles like HRD recently talking about discrimination based on accidents, where career opportunities are mixed, missed by equally qualified candidates with non standard accents and even more pronounced for women. Another article in a financial review that talks about how job seekers in Australia with ethnic names are 57% less likely to be considered for leadership roles. What do you feel even if it’s unconscious based, it needs to be systemic discrimination by organizations against diverse professionals? What are your thoughts?

Ana – In the Australian corporate landscape, upper management and board levels often lack diversity, reflecting a reality we face. Moreover, in my role overseeing millions of small businesses, I encounter expectations about a certain executive prototype. Being an ethnic banker in a predominantly male, monolithic industry presents unique challenges, not only in the workplace but also with customers.

Unconscious bias is pervasive. For instance, a customer assumed I had conflicted feelings about Ukraine due to my appearance and accent, highlighting how perceptions can lead to misconceptions. Another customer asked to change my sender name in a newsletter, citing stereotypes. These biases are deeply ingrained.

Addressing this issue requires collective effort, ongoing attention, and a focus on diversity in positions of power to drive change effectively.

Sandra – What’s the situation right now in corporate Australia in making inclusion real?

“Ana On Making Inclusion Real  – There have been positive strides toward inclusion and diversity, and I see it extending beyond just the male-female binary. There’s significant progress, with organizations realizing that diversity isn’t a mere preference; it’s a necessity. This shift is driven by social responsibility and the need to better connect with our customer base for improved commercial outcomes.

However, progress isn’t happening as swiftly as it should, especially in a multicultural country like Australia. Some agenda items may take precedence, which affects the pace of progress.”

Sandra  – I often also see when you’re talking about this case, as women being champions of diversity, equity inclusion, they’re either the leaders talking to running these forums, where do you see male allyship coming to this picture What would you recommend, say your senior male colleagues to do in organizations to support more inclusivity?

Ana  – I believe in consciously looking beyond gender, cultural heritage, or skin color when evaluating individuals. It’s everyone’s responsibility to promote meritocracy and uplift talented, hardworking people, regardless of their background. Both men and women share the responsibility in this regard.

In my own career, I’ve received substantial support, advice, mentorship, and sponsorship from some male colleagues and leaders. Women supporting women is an important aspect of this agenda. While we often discuss men supporting women, it’s equally vital for women to view each other as allies rather than competitors and work together to advance this cause.

Sandra – In the last few years, I’ve seen the shift happen on women supporting women, or at least the shift disrupting, and I’m pretty happy looking at that shift. What else can we do to support each other?  Besides you mentoring, coaching, what else can we do to together rise in this situation?

“Ana On Women Supporting Women – I recently came across a perspective that strongly resonated with me: “Women are over-mentored and under-promoted.” It makes sense when you objectively assess the situation. The real challenge isn’t finding a mentor; it’s demonstrating to the system that you’re ready for more significant responsibilities and promotions.”

While having a mentor and a sounding board is crucial, mentoring alone won’t determine your career path. It’s vital to focus on building critical experiences that pave the way for advancement.

Sandra– So if you want to reflect back and all the mentorship opportunities that you feel grateful for, what could you? What did you do at that time to get those mentors for yourself?

Ana –  Being different and coming from a unique background when I entered the Australian corporate world, specifically in a banking graduate program 20 years ago, I believed in demonstrating my worth through results and the impact I could make on my work’s quality. I embraced hard work, often putting in extra effort without additional identity burdens, which opened up opportunities that others might have missed.My dedication and results gave me access to a diverse network. I was confident in seeking help and had an insatiable thirst for learning and improvement.

“Actions often speak louder than words. My “luck” was a product of genuine efforts to make a difference and continually improve. People notice and want to help when they see your commitment to their success. It’s about earning the right to ask for help and advice when needed by consistently contributing and demonstrating your dedication.”

Sandra – The first step in seeking mentorship and support is foundational. It’s been a personal challenge for me, particularly when I made a mid-career transition to Australia. I arrived here after having a successful career in India, coaching clients and organizations that were on my wish list. I reached a point where I didn’t need feedback, as I had people working with me.However, in Australia, I became a newcomer and had to start over in my middle age. I realized it wasn’t about completely changing who I was; it was about redesigning myself. I had to step out of my comfort zone, seek feedback, and adapt to a new coaching approach. In my previous life, I never asked for mentorship, but in my new life, I had to break out of that pattern. Nobody comes to you; you have to actively seek support. Fortunately, many people are willing to help when you take that first step of asking, even though it can be challenging.

To seek mentorship, you have to place yourself in those situations and actively ask for support. However, there are internal obstacles we often encounter, like the Cinderella complex. Some of us might think, “I’ll just do good work, someone will notice me, and I’ll get my seat at the table,” which isn’t necessarily true. What are your thoughts on this Cinderella complex that some people may have?

