Clients

I have learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel – Maya Angelou

Believing in the infinite potential of people, our motto is to collaborate with our global clientele to move them from an epidemic of excuses to a pandemic of possibilities.

Thus making them realize their innate worth and how it can catapult them to pursue excellence.

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Our Valuable Clients

Thank you for your trust in us

  • EY
  • The World Bank
  • KPMG
  • American Express
  • SAP
  • valuable client logo5
  • Sony
  • SBL
  • Juniper
  • Hitachi
  • Vikram Solar
  • Denave
  • Protiviti
  • Gavs
  • Waycool
    • Hexaware
    • Genes
    • Naqua
    • NTG
    • Arabic Computer Systems Ltd
    • Karam
    • Alwatania
    • Saudi Azm
    • Ebttikar
    • Balrampur Chini MIlls
    • Latent View
    • Fortude
    • Cipla
    • DBS
    • Reliance
    • Godaddy

Client Impact

Each impact has its foundation in the meaningful pursuit of excellence

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over 90%

of our coachees’ have
been promoted

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over 20

nationalities coached
across the globe

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over 10k

hours of executive
coaching

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over 25

Frameworks utilized to
drive stretch in coaching
conversations

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over 90%

of our customers
renew their coaching
contracts

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over1k

women managers
empowered into
leadership

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over 50

Executive Coaches
in our network across
the globe

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over 50%

of our coachees stay
connected with us even
post the coaching
engagement

testimonials
Every testimonial only increases our responsibility and commitment to value creation for
our current and future customers

Venkat is a Great Coach, who had very clearly articulated the concepts of coaching from the first session. He has helped me to self-reflect on many aspects by introducing me to various models on coaching. My coach has been very transparent with his perspectives which helped me to build trust with him from our first session. I always felt he had a very clear view on every issue that I discussed with him and his way of coaching helped me find answers to those matters efficiently and effectively by myself. Overall, I am grateful for Venkat being my Coach and thank you EY GDS for providing me with this Leadership Coaching program.
Executive Director, EYGDS

I had the pleasure of being part of HRBP workshop, which Venkat did for 20+ HR professionals at Cipla. It was a fantastic two days learning and made me introspect about my skills and work. Venkat came across as a very skilled and matured coach. The discussions were a delight and I would love to be part of Venkat’s session anytime. I highly recommend Venkat for HRBP workshops and believe that his work adds lot of value to the HR function”.
HR Business Partner, Cipla

I want to acknowledge my coach for the time spent coaching me over the last few months. During this time I have learnt to stop, reflect and spend time on me. I have learnt very quickly that over the last 2 years I have not invested in myself. I have learnt the skills to coach by listening asking open ended questions and being in the moment and not to do multi tasking. I want to acknowledge My Coach, Venkat for returning time to my diary to spend more value added services as well as making me better individual, manager and more importantly a better coach. I want to thank Venkat for the time spent together, I have learnt more about myself , which I hope will help me in the journey ahead and helping my team be the best sales excellence team on the globe. Thank you!!!!!!
Sr.Sales Excellence Lead, Microsoft

I consider it my privilege to have been coached by one of the best in the industry. Venkat is totally committed to my success, which has helped me, in turn, be committed to the sessions as well. I believe Venkat has the gift of knowing/understanding people at a very deep level which he then uses to bring out the best in them. The insights Venkat brings into conversations are invaluable. Venkat’s ability to break down complex theories into simple, relatable, statements is awe-inspiring. I thank Venkat for the time he invested in me and helping me become a much better person (both professionally and personally) than when I started with him.
Leader AWS, EY GDS

When I received coaching from Priya I had just launched a new part of my businesses and its corresponding website. I was struggling with ideas on how to market the website in order to get business. Priya took time to understand exactly what my problem was and helped me to work through to action point (with deadlines) which I could put in place. I have already started to work on them. Priya’s style was professional, open and she did not allow me to hide from answering the awkward / hard questions. She was able to tell when I was trying to skirt an issue and hold myself accountable. It was also my first time being coached via Skype by a coach in a different country. It was incredibly useful to get a cross cultural view of my issues. Highly recommend SriPriyaa and would not hesitate to use again.
Business Coach, Outplacement & Career Consultant and owner of KER Consulting

