Understanding Human Psychology

 I  was having a conversation with someone who admitted, “I procrastinate. I just don’t take action.” They told me they wait for the right time—the time when they can dedicate hours to a task and complete it in one go. If they don’t have enough time, they’d rather not start at all. I asked them, “But what happens when life puts a full platter in front of you? You can’t eat it all at once, right?” That made them pause. “Then what would you do?” I continued. “Wouldn’t it be better to take one bite at a time?” That’s the key—just begin. Start small and digest it piece by piece. Change your surroundings one step at a time. Tackle a project by breaking it into sections. If you want to build a habit, start with five minutes a day instead of waiting for the perfect schedule. I could see the shift in their perspective. The weight of the task wasn’t the problem—it was the mindset of all-or-nothing. Taking smaller steps makes any challenge feel manageable. By the end of our...

In coaching conversations, I often see clients caught in the same struggles for months, sometimes even years. When I ask, “Why didn’t you reach out earlier?” the answers vary—fear, uncertainty, or simply the hope that things would get better on their own. But the reality is, by choosing not to act, they were still making a choice. I’ve seen this happen when coachees hesitate to seek help from their coach or manager. They had opportunities to address their challenges, yet they stayed silent. Now, when their performance is questioned, they feel stuck—helpless, even. But the truth is, their inaction was a decision too. Often, people assume that avoiding a decision will keep them safe from discomfort or failure. But in reality, inaction has its own consequences. Delaying action only makes problems bigger, opportunities slip away, and confidence erode. The fear of making the wrong choice sometimes leads to no choice at all—but that in itself is a decision with lasting impact. Recog...

Any employer, no matter the industry, looks for two key qualities: the attitude to learn and the ability to develop expertise over time. You cannot rely on just one and expect to thrive. A learning attitude is not just for freshers—it’s equally critical for those advancing in their careers and even leaders at the top. The willingness to adapt, unlearn, and relearn is what keeps professionals relevant. However, having a great attitude alone isn’t enough. At some point, employers expect tangible results—proof that you’ve applied your learning to develop expertise. After all, what can a company do with someone who is eager but lacks the skills to execute? Likewise, expertise without a growth mindset leads to stagnation. Success lies in the balance: stay curious, keep learning, and master your craft. When you combine the right attitude with developed expertise, you don’t just grow—you become invaluable.

  There’s a saying in Hindi: “Har Sher ko ek Sava Sher milta hai,” meaning every lion meets one who is stronger. This phrase has stuck with me because I’ve witnessed its truth in real-life situations. It reminds me of the fine line between confidence and overconfidence. Confidence gives you the courage to tackle challenges, but overconfidence blinds you to realities. I’ve seen overconfident individuals make quick, miscalculated judgments, leading to avoidable mistakes. They underestimated the situation, believing their approach was infallible. What I’ve learned is this: approach every situation with humility and level-headedness. Confidence should be rooted in awareness—of your strengths, yes, but also of the complexities and unknowns. Staying grounded doesn’t make you less capable; it makes you wiser. After all, even the strongest lion must respect the strength of another. So, lead with confidence, but let humility guide your steps.

  In a recent coaching conversation, we delved into the topic of taking credit for one’s work. My coachee—a talented professional—was struggling with this. He often downplayed his contributions or framed his achievements as “something the team did together.” While collaboration is important, I could see that his hesitation to own his impact was holding him back. I asked him, “What are you hesitant about when it comes to taking credit for what you’ve accomplished? What are you afraid of?” After some reflection, he admitted that he didn’t want to come across as arrogant or overshadow his team. But we both knew that by avoiding acknowledgment, he was diluting his voice and value. Do not dilute your message by saying we just to show you are a team player. By the end of the session, he committed to one action: the next time he presented results, he would confidently own his role in driving them. In our follow-up session, his feedback was striking. This small change became a game...