Ana – I find it a bit challenging to relate to the Cinderella complex because I’ve always been an outsider from day one. When you carry that label, your focus shifts to fitting in, making an impact, and finding your place in the world. You don’t dwell on whether you deserve your job at a technical level.

The risk with Cinderella complexes or impostor syndrome, as some call it, is self-sabotage. It’s crucial to approach every situation rationally. If you’ve already faced disadvantages in life, avoid adding to them with self-doubt. That’s my advice.

Sandra – A brilliant point indeed. Firstly, avoid putting yourself in that cage because once you’re in, only you can let yourself out. Most of my work revolves around empowering women leaders who excel in organizations. Many face the double bind dilemma – being seen as either too soft or too aggressive. Women often receive feedback about toning down their assertiveness, a critique rarely given to male leaders.

As someone assertive and vocal, have you encountered feedback about being too assertive or aggressive? How would you advise handling this double bind dilemma?


Ana – It’s crucial to be conscious of how you present yourself and your style. However, trying to strike a perfect balance between assertiveness and not being too aggressive can be a losing battle. I’ve received feedback about speaking too little and too much, and it’s challenging to please everyone.

“On Double-Bind Dillema : My approach is not about being liked by everyone, but about being respected, leading with integrity, and staying true to my values. It’s about authentic leadership and being able to look in the mirror at the end of the day, liking the person I see. I ask myself, who do I need to thank, and who do I need to apologize to after the day I’ve had”


Sandra – I want to come back to the topic balancing work life. Are there any strategies, any insights tips you have for us?

“Ana – I’ve never believed in work-life balance. Instead, I believe in doing what suits your personal circumstances and family without apology. I’ve always loved my career, which has been a central part of my life. It doesn’t mean I love my family any less; it just means we focus on quality interactions when we’re together. Balance, to me, is when you and your loved ones are happy with the life choices you’ve made and continue to make. That’s the only balance I strive for.”


Sandra – How does one communicate that balance with work as well?

Ana – It’s crucial to aim for a job that doesn’t bring negative feelings about Sundays or Mondays. In Australia, where unemployment is low, we often have the power to choose our work environment and leaders. It’s about working in a space that motivates rather than demotivates you. The responsibility for these choices lies with the individual.

I wouldn’t work in an environment that doesn’t allow me to be authentic, and if an organization’s values don’t align with your own, focus on what you can control and lead by example to make positive changes. However, if there’s a fundamental conflict, it might be time to consider a different organization.

Sandra – what would you recommend as a good book for us to read?

Ana – I’m a fan of biographies because they reveal that even those who have achieved extraordinary success in their professional or personal lives faced steep and challenging journeys. I’ve read many biographies, but one that stands out is Otto von Bismarck’s. He unified the Prussian states into modern Germany, and his life story, tenacity, and handling of political complexity left a lasting impact on Europe, influencing the factors that led to the First and Second World Wars.

I enjoy exploring characters like Bismarck because they offer insights into the human condition, human context, and the choices people make, regardless of whether their stories are positive or negative.

Sandra – One woman role model that you will look up to.
.

Ana – I look, it’s always been my grandmother. Unfortunately, she’s no longer with us. But she’s the woman that taught me the importance of Independence and the importance of education.

Sandra – How would people describe you in one word?

Ana – The kids would say the strictest mum that they know. Husband would say you need to take more time off and go to Italy or Spain on holidays. And I think colleagues and my teams would say someone that’s a transformational leader. Someone that likes to challenge the status quo? 

Sandra – And what would Ana say?

Ana – I’m passionate about building highly engaged, effective teams that make a meaningful impact. I believe in the power of small actions that can greatly affect people’s lives. That’s why I’m dedicated to serving the small business customer segment, where the decisions my teams make daily have a significant impact on many families across Australia.

Sandra – What’s the mantra you live by?

Ana – Master the art of not belonging.

I want to take this opportunity to pick up some questions from the audience as well. Why do we need to confirm when we want people to bring diversity and different ways of thinking?

Ana – I’ve mastered the art of not belonging, and it’s become my mantra. I firmly believe that diversity, including diverse experiences, thinking, cultural perspectives, socioeconomic backgrounds, educational experiences, and technical expertise, is what fosters a successful, vibrant, and progressive culture. I don’t see homogeneity as the best path forward. It’s not just about what you believe but also ensuring your actions align with those beliefs. Who you hire, fire, promote, mentor, and sponsor should all contribute to building a diverse culture and giving people opportunities.

Sandra – As a woman, how do you tune out such noises which indicate you got there because a quota had to be filled? Or was it because of hard work involved in your promotion?

Ana – I’m not a big fan of quotas for this reason. I believe in hiring based on meritocracy. However, this requires creating a system that ensures women have equal opportunities to learn, develop, and advance as men do. It’s crucial to have a strong track record of excellent performance, confidence in your abilities, and the ability to communicate this convincingly. Your elevator pitch should be punchy and based on lived experience rather than a sense of needing to justify your presence.

