Understanding Human Psychology

Today is the day I've been waiting for—my PhD convocation. It feels surreal to finally be here, wearing the coveted doctoral shawl at TISS that feels like a cape on my shoulders. I'm filled with a sense of empowerment and accomplishment, a feeling that's been years in the making. This moment isn't just about the degree. It's a culmination of countless hours of research, writing, and perseverance. It's a testament to the resilience and determination I've developed throughout this journey. My PhD has taught me so much more than just academic knowledge. It has shaped me into a more confident, capable, and well-rounded individual. One of the most valuable lessons I've learned is the importance of building relationships. Collaborating with others has been instrumental in my success. I've learned how to work effectively with diverse teams, negotiate deals, and foster mutual respect.  Setting and achieving goals has also been a key component of my PhD journ

We are once again celebrating excellence at ZS as We Won the Brandon Hall Awards. I am thrilled to share that my organisation ZS has been recognized with the prestigious Brandon Hall Awards for our outstanding Learning and Development (L&D) function and Diversity and Inclusion (D&I) initiatives. As a proud member of the Talent Development team, I've had the privilege of witnessing firsthand the dedication, creativity, and passion that goes into crafting exceptional training programs. In this blog, I'll take you through our journey to achieving this remarkable feat. At ZS, we believe that learning is a continuous journey, not a destination. Our team is committed to designing and delivering training programs that are engaging, relevant, and impactful. We take a holistic approach, considering the diverse needs and perspectives of our learners. Our goal is to empower employees with the skills, knowledge, and mindset to excel in their roles and drive business success. So, wh

In my previous blog, I discussed the Telling stage of shared vision development. Today, I want to explore the Selling stage, where leaders actively promote the vision and seek to persuade others of its merits. The Selling stage is a more interactive approach than the Telling stage, as it involves engaging with stakeholders and addressing their concerns. However, it can still be somewhat top-down, as the ultimate decision-making authority rests with the leader. I've witnessed the Selling stage firsthand in various organizations. One example that comes to mind is when a senior manager proposed a new project to the team. Rather than simply announcing the project, the manager took the time to explain the rationale behind it, highlight the potential benefits, and address any concerns or questions. I remember the team being quite fond of the leadership style of involving them, as previously they were always facing telling by the leader. Another instance occurred when a team leader was tr

  Picture yourself in a meeting where you are talking a download of the vision of your organization from the top management and you are tasked to translate it to the teams to get the work done. I am sure it's not difficult to picture this as we all have been there and done that. In my previous blog, I discussed the 5 stages of shared vision as pointed out by Senge in his book Schools that Learn. I will like to share my experiences of each stage in the coming blogs.  The Telling stage of shared vision development: Today, I want to explore the challenges I faced as an HR manager when implementing a top-down vision. While the Telling stage can be effective in providing clear direction, it can also present challenges for those tasked with translating the vision into actionable steps. In my experience, one of the biggest hurdles was ensuring that I fully understood and internalized the vision before communicating it to my team. When the top management outlined the company's strategi

 Image taken from book Schools that Learn by PETER SENGE, NELDA CAMBRON-McCABE, TIMOTHY LUCAS, BRYAN SMITH, JANIS DUTTON, ART KLEINER Peter Senge's groundbreaking book, *The Fifth Discipline*, introduced the concept of a Learning Organization. Central to this concept is the idea of a shared vision, a process of aligning individuals and teams towards a common goal. Senge outlines five stages of shared vision development: Telling, Selling, Testing, Consulting, and Co-Creating. Over the years, I've witnessed these stages firsthand in various organizations. In my early career, I experienced the "Telling" phase more often. Leaders dictated the vision, leaving little room for discussion or input. This approach, while efficient, often led to resistance and a lack of commitment. As I progressed, I encountered the "Selling" stage. Leaders presented the vision persuasively, emphasizing its benefits and addressing concerns. This approach was more engaging,