I had the pleasure of being coached by Sripriyaa. She assisted me with a cross cultural issue I had been dealing with and was not sure how to handle. I found her to be a warm and patient person, and she made me feel comfortable during our entire session. I just needed to get a few things off my chest, and I believe she could sense that’s what I needed, and she let me vent. She then asked me just the right questions to help me visualize my situation in a more positive light which I greatly appreciated. I came away feeling much better just by having spoken with her. I would recommend Sripriyaa to anyone who wants to get back on the right track because she will help you get there.
Certified Life Coach & Owner at Relish Your Life Now, LLC

In my aquaculture operation, we are stuck in the day to day of what needs to be done. We firefight on a daily basis. I never had the chance to reflect or take a helicopter view and try to rationalize people’s behavior and the weaknesses in the organization. The 3 day Global Leadership and Coaching workshop really enlightened me from that perspective – there is a science behind management.
Managing Director, NAQUA, SA

Global Leadership and Coaching is a transformational workshop which helps you look at a baseline of where you are today in terms of your leadership capabilities. It is an eye opener because unless we experience the nuances of the different perspectives taught here, you won’t be able to build on an improvement plan. The format in which it was delivered was exemplary!
Managing Director Cloudera, India

The content and presentation by the facilitators were consistently high quality and engaging. Most importantly, each session provided an excellent review of the challenges and opportunities inherent in each area- while challenging us to clarify and to find our own answers. I feel that all the techniques used, the methods, the videos/ presentation were extremely good. Thank You!!
DGM – Talent Management & HR Operations Future Group, India

Venkat is a role model with the real passion for people development. As an accomplished business executive, he finds ways to transfer his profound knowledge in business strategy, transformation and execution in a way that creates value and drive business results. His presence in the room and ability to drive the group dynamics is outstanding. He leaves long lasting impressions on every person that participated in his training and coaching sessions. It has been a privilege working with Venkat, and I can highly recommend him to any organisation that is looking to create long lasting impact on their business results.
Managing Director AgileOne, Europe

The topics covered in the Global Leadership and Coaching workshop are very useful and make sense, especially the one that I liked the most is situational leadership. You do not see people as one object- Example if they lack knowledge in any area you must guide them. If you have team members who are experts, you just delegate to them and in between you coach them and guide them. This learning was the Aha moment for me. Other topic that was very helpful was understanding the style and behavior of a person. How to deal with those behaviors and get your work done. Many of these behaviors are there in all of us, but we never learn this in a scientific way, and this was the best part, how these things were shared during this workshop.
Managing Director, NTG Saudi Arabia

What we have learnt from the Global Leadership and Coaching Workshop is how you develop your team and work with your peers, particularly with the business transformation we are going through. This program will help us in the transformation we are going through and have the continuous change
Head Customer and Field Enablement, AWS, Singapore

The Global Leadership and Coaching Workshop is very different from the one that I have attended so far. What makes it different is that this workshop is very practical and has helped me to get that knowledge and awareness, needed as a leader. I want all my team members as well to attend this workshop.
Managing Director, Ebtikkar, SA

The Global Leadership and Coaching workshop had a lot of takeaways. It was good to understand different Leadership style, especially what is my leadership style. It helps me in having a good understanding how I communicate with my boss and peers. This will lead to more collaboration and synergy among team members. I am waiting to apply all these at my work and in my personal life as well.
Vice President Human Resources, Alkhaleej Traning & Education, SA

In the consulting practice you reach a stage where you find yourself among equals. Everyone is identified as a ‘talent’ and have a particular set of skills. To move to my next level of Leadership it was important for me to differentiate myself. Differentiation is a commonly used word but most uncommon in practice. With Venkat’s guidance I was able to Develop a clear action plan with specific items and focus on the ’how’ for implementation.​ I realised I first had to focus on the internal before I can change the external. I had to understand how am I different, what are the specific skills and behaviours that differentiate me as a person. This internal focus essentially resulted in a change in my mind-set. ​Once I was comfortable with the idea of change, it then manifested to my external behaviours as well. I conveyed this difference through my Executive Presence, through differentiated conversations, understanding the importance of interacting with my colleagues and superiors at the right time and pace. I was able to build power through constructive politics – something that was completely new to me!​
​My conversations with Venkat were anchored around my purpose and each goal I set he ensured that they were aligned to the bigger picture, moving me step by step towards my goal. With an invigorated sense of purpose I was able appreciate and leverage my differentiators and see a positive change in me!​
Director, People Consulting EY