Sandra – how do we change from mentorship to sponsorship in organizations?

Ana – The distinction between mentorship and sponsorship is crucial. Many have asked me to be their mentor but treated it as a transactional interaction, asking a few questions over coffee and not following up. To turn a mentor into a sponsor, show that you’re gaining value, putting effort into self-improvement, and embracing feedback for continuous growth. This creates a mutual interest in your success. Authenticity, selflessness, and shared values are key. If it doesn’t click with one person, keep searching until you find someone whose approach resonates with you.

Ana – Leaders are not born, leaders are made, and they’re made by their actions and the actions around them every single day.

Sandra – On that note, wishing all of you a wonderful journey in discovering your identity and creating that identity and then dancing with it. Thank you once again, and for spending that time and sharing completely authentically. 

Ana – Thank you so much Sandra for this opportunity. And if anyone has even taken a little bit of advice or help or helpful word or two, that’s been a success.

TransforMe Learning and Leadership Solution Wins Gold

TransforMe Learning, a transformational leadership training and coaching company in collaboration with Cleartrip won a coveted Brandon Hall Group Gold award for ‘Best Team Development program’  in the Learning and Development category.

Synergizing Strengths Lab is a Transformative Team Development Program which works through a 4-phase system and allows us to understand the unique dynamics and challenges of team and then help them rise to meet them. Our Team Transformation Program comprises four essential components. First, we conduct Team Diagnostics, delving into your team’s goals, challenges, and strengths through surveys, interviews, and assessments. Next, we generate a comprehensive Team Assessment Report, utilizing Patrick Lencioni’s “5 Dysfunctions of a Team” assessment, serving as a roadmap for your team’s improvement journey. The Synergizing Strengths Lab fosters open dialogue, expertly led by coaches, resolving conflicts, building trust, and co-creating new team norms. Lastly, we provide Individual Coaching tailored to each team member’s specific needs, ensuring comprehensive support for their success. This holistic approach facilitates improved communication, trust, and overall team performance. We did this lab for Cleartrip on ‘How India’s leading travel company, Cleartrip, turned the pandemic into a growth opportunity by synergising its new leadership team.’

“Excellence Award winners are shown to be organizations that truly value their employees and invest in them through their human capital management programs. These HCM programs have been validated as best in class for business value and the impact on the employees themselves,” said Brandon Hall Group Chief Operating Officer Rachel Cooke, HCM Excellence Awards program leader. Entries were evaluated by a panel of veteran, independent senior industry experts, Brandon Hall Group analysts, and executives.

“Our award winners are relentless in their pursuit of excellence,” said Brandon Hall Group Chief Executive Officer Mike Cooke. “We have received some of the most innovative use of HCM strategy that we have seen in the last 30 years, and in most cases, technology and collaboration across departments have helped them achieve amazing business results.”

About TransforMe Learning

TransforMe is a modern learning organization dedicated to fostering enduring talent development practices. Our distinctive “transformational” approaches yield concrete business outcomes. We’ve gained recognition for our various programs, including the Breakthrough Leadership Journey (BLP), Evolve (an empowering women’s leadership initiative), Synergizing Strengths (promoting transformative teams), The Art of Storytelling (for influencing, engaging, and inspiring), and our coaching services encompassing systemic, leadership, and purposeful coaching. Our team of highly accredited and industry-acknowledged professionals undergoes extensive self-improvement and rigorous training, making our commitment to driving progressive change in individuals stand out in the Learning & Development industry. With a global presence, corporate offices in Australia and India, and a reputation built on referrals and repeat business, we are privileged to partner with over 200 organizations globally, boasting a 90% inbound business rate and 95% repeat business rate. Our clients include renowned entities such as the UN, Google, PWC, EY, Accenture, McKinsey & Co, TikTok, Ericsson, Monotype, Schneider Electric, Adobe, Uber, Walmart Flipkart, Samsung, Nestle, and many more.

About Brandon Hall Group

Brandon Hall Group is the only professional development company that offers data, research, insights, and certification to Learning and Talent executives and organizations. The best minds in Human Capital Management (HCM) choose Brandon Hall Group to help them create future-proof employee development plans for the new era. For over 30 years, we have empowered, recognized, and certified excellence in organizations worldwide, influencing the development of over 10 million employees and executives. Our HCM Excellence Awards program was the first to recognize organizations for learning and talent and is the gold standard, known as the “Academy Awards of Human Capital Management.” The awards recognize the best organizations that have successfully developed and deployed programs, strategies, modalities, processes, systems, and tools that have achieved measurable results. We are honored to receive applications from organizations worldwide ranging from small, medium, large, and global enterprises to government, not-for-profits, and associations.

