Dr. Sandeep Das (HC)

Facilitation is all about being present, being authentic even at the risk of being vulnerable. While people around strive to bask in standing ovations, spotlights and razzmatazz a facilitator believes in being invisible, being an anchor, being a catalyst that allows the group to reflect and share. While the world aspires to be the loudest speaker, makes noise about how good they are and how much they know, a facilitator chooses to embrace silence. Rather than chasing complexities a facilitator prefers simplicity.. chooses to make learnings simple for the group. While everyone jumps to conclusions, makes judgements, attempts to prove only they are right and that their opinions have the highest value.. a facilitator tends to accept diversity, includes and involves every single person in the room, holds back his opinions, views and judgements. A facilitator challenges the group without making them feel challenged. A facilitator nudges the group without pushing them in a corner A facilitator supports the group without making them feel inferior or incompetent A facilitator questions the group without making them insecure. Doing facilitarion is easy .. being a facilitator is what takes efforts, practice and lot of self reflection and control. ##folksschool #cftp #facilitraining #seriouslearningthefunway FOLKS School Of Facilitation and Learning Sapna Jain,CFTP

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𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐁𝐞𝐠𝐢𝐧𝐬 𝐖𝐢𝐭𝐡𝐢𝐧: 𝐀 𝐑𝐞𝐚𝐥-𝐋𝐢𝐟𝐞 𝐋𝐞𝐬𝐬𝐨𝐧 𝐢𝐧 𝐒𝐞𝐥𝐟-𝐃𝐢𝐬𝐜𝐨𝐯𝐞𝐫𝐲 Recently, during a leadership development session at Resource Development International India (P) Ltd , I had a revealing conversation with two senior managers from the same organization. One of them confided,  “𝑰 𝒇𝒆𝒆𝒍 𝒔𝒕𝒖𝒄𝒌. 𝑰’𝒎 𝒅𝒐𝒊𝒏𝒈 𝒕𝒉𝒊𝒔 𝒋𝒐𝒃 𝒃𝒆𝒄𝒂𝒖𝒔𝒆 𝒊𝒕’𝒔 𝒉𝒐𝒘 𝑰 𝒆𝒂𝒓𝒏 𝒎𝒚 𝒍𝒊𝒗𝒆𝒍𝒊𝒉𝒐𝒐𝒅 — 𝒃𝒖𝒕 𝒕𝒉𝒆𝒓𝒆’𝒔 𝒏𝒐 𝒓𝒆𝒂𝒍 𝒑𝒖𝒓𝒑𝒐𝒔𝒆.” His words resonated; beneath the surface lay feelings of helplessness, jealousy, and anxiety. It’s a sentiment that I see echoed among many corporate professionals today — a sense of being left out, quietly troubled, and unable to break free from unfulfilled routines. Contrast this with another colleague in the same session, who spoke with shining eyes about his work:   “𝑰’𝒎 𝒉𝒆𝒓𝒆 𝒕𝒐 𝒃𝒆𝒄𝒐𝒎𝒆 𝒕𝒉𝒆 𝒈𝒓𝒆𝒂𝒕𝒆𝒔𝒕 𝒎𝒂𝒓𝒌𝒆𝒕𝒆𝒆𝒓, 𝒕𝒐 𝒄𝒐𝒏𝒕𝒓𝒊𝒃𝒖𝒕𝒆 𝒕𝒐 𝒏𝒂𝒕𝒊𝒐𝒏-𝒃𝒖𝒊𝒍𝒅𝒊𝒏𝒈 𝒃𝒚 𝒕𝒂𝒌𝒊𝒏𝒈 𝑭𝑴𝑪𝑮 𝒑𝒓𝒐𝒅𝒖𝒄𝒕𝒔 𝒇𝒂𝒓 𝒂𝒏𝒅 𝒘𝒊𝒅𝒆 — 𝒅𝒆𝒎𝒐𝒄𝒓𝒂𝒕𝒊𝒛𝒊𝒏𝒈 𝒃𝒆𝒕𝒕𝒆𝒓 𝒍𝒊𝒗𝒊𝒏𝒈 𝒇𝒐𝒓 𝒎𝒊𝒍𝒍𝒊𝒐𝒏𝒔.” What a stark difference. One simply working to get by; the other driven by a larger vision, energized by purpose, and ready to go the extra mile. We helped the first manager look inward and realize how his feelings were holding him back — projecting dissatisfaction and unrest that could even echo in his relationships, maybe even his role as a future parent. Would he want the same sense of resignation to become a model for his own children? Together, we worked on transforming his perspective: - 𝑭𝒊𝒏𝒅𝒊𝒏𝒈 𝒂 𝒍𝒂𝒓𝒈𝒆𝒓-𝒕𝒉𝒂𝒏-𝒍𝒊𝒇𝒆 𝒑𝒖𝒓𝒑𝒐𝒔𝒆 behind his work. - 𝑭𝒐𝒄𝒖𝒔𝒊𝒏𝒈 𝒐𝒏 𝒈𝒓𝒂𝒕𝒊𝒕𝒖𝒅𝒆 𝒋𝒐𝒖𝒓𝒏𝒂𝒍𝒊𝒏𝒈 to nurture authentic happiness. - 𝑹𝒆𝒄𝒐𝒈𝒏𝒊𝒛𝒊𝒏𝒈 𝒂𝒏𝒅 𝒎𝒂𝒏𝒂𝒈𝒊𝒏𝒈 𝒊𝒏𝒏𝒆𝒓 𝒆𝒎𝒐𝒕𝒊𝒐𝒏𝒔, instead of letting them dictate his experiences. This is the heart of leadership: not just managing teams or driving outcomes, but first discovering who you are and building conviction in what you do. In today’s fast-paced corporate world, many feel lost, chasing external validation but losing sight of internal fulfillment. 𝑻𝒉𝒆 𝒋𝒐𝒖𝒓𝒏𝒆𝒚 𝒕𝒐 𝒃𝒆𝒊𝒏𝒈 𝒂𝒏 𝒂𝒖𝒕𝒉𝒆𝒏𝒕𝒊𝒄, 𝒆𝒏𝒆𝒓𝒈𝒊𝒛𝒊𝒏𝒈 𝒍𝒆𝒂𝒅𝒆𝒓 𝒃𝒆𝒈𝒊𝒏𝒔 𝒘𝒊𝒕𝒉 𝒔𝒆𝒍𝒇-𝒂𝒘𝒂𝒓𝒆𝒏𝒆𝒔𝒔, 𝒑𝒖𝒓𝒑𝒐𝒔𝒆, 𝒂𝒏𝒅 𝒈𝒆𝒏𝒖𝒊𝒏𝒆 𝒉𝒂𝒑𝒑𝒊𝒏𝒆𝒔𝒔. When leaders embody this, their energy radiates to those around them. > True leadership isn’t about the role you play — it’s about the life you live, the purpose you embrace, and the example you set. Abhinav GuptaRaghav GuptaSawiLianMang VaipheiDeshraj Yadav,Jagan Institute Of Management Studies(JIMS Rohini)PanIIT Alumni India,Indian Institute of Technology (Banaras Hindu University), Varanasi #Leadership #Purpose #SelfDiscovery #Authenticity #CorporateWellness #LeadershipDevelopment #RDI #Storytelling

