People First

experiences and outcomes

developing signature strengths

A research organization brought in their supervisory attitude and competency frameworks. We added to that the methodologies for discovery of vision, synchronicity with individual and collective purpose, express strengths at work. This blended approach was delivered as a 10 month coaching initiative for 8 – 12 of their first time supervisors. We delivered 4 batches of supervisory coaching sessions across a span of four years. We created a 360 degree tool customised for the client that measured five of their key supervisory attitudes. The model was taken from the global headquarters. The tool was locally developed by us for the client with final approval from their global team. This tool was then implemented and became the input for coaching. 

We used People First’s InStrengths tool to give them a map of their inner being and strengths. Coaching journey was crafted for them to recognize gaps in their inner strengths and tune them; develop their signature strengths; become self-aware of their leading and lagging supervisory attitudes; and craft practices for inner, attitude and skill development. Individual coaching sessions were crafted so that the participating supervisors could discover their life-work purpose, vision and values. Group coaching sessions were offered to explore the organization’s vision, purpose and culture and discover points of resonance to one’s individual purpose, vision and values.

Culture Integration

A global organization was going through their merger and acquisition. Two cultures needed to be blended. They brought in their pointers on how to navigate the change. We facilitated two-day workshops converting everything into experiential sessions – of how to navigate the change from mind, heart and habit perspective. We travelled across India for this initiative. When they came to us they had their content ready, which was globally prepared. Each 90 minute session had about 30 – 40 slides. We guided them to convert the sessions into tiny experiential modules. We completely re-converted the sessions into experiential models. In the workshop we showed the participants the first three to five slides. These we had exercises selected as the key ones.

Around that we facilitated experiential exercises, activities and dialogues. We culled out the insights the participants shared through these. We put them on large boards and chart papers across the walls. We then opened the rest of the slides. The participants were filled with joy that 80 per cent of content in the slides they had already discovered, experienced and shared on their own. What was missed out we added in. This gave them greater confidence that they could live and implement the changes needed. In this manner we converted the workshops into experiential, joyful, insightful and learning sessions.

Leadership Development

We have been working with a Global Engineering Solutions organization to support their leadership, team and growth development initiatives. The first assignment with them was the facilitation of a Leadership Offsite where the focus was on doubling their growth. The products and solutions of the company were world class and they needed a convergence of leadership intent, focus and drive to grow the company to its next level in a shorter time. The retreat was facilitated in such a way that each leader got ‘space’ to discover and express their unique strengths. The company’s agenda was brought to the center and again each leader was given ‘space’ to sense where they are with reference to their strengths, competencies, agility, purpose and next level capacities to drive the organization’s 

growth. We all then co-held ‘space’ for the leaders to share with each other their appreciations, inspirations, requests for growth and enhanced intents for progress. The culture that was already good was brought into discussion. A dialogue was initiated on how the future leaders could continue to nourish and evolve the culture in ways that are meaningful for all. The retreat was followed by facilitating a workshop for one entire department of the organization to trickle down the initiatives in day-to-day actions, enhance their overall alignment and contribution to the company’s overall growth agenda.

Aligning vision, strategy and action

“We are very clear with our company Vision”, is often a statement we hear from leaders of organizations, entrepreneurs, or individuals. Yet many organizations do not feel a sense of fulfilment or inspiration in the team to achieve and work towards manifesting their vision. While a part of the vision is clear and it is the quantitative aspect that is well defined. There is more literature and evidence on the quantitative parameters, and it is also easy to discuss and agree upon. In all this, what goes a miss is the qualitative parameters which are either overlooked, not explored, not spoken about, not communicated or felt in pockets by individuals.

Our journey with organizations is to hold a space of ‘as-is’ of the vision and guide the leaders or teams uncover and connect to evolving vision in its lively state, a felt sense, and innate inspiration that already exists in the vision. Here is an example of how we facilitated a leadership retreat for a Global Services organization with a focus on their Vision-Strategy-Growth.

The Founder had a call with us where their current ‘as-is’ was mapped. The intent and outcomes of the retreat were charted down. We workout the retreat basic key focus areas and explorations needed and presented this to their senior management for ‘buy-in’. A set of 4 questions were shared with their leaders to get their sense of ‘as-is’ and their insights on focus areas. We arrived at the client’s premise one day before the retreat. In person time was spent with the founder and all their key leaders in a one-on-one format to get a further accurate sense of the Culture of the Organization, their People Dynamics, Breakthroughs and Challenges at work etc.

The retreat began with a clarification of the Vision and Purpose by the leaders. They also shared their evolution of purpose across time. We noticed that the qualitative aspects of Purpose had reduced over time and it was more quantitative parameters that formed part of their current articulated purpose. We subtly pointed this as a missing element. We then held space for the leaders who moved into their strategy discussions. Towards the end of the first day, we all noticed that there were stumbling blocks in converging their diverse strategies. We continued to subtly point out that this was arising due to their exclusive focus on quantitative indictors in the vision-purpose. We pointed out that qualitative parameters and culture qualities do certainly form part of an Organization’s Vision-Purpose. We brought focus on building an Organization as equally important while they were busy fulfilling client commitments. The day one ended on a reflecting note that what they began as a clear purpose-vision, had to be reworked to include qualitative parameters.

We held ‘space’ on the beginning of day two for their leaders to look at what exactly their services and organization were standing for and their aspired culture. Through this facilitated process the team in a few hours brought back an enhanced qualitative and quantitative version of their Vision. The rest now flowed smoothly. All the strategies now flowed on large chart papers. Teams were divided to focus on different aspects of the strategy and action forwards. By the end of day two the leaders and teams walked away with clarity for their next year.

Few post-retreat inputs were shared with client on the team’s readiness and enhancement points needed to fully hold the vision and execute the Strategy – Actions through the year.