By Shradha Dhar

The recent breakthroughs in Artificial Intelligence (AI) have transformative potential to revolutionize end-to-end learning and development process. The answer is clear – AI is designed both as a disruptor and an enabler, and definitely not as a replacement. It is a game changer for the L&D industry because it can automate repetitive tasks, offer insights and recommendations, and enhance the experience of the learners.

I recently attended an insightful virtual session on Enhancing L&D with Generative AI: Pioneering the Future of Work, organized by People Matters in association with Coursera. The panelists were thought leaders from the industry who have both implemented AI in Learning at the workplace, and hold visionary ideas about its future impact.

If you are a L&D practitioner and like me, curious to explore how AI can be leveraged in learning, do check out the insights shared in the session. I had documented these for my personal learning –  extending here to the larger community for shared learning.

My Key Takeaways from the session

Segment 1: A Disruption or An Enabler: Is Generative AI a game changer?

The potential of Generative AI in the context of Learning and Development was discussed. Some of the key points highlighted by the speakers are as follows.

  1. Recent research by McKinsey estimates that Generative AI has the potential to generate $4.4 trillion global productivity over the next decades, which includes 3-5% surge in sales productivity
  2. There is huge potential of Generative AI in the learning & development industry, both as a disruptor and an enabler, but that completely depends on how the organizations bring it to life and make it accessible
  3. Disruption with AI has already happened with ChatGPT being used for self-learning
  4. Generative AI has also made skill building possible now, apart from the common knowledge building for which most digital platforms have been created
  5. There is a huge potential in AI being used for training need analysis, that requires gathering, reviewing and analysing large amounts of employee skill data, right from the shop floor to the top management, across industries

Segment 2: What are the use cases of Generative AI in Learning? How do you customize the learning using Generative AI?

Generative AI can be used in the following listed ways to support and enhance the learning experience.

  1. Chatbots are a big thing now in the space of learning, as it can simulate human-like dialogue. It can be used for answering immediate questions, giving feedback, doing assessment debriefs and can even provide personalized coaching.
  2. Gen AI can now help to personalize the learning content to the regional languages of the learners. It has made learning accessible to local employees, especially on the shop floor. Coursera has also been able to bridge the language barriers by translating their content to 9 languages, not just in terms of transcript but also in video-courses.
  3. Facial & Emotional recognition is another added feature that enhances online learning experience. It can be used for skill building by combining it with role plays in the context of learning. Facial recognition has also made proctoring easier when completing assessments.
  4. Adaptive recommendation systems using AI have helped to personalize the learning experience by recommending learning content and modules based on identified skill gaps, individual preferences and characteristics.
  5. Scalability and enablement of people who require re-skilling, especially those who are coming back after a career break.
  6. AI helps to curate and build high quality content reducing the time, effort and cost required for content development. Coursera is currently reducing their content development time with the use of AI. They are also able to use AI for content authoring wherein content creators can upload the required content, mix & match different other kinds of content from Coursera and design a customized learning path of a fixed duration.
  7. The Coursera Coach is another use case for Gen AI in learning. When learners get stuck or have questions on how to apply the concept or framework, the feature of the Coursera Coach can be availed. The Coach also helps to summarize the learning, suggest what to learn next, give examples, and answer other questions.
  8. Reducing screen fatigue and information overload are one of the other use cases of Gen AI in learning which needs further deliberation on application. AI can be used to enable the learners to find the right information (and not all the information) amidst the information overload. AI can make it easy for the learners to absorb and retain the information.
  9. Prompt engineering is the future which can help to find and ask the right questions to get the right answers. Example is ChatGPT which has been blown up for prompt engineering.

Segment 3: How can organizations chart a reskill and upskill policy using Gen AI?

The speakers discussed 3 insightful and creative ways in which Gen AI can support organizations with employee reskill and upskill, especially at high volumes.

  1. Use Gen AI to baseline and identify skill gaps – The skill gap on current versus ideal skill level, along with futuristic career goals of the individual can be identified and mapped to suggest a personalized learning path. A graded learning path can be designed based on this information. 
  2. Predictive Analysis for Speed – Since speed is important for any business, leveraging predictive analysis to fast-track upskilling programs and conducting mass customization of learning based on role and industry, is the expectation from Gen AI. With this, platforms can show where the person currently is versus where they should move in the career path, and then recommend powerful content. AI can help with the speed in which Learning & Development deliverables need to be made.
  3. Reskilling with adaptive learning – Let’s say 5 people have to learn a topic, but they are at different levels of knowledge and skill with respect to the topic. Gen AI can be used to adapt the topic and learning based on the individual needs of the 5 learners. This is a great way to support employee re-skilling by structuring the learning paths in Basic, Intermediate and Advanced levels (or even Professional Paths like from Data Analyst to Data Scientist) and assigning learners to each path based on their level of knowledge and skill.