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#MondaysWithMilind Active listening is a core competency of coaching. Many wonder how deep this goes. Under Co-active coaching, very deep. While these are very detailed concepts that cannot be described in totality here, we can still focus on the essence. Level 1 : Internal listening At Level 1, our awareness is on ourselves. We listen to the words of the other person, but the attention is on what it means to us personally. At Level 1, it is all about "me", my thoughts, my judgments, my feelings, my conclusions about myself and others. This is the level coachees need to be at. That's their job: to look at themselves and their lives - to process, think about, feel, understand. But it is definitely not appropriate for the coach to be operating at this self absorbed level for any length of time. Level 2 : Focused listening At level 2, there is a sharp focus on the other person. Sometimes, you can see it in each person's posture: both people are leaning forward and looking intently at each other. There is a great deal of attention on the other person and not much awareness of the outside world. Level 2 listening is the level of empathy, clarification, collaboration. At this level, coaches are unattached to self, their agenda, their thoughts, their opinions. You are no longer trying to figure out the next move. Level 3 : Global listening When you listen at Level 3, you listen as if the coachee and you are at the center of the universe, receiving information from everywhere at once. It is as if everything is being picked up by our antennae and becoming information to use. This is a new realm of listening. As a coach, what would you think of this concept? As a coachee, what do you think of your coach using these? Do share your thoughts. Would love to know Visual Architect : Jyoti Bagaria

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Why do change initiatives fail more often than not? Yesterday, I spent the day in conversation with brilliant leaders, teaching three cases on driving change. As we unpacked what works — and what breaks — I was reminded of something I've seen too often in the last two decades advising executives and their organizations on their transformation efforts: Change does not fall apart because people aren’t smart or motivated. It falls apart when we forget the psychology underneath. Here are a few of the insights that came up in our rich discussion: (1) You can’t go all-in with half-in conviction. If belief isn’t deep — and shared — the wheels will wobble before they turn. (2) Appetite does not mean readiness. Excitement and capability are two very different things. Leaders and their teams may want change, but do not have the systems, resources, or clarity to step into it. (3) Pilots start the movement — but belief scales it. Experiments open the door, but strong conviction carries the work forward. Change initiatives look more like marathons than sprints, and conviction keeps us motivated as we run over bumps. (4) Change models must adapt to mental models. People don’t resist change — they resist being changed in ways that don’t make sense to them or that they don’t understand. (5) A beautiful idea on paper will break without the systems, habits, and coordination underneath. A solid strategy is important, but to carry the weight of change a solid execution is also needed. Execution is where strategy lives or dies. As we reflected on these insights, one of the leaders asked a thought-provoking question: “These ideas are logical. So why aren’t they used more often?” My answer: While simple, they’re not easy. And the difficulty is that humans are involved. Leading change is as much about understanding the psychology that drives behavior as it is about business acumen. What have you found helps change actually stick? #changeleadership #organizationalbehavior #transformation #execution #growthmindset #strategy #learning #growth

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