When you talk about Team and Culture, you expect a lecture or a presentation on what your managers and company want you to absorb. Seldom does anybody ask your opinion. This session with Venkat couldn’t be more different!
It was an interactive session where every team member felt relieved to have a safe environment to voice their fears and uncertainties with this organizational change. It gave the leader clarity on how people were truly perceiving the change and chance to develop a more inclusive plan. This session helped eliminate ambiguity and the assumptions we had and went back richer with an understanding of our combined goals and the way forward.
Overall one of the most important lessons we learnt was to understand differences between us and to leverage these differences to work coherently as a team.
Executive Director, Advisory Services EY on People and Culture Integration Workshop

Although each session with my Coach Venkat was rich with learnings, I would like to point out a few which helped me, and possibly could help others as well. ​My aim was to understand my stakeholders better, to get a seat at the table. Venkat’s ‘Critical Thinking Format’ showed me it is imperative to know what are the important goals and how to position them. Setting SMART goals was hard work but going through the process I am more confident when engaging with stakeholders, as I now know what they expect.​ Moving to more softer skills, the ’Behavioural styles assessment’ is what I found very helpful. It made me pause and truly assess myself. I even asked my team to fill it up for me and was pleasantly surprised to see that their response resonated with mine.​
​The last takeaway I would like to highlight is Venkat’s approach to Executive Presence – it is all about landing the punch. Till then I never gave gravitas much thought, but as I climb the Leadership ladder I understand I need to develop both the Intellectual aspects and Behavioural aspects – a blended approach!​ Post these sessions I go back charged with new insights and processes to work on and look forward to future engagements with Venkat as my coach!
Leader – Workplace Enablement & Services, EY GDS

Empowering Women Leadership is a one of its kind of a workshop that tackles multiple perspectives of leadership; Physical, Cultural, Psychological, Political, Spiritual and the Managerial. The beautiful blending of all perspectives in an interactive and engaging way to draw out the message is the strength of the program. I would highly recommend the workshop not only for women but men as well! The cohort that attended this two-day workshop found it to be very helpful and thought provoking, it pushed them into seeing and doing the same things differently.
General Manager, Reliance Industries

It was an enriching experience to have Sripriyaa as a coach; she is much focused and is fast to catch on to the situation and need. She also was a good sounding board to me, being in a new country & startup company. Our interactions have been eye openers in many areas for me. Even though many of the calls did not have planned agenda but end of call, I did have many meaning points to ponder. Overall an enjoyable and meaningful learning experience.”
Country Manager PT Shriram Seed Indonesia

I was introduced to the GLACS workshop at a time when I had started contemplating change. I was starting to feel that my growth as an induvial had begun to plateau and I asked myself ‘what next?’​ Attending the program I realised that this unrest was due to the gap between my purpose and potential! Those three days I was exposed to multiple ways of looking at my Leadership Challenge. The way the six perspectives have been put together through the use of multiple media is extremely powerful.
I would like to share with you my four main takeaways:​

1.The Political Perspective is about building​ Power and channelizing it in a constructive way. ​I had a negative view on politics and would stay away from it. However I know look at organisational politics in a positive way. Today, as an entrepreneur, ​it has helped me build a network, which is ​very important from a business perspective.​

2. The Spiritual Perspective is​ about identifying your purpose ​in all life’s aspect. It brings out the subconscious and really makes you pause and think. During the activity, I realised that the pictures that caught my eye were all related to freedom, experimenting, open roads. Its only later did I realise that deep down I was looking for change, venturing ​
into something new!​

3. The Cultural Perspective is about ​leveraging differences. The Cultural Orientations ​Framework helped me understand how to effectively work with various clients. I was more aware of the different orientations people have and how to work ​with them to achieve more.​

4. During the Archetypes Session I felt an immediate transformation. I was meeting the participants for the first time and I had my hesitations. While evoking the ‘warrior’ I felt myself immerse into the role freed my self of inhibitions. I felt a surge of energy and raw power that I had not felt in a while and wanted to experience more of that. My role at that time was to maintain harmony and composure and quite opposite to what I was feeling. I realised then that there was a dissonance between what I was doing and what I wanted to do.
Thank you Venkat, SriPriyaa and Philippe* for this transformational experience.