Concluding Comments by Speakers

  1. Gen AI & online learning will be responsible for transitioning people into new roles, and impact upskilling and reskilling of employees. It will also open the doors for assessing talent.
  2. The role of the senior leadership is critical – Are they demonstrating learning agility and adopting technology? Leaders have to start talking about it. They have to play the role of digital champions and also adopt technology. The Reverse Mentoring program helps senior leaders today to become comfortable and adapt to technology.
  3. Technology Quotient and Digital Mindset are important traits to have for every employee within an organization today. They need not be experts on technology, but basic understanding of what the various technologies mean, and having an open mindset to learn about it, is a critical sign of a healthy organization.
  4. Finally, we need to Democratize Learning by helping learners to learn what they need instead of mandating learning hours and topics for them.

Overall, the virtual session was extremely beneficial for me to push my thinking beyond the usual application of using Gen AI in learning. You can watch the full virtual session here.

In the wake of the unprecedented global pandemic, the traditional concept of work underwent a seismic transformation. As companies adapted swiftly to ensure business continuity, the remote work culture emerged as a lifeboat for many organizations. Surprisingly, this experiment with telecommuting not only proved to be successful but also reshaped the future of work. Today, a post-pandemic reality beckons, where the hybrid work model has taken center stage, offering employees the flexibility to divide their time between the office and home. However, to truly thrive in this new norm, it is essential to think differently about working in a hybrid world. In this article, we will explore 5 strategies and practices that can empower individuals and businesses alike to unlock the full potential of this transformative work environment. 

1. Build Connection and Trust with your People

To build connections within the team, consider implementing a buddy system, where members are paired up for daily 5-minute calls to catch up and support each other. Conducting weekly heart-to-heart video calls allows participants to freely discuss whatever is on their minds. Additionally, creating shared virtual lunchrooms provides a space for informal gatherings and conversations akin to break room interactions.

For teams with members who have never met in-person or those with introverted individuals, organizing weekly team meetings for getting to know each other can be beneficial. Each week, featuring a different team member who presents something about themselves helps strengthen bonds. Encourage both formal and informal presentations, allowing time for preparation and thought, particularly for introverts or neurodiverse team members. You can use templates or encourage creative presentations, such as slideshows, to suit the team’s preferences. By nurturing a culture of connection, your team can thrive even in a virtual environment.

2. Set goals frequently make the specific and measurable

In order to foster a strong sense of unity within your team, it’s essential to avoid any division between “us” and “them.” Face-to-face connections whenever possible are crucial, especially incorporating social interactions where practical. When dealing with a mix of virtual and in-office team members, it’s vital to ensure that everyone can participate in meetings and connects to prevent feelings of exclusion. the hybrid work environment, the traditional annual goal-setting approach with periodic reviews no longer suffices. With reduced supervision and connection, employees find it challenging to keep up with changing client and organizational objectives, tactics, and strategies. To ensure effectiveness, dynamic and measurable goals must be adjusted more frequently to stay aligned with organizational objectives.

Empowering employees with autonomy while setting clear boundaries, authority, and accountability is vital for their success. Defining what excellence, good, and not acceptable performance look like provides a clear roadmap for achievement. Breaking tasks into manageable chunks and agreeing on specific timelines for each segment ensures progress towards the overall goal.

Ensuring goals are SMART (Specific, Measurable, Achievable, Relevant, Time-bound) adds clarity and precision, enabling employees to track their progress effectively. By adopting these strategies, organizations can adapt to the challenges of the hybrid environment and ensure their efforts remain relevant and impactful in achieving organizational objectives.

3. Make sure the goal is SMART – Aim for your team members to have no more than 2 meetings per day and make them count!

One of the most common complaints in the Hybrid Model, whether team members work 100% virtually, 100% in the office, or somewhere in between, is the overwhelming amount of time spent in meetings, leaving little time for actual work. To address this, creating a weekly or monthly meetings plan for each team member is crucial.

Start by identifying client meetings that are essential for team members to attend. Then, incorporate at least two personal connection type meetings each week to nurture relationships. With the remaining time slots, prioritize value-add or essential meetings for your employees.

To make meetings more effective and productive, send out agendas or relevant content in advance, allowing participants to prepare thoroughly. Set clear expectations for meeting duration and the level of contribution expected from team members. Keeping meetings on track by managing time and intervening when discussions go off-topic will help make every minute count. By implementing a well-structured meetings plan and optimizing meeting practices, teams can strike a balance between collaboration and focused productivity in the Hybrid Model.

4. Make time to talk and listen to your people about their Hybrid situation

As the Hybrid model introduces uncertainty, many individuals are grappling with concerns about what it means for them. Engaging in open conversations and actively listening to your team members is essential to gaining insight into their unique situations and anxieties. Following Stephen Covey’s wisdom, “Seek first to understand then to be understood,” fosters empathy and connection.

