Standing Steady in a Spinning World: Rashmi Dixit, Mentor and Faculty – Leadership that Works

Today’s businesses are fast paced, demanding and in constant change. Leaders are under immense pressure as a result of this dynamic, volatile environment. New ways of being and doing will become imperative for sustainable and growing businesses.

The question every aware leader is asking:

‘How can I continue to be myself in this ever demanding, high pressure world?’

In response, most organisations open onsite recreation centres, some try innovative office design, others offer remote work schedules, sabbaticals, I-phones, extended vacations and the list goes on. However, the question persists, and the problem remains unresolved.

The Power of Coaching

On the other hand, pioneering organizations are actively pursuing transformation-based options centred around people and organisational development. Coaching is one methodology that is increasingly being used to answer the question. Coaching not only supports transformation of attitudes and breaking of barriers, it also offers powerful tools and skills for leaders to use in their day to day lives.  Leaders who are coaches are able to listen deeply, communicate effectively and hold empowering conversations. These leaders are able to create cultural and systemic changes inside and outside of organizations. Senior business leader and entrepreneur Ajay Kelkar recently graduated from a coach training program and he says, “I was surprised to learn that my body holds an intelligence far beyond my brain, and this experiential consciousness of self has shifted my interaction with my colleagues, as I am able to notice patterns that I wouldn’t notice before. I used to get aggressive about topics that I was passionate about, but now I can pause, breathe and shift as I notice the aggression before it gets me and this has put others around me at ease.”

A coaching mindset creates new responses and possibilities to old, stagnant patterns which do not allow leaders and organizations to breathe and grow. Isha Agarwal, working with a major leadership consulting firm, says, “The self-journey of becoming a coach has had an immense shift in me. People experience me as more playful, open and free, I am always asking the question;  What else is possible? What’s another way of looking at this?”. The impact is profound and has been experienced by many leaders, who have learnt and synthesized coaching as a part of their lifestyle and business.

In a world that demands constant action, the path of coaching enables a much needed PAUSE – for deeper listening and creative response. With a coach hat on, the leader is more intuitive, steady and responds from a value center that is inspiring and imaginative.

Story of Shabnam Singh’s  personal and professional transformation:

I head Learning and Development at my organisation and I love my work! It keeps me motivated and inspired. The coaching mindset has helped me create what I have. I was hugely inspired to bring the work into my organization and create top down leadership transformation. I initiated this work parallel to joining Coaching For Transformation (CFT).

The leadership in my organisation was a strong transactional one and thus, held a huge scope for the leaders to expand their dimensions of agile situational leadership, through inculcating deeper self – awareness, as a powerful enabler. The space also held immense possibilities for leaders to learn newer mindsets and tools for inculcating mutually rewarding relationships and business synergy with peers, teams and stakeholders. And, the CFT ‘Being to Doing’ model helped the organization realize all of this and more!

Another thing that got woven into our culture during this process was trusting and respecting everyone’s journey. We used skills and principles that I learnt in my coach training – especially around deep listening, believing people are whole and resourceful and holding our polarities with understanding.

The feedback mechanism

We used 360-degree survey, Pulse Survey and Psychometrics to create awareness and a system to monitor our progress. The owner of the organization fully backed and participated in the process. His openness to growth, and courage to accept the required change helped establish this mindset for organisation-wide changes.


Source: The Hunt Report Vol.14



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