It’s completely natural for people to experience anxiety, especially about returning to the office, even part-time, as it aligns with the way human brains are wired. Some team members seek clarity on what the future holds and the opportunity to express their perspectives. Others find solace in being heard, which can significantly reduce anxiety during the initial phase of transitioning back to the office.

Certain team members face more significant challenges, such as no longer living near an office, enduring lengthy commutes, or contemplating relocation. Meanwhile, those who will predominantly work from home require assurances about job security and their value to the team.

Involving team members in the development of a hybrid workplan, setting clear expectations for work from home (WFH) and work from office (WFO), and addressing logistical issues like network connectivity, travel, client expectations, and deliverables, ensures a comprehensive approach to the hybrid work environment. Ultimately, incorporating team members’ insights and providing support and assurance will foster a sense of ownership and commitment to the new model.

5. Model the desired behaviours

Creating a culture of trust and empowerment within your team starts with you as the leader. Transparency allows team members to own their mistakes and voice their concerns, knowing it’s a cultural norm. Show empathy by caring for their well-being and making practical accommodations, and they will dedicate their energy to achieving shared objectives.

Foster an environment of vulnerability, where team members feel safe revealing their true selves and driving behaviors without fear of repercussions. Lead by example to build this psychological safety. Demonstrate accountability by owning up to your own mistakes and failures, inspiring team members to do the same and garnering their respect.

Be an advocate for your team, championing their ideas and advocating for necessary tools and technology to support their success. Recognize exceptional work and address unsustainable policies that may lead to burnout. As a leader, embodying these values nurtures a positive team culture, driving performance and fostering a sense of belonging and commitment among team members.

Explore how our leadership journeys help managers build trust, accountability, and high-performing teams — wherever they work from.

The Grow Your Damn Business Podcast is a business podcast which delves into the journeys of entrepreneurs, exploring the highs, lows, and everything in between. This podcast is hosted by Scott Goodrich, a professional EOS implementer. 

On this episode of Grow Your Damn Business! our colleague and co-founder of TransforMe Learning, Gatik Chaujer, joined as a special guest speaker where he shared his incredible journey of transformation, highlighting the importance of focusing on specific areas rather than claiming to be good at everything.

Read the transcript below.

Scott Goodrich – When we last spoke, you were facilitating a class that I attended at our previous company. Since then, it’s exciting to see that it has evolved into a business venture for you. Could you kindly provide our audience with some background on how that evolution unfolded? We’re eager to learn more about your journey as an entrepreneur and business leader.

Gatik Chaujer – It feels like it was ages ago, more than a decade to be exact. I don’t want to give away our ages too much! Back in 2010-ish, I was a shy, under-confident teenager with low self-esteem and a crippling fear of public speaking. Stage fright was my biggest challenge, and I vividly remember one embarrassing moment reciting a poem on stage where my hands shook, my voice trembled, and my heart pounded uncontrollably. It seemed like nobody was listening.

From those experiences of feeling inferior and not good enough, my personal journey has been a transformation. Now, I find immense fulfillment in helping others overcome their fears, develop leadership skills, and harness the power of storytelling. This is why the name “TransforMe” resonates with me so deeply. It’s not just my journey; it’s a collective journey of a tribe that came together to make a difference.

And that’s a brief glimpse into my journey. But TransforMe is more than just my story—it’s about the work my partner, Sandra, and I embarked on together. We experienced our own transformations and felt compelled to share it with the world. So, that’s the essence of our journey—a collective effort to create positive change.

Scott Goodrich – You’ve had the incredible opportunity to deliver not just one, but two TED Talks, taking something that once scared you as a child and transforming it into the foundation of your work. Can you provide us with some insights into the transition? Was there a defining moment or was it a result of continuous effort and practice? And let’s also delve into the growth of your business and how it has evolved over time.

Gatik Chaujer – My daughter affectionately calls me Superman for various reasons, but I’d rather not be known for wearing red underpants! However, let’s focus on the journey, evolution, and transformation that has led me to where I am today. It’s difficult to pinpoint a single moment that sparked the change; instead, it has been a progressive process. Even now, I face different challenges that require growth and adaptation.

The turning point in my journey occurred about 23 years ago during my first job at a call center in India. At that time, a trainer position became available, and 60 of my colleagues applied, eager to move away from handling calls. I, on the other hand, didn’t apply because I believed public speaking was not for me. One day, while dropping off my then-girlfriend, Sandra, she questioned why I hadn’t applied. In that vulnerable moment, I shared my deepest insecurities about my fear of public speaking and feeling inferior. Sandra’s response was a wake-up call. She saw potential in me that I couldn’t see in myself and encouraged me to apply. Her belief in me made all the difference.

I took her advice and was selected as a trainer, but it didn’t end there. Being among experienced trainers at a respected company like General Electric (GE) created a new set of fears and doubts. Impostor syndrome kicked in, and I questioned if I belonged among such talented individuals. Looking back, I realize that somewhere along the way, I made a resolution. I accepted that I wasn’t naturally gifted in public speaking but committed to putting in the effort to excel in that field.

Since then, it has been a journey of continuous effort, practice, discipline, consistency, and embracing the notion that I can improve and grow. This mindset guided me as I started my own business. It’s the disciplined focus and consistency that have propelled me forward.

So, whether it’s in personal or professional endeavors, I firmly believe that putting in the extra effort and consistently learning and honing our craft can lead to growth and success. That mantra has been instrumental in my journey and continues to guide me today.

Scott Goodrich – Let’s discuss TransforMe and your transition from the corporate world. In what year did you make the decision to step back and venture into this zone yourself? Was it in 2012, marking 11 years since then? Considering you had previously worked in larger organizations like Encore Capital and GE, where we met, with hundreds or even thousands of employees, what spurred your decision to leave and pursue your own path? Let’s delve into the factors that prompted this decision and explore the process of making such a significant career shift.

Gatik Chaujer – The decision to embark on my own journey with TransforMe was a progressive one, Scott. I believe that things happen in life that serve as catalytic events, leading us to where we are meant to be. In the first ten years of my career, I experienced significant growth, partly due to fortunate circumstances. Being in India during the IT boom allowed for ample opportunities for professional development. However, this early success also had unintended consequences. It fed my ego and led to complacency, distancing me from my true purpose.

An event that significantly impacted my path was attending a seminar with LAL, which prompted me to rediscover who I truly was. As I climbed the ranks in organizations, I found myself drifting further from my craft, consumed by meetings, conferences, and a sense of busyness that lacked fulfillment. Frustration grew, and I began questioning the purpose of my work. It became clear that the corporate world was draining my energy rather than nourishing my soul.

A tipping point came when I arrived home one night to find my wife, Sandra, expecting our second daughter, having quit her job to focus on motherhood. This transition meant a shift to a single-income family with more mouths to feed. In that moment, I sat at the dining table, vulnerable and honest with Sandra, and made a declaration—I was quitting. I had already made up my mind to pursue something of my own.

Sandra, always a supportive coach, asked me about my intentions. Without hesitation, I shared my desire to help people transform. To my amazement, she expressed her willingness to join me on this journey. And that’s when we made the decision to embark on our entrepreneurial path together.

It was a perfectly timed decision, aligned with our shared vision and purpose. Sandra’s own journey of discovering gestalt and coaching had prepared us for this leap. With her as my partner and coach, we set out to make a positive impact on people’s lives through TransforMe.

Scott Goodrich – When you have a clear purpose and the necessary skill set, it’s essential to let go and trust others. Delegating tasks that you know others can handle just as effectively allows you to focus on the next round of responsibilities. Can you recall a specific moment when you had to let go and delegate? What was one of the things you had to relinquish control over?

Gatik Chaujer – One of the initial challenges I faced was letting go of one of my most cherished creations, the program called “The Art of Storytelling.” It was a product born out of my passion for storytelling, and I had become known for my expertise in that area. It was a space where my ego thrived, and I truly enjoyed it. However, despite my personal attachment, I realized that the business itself wasn’t progressing.

At that moment, I had to make a crucial decision. I took the step to certify six trainers on the program, completely removing myself from its delivery. Today, after around five or six years, I now only facilitate around 10% of those workshops. Surprisingly, I couldn’t be happier with this shift because it opened up new opportunities for growth.

By letting go of the majority of the workshops, I created space to develop another product focused on story crafting, which has become my new passion. This shift has been both exhilarating and rewarding. It allowed me to diversify and explore new avenues within my business.

Letting go of that initial creation was a pivotal moment for me, and it served as a catalyst for further innovation and expansion. It taught me the importance of adaptability and the willingness to evolve, ultimately leading to greater satisfaction and fulfillment in my work.

Scott – Did you and Sandra ever find yourselves in a situation where you veered away from your original intentions? Did you chase something outside of your core focus and purpose that you had initially committed to? If so, how did that experience unfold?

Gatik Chaujer – We did find ourselves in a situation where we veered off track from our original purpose. It happened early on in our journey. Initially, we were focused on leadership transformation, but we ended up taking on team-building programs and time management courses for clients just to get our foot in the door. We got caught up in going with the flow rather than staying true to our direction. Thankfully, a conversation with our business mentor served as a wake-up call. He reminded us of our firm’s name and the deep transformational work we set out to do. It was a valuable lesson in staying aligned with our core focus.

Scott Goodrich – So, what’s next for us?

Gatik Chaujer – We have narrowed down our focus to four pillars of TransforMe: top leadership team alignment, leadership development program, storytelling, and women professional development. Moving forward, we see two key areas of emphasis: driving diversity and inclusion, particularly in storytelling, and expanding into the Sydney market. As we enter our 12th year, I’m in a phase of challenging myself and exploring new opportunities. While I don’t have all the answers yet, I am certain that the next phase will bring something different and exciting for our business.

Scott Goodrich – We wrap up all of our conversations with 5 quick questions. So I’m gonna get the chance for you to share with the audience a little bit about who you are and what you like to do. The first thing is we’d love to hear about your favorite sports team. and particularly with a little international flavour, I hope. So what is your favourite sports team?

Gatik Chaujer – This is gonna get interesting. So I’d have to say that I don’t I actually don’t watch sports. I play sports. So it’d be very difficult for me to pick on a sports team, but my heart just wants to say the Indian cricket team, so I’m just gonna go with that.

Scott Goodrich – What would you eat for your last meal?

Gatik Chaujer – I have one of my favorite Indian delicacies, which is called Chole bhature. which is a kind of deep fried bread with a lot of chickpeas, again, fried. It’s a lot of fried stuff. You’re gonna go for another run. — spicy stuff after that. But it’s gonna be my last meal.

Scott Goodrich – What is your dream vacation spot?

Gatik Chaujer – I recently visited Queensland, specifically Hamilton Island, and I must say it was one of the best vacations I’ve had. You see, both Sandra and I are beach people, so being by the beach is pure bliss for us. Just being able to spend time on a beautiful beach, perhaps in a cozy shack, and enjoying a few beers is all I need to be happy. There’s something truly special about the beach that brings a sense of relaxation and joy. It was an incredible experience for us.

Scott Goodrich – what’s the favorite show that you and Sandra are watching or that you watch yourself? TV, movies, streaming, anything. What’s got your attention these days?

Gatik Chaujer – The most recent movie that I absolutely loved is “Air.” It was fantastic. I truly enjoyed it. The storyline and the portrayal by Ben Affleck were captivating, especially since I recently read “Shoe Dog” by Phil Knight, which made me relate even more to the character. I have a penchant for autobiographies and stories about companies, so this movie was right up my alley. As for TV series, I must admit I’m a bit old-fashioned. I enjoy watching reruns of “Friends,” “Whose Line Is It Anyway,” and “Two and a Half Men.” They are all great shows.

Scott Goodrich – What’s a piece of advice or quote or or something that you’d like to share that always echoes for you something you’d come back to time and again?

Gatik Chaujer – I believe in the connection between passion and purpose. It’s something I had my daughter write out for me and used to have in my old office. Whenever I’ve struggled to figure out what I should be doing with my life at different stages, this principle has been a guiding light. In a coaching conversation, I once said, “Experiment with your passions until you discover your purpose.” Your purpose is closely tied to your passions, so keep exploring what truly excites you. If one passion doesn’t lead to a sense of purpose, try another. Keep experimenting, and you’ll eventually find your path and purpose.

Scott Goodrich – Great takeaways here today. Really appreciate you sharing all that. It’s really been a pleasure having you on on the episode today, and for taking the time.

Gatik Chaujer – Thank you so much for having me here, Scott.

In the fiercely competitive world of entrepreneurship, it is crucial to cultivate a strong personal brand in order to stand out and achieve sustainable success. For solopreneurs, their personal brand becomes a powerful tool for establishing credibility, attracting clients, and setting themselves apart in the market. The question that arises for solopreneurs is: How can they elevate their personal brand to the next level?

In the following discussion, Sandra Colhando, our colleague and Co-founder of TransforMe Learning, along with 16 other members of the Forbes Coaches Council, share essential steps that solopreneurs can take to enhance their personal brand. Discover why these steps are vital for the growth of their businesses and gain valuable insights on taking your personal brand to new heights. Read the full article here.

Leverage AI Tools And Technology At Every Stage

Amid the digital noise, one has to stand out to survive. AI tools are disrupting business in favor of solopreneurs who can reach audiences at a much larger scale. Solopreneurs are already wired to be self-reliant, and by leveraging tech at every stage—from content creation and curation to engagement and publishing—they can automate the basic aspects and focus more on chiseling out their core value proposition. – Sandra Colhando, TransforMe Learning

Forbes published an article titled “16 Effective Strategies To Become A More Resilient Leader.” The article highlights strategies that can be employed to foster greater internal resilience in your leadership role and throughout your professional journey.  Take a look at the contribution from our colleague and Co-Founder, TransforMe Learning, Sandra Colhando. Read the full article here.

Connect With Your ‘Why’

When times seem tough, I recommend connecting with your “why.” What is the big purpose or impact you wanted to contribute to when you got this job? Often, leaders join an organization because they believe in the purpose they serve and feel they can contribute and extend that purpose. Connect to that, and all the contributions you have personally made along the way, to rise through the current storm. – Sandra Colhando,TransforMe Learning

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