Founder and Director, Tattva Consulting

It was great working with Venkat through 8 coaching sessions. Not even a single session I felt it is too much of download and it was like I am spending only 5 min. This is due to all the sessions were engaging and customised based on my style and need which enabled me to learn new ways of thought process, working style and customised approach.Each word was thought provoking and enabled me to act on it.Lot of real time examples and also taking a real time situation, analysing and debating over it adds lot of value.Meeting Frequency – Agree on action, take action and review action was really good. 2 X 2 Metrics – on various concepts – Which is easy to understand ,easy to remember.
Associate Director, EY

I want to acknowledge my coach for the time spent coaching me over the last few months. During this time I have learnt to stop, reflect and spend time on me. I have learnt very quickly that over the last 2 years I have not invested in myself. I have learnt the skills to coach by listening asking open ended questions and being in the moment and not to do multi tasking. I want to acknowledge My Coach by returning time to my diary to spend more value added services as well as making me better individual, manager and more importantly a better coach. My Coach I want to thank you for the time spent together, I have learnt more about myself , which I hope will help me in the journey ahead and helping my team be the best sales excellence team on the globe. Thank you!!!!!!

​
The way that these six perspectives of the Global Leadership and Coaching Workshop has been put together through the use of multiple media is extremely powerful – to make sense of leadership as the subject.
Also we learnt that politics is not a negative term – we need to realize its power so that it can serve a purpose. Politics is the process to channelize power in a positive way.
As I was preparing myself to evoke the warrior archetype, I felt I was freeing myself of inhibitions. There was a surge of energy and raw power in me which I had not felt in a while and I wanted more of that.
Founder, Tatva Consulting

Overcoming fears or inhibitions is the key, and this we know in theory.
However, we learnt this practically by going through and evoking the different Archetypes in the Global Leadership and Coaching Seminar. I saw an instant transformation in myself – I become more vocal post the session.

Sales Director, Large Enterprises, Hitachi Data Systems

The entire archetypes session in the Global Leadership and Coaching Seminar, had all the elements – was funny to an extent using multiple props like sword, crown and becoming a sage.
That is the time in the entire workshop I got emotional for a while thinking about the different roles we play in our lives and the people who have impacted our lives.
Sr. Director, Customer Care, Go Daddy

In a recent customer meeting in Japan, I would have normally stood firm in my needs and expectations from the customer. But as a result of attending the Global Leadership and Coaching workshop, I am observing I am taking the time and space to understand people’s beliefs and expectations behind their positions. This is helping me connect with my customers and they are sensing a more collaborative approach from my side (which previously used to be competitive)
Worldwide Lead License Compliance, Microsoft

The way the concepts were presented in the Global Leadership and Coaching Workshop was simple although they were very deep. I genuinely feel that it will help me grow – as a leader, more importantly be a better leader to my larger team.
Finance Director, Juniper Networks

Through the Global Leadership and Coaching Workshop, I realized that It is not about you but it is about your ecosystem, how do you go back and implement these learnings, these insights, within the teams that you manage and lead is important. Ensuring physical wellness for you and your team is paramount and it is just not about physical fitness, but the holistic wellness of your mind body and soul.
CEO, India and APAC, Denave

I think that the best decision that I took is to attend the Global Leadership and Coaching Workshop. Life is like a race, you start with on your marks, get set and then go. For the longest time I would tell all my friends, you know the saddest part is I am still on Get Set, haven’t done Go as yet. I feel what I am taking with me is that from today My GO starts.
Founder & CEO, Everything Sales

I must admit that every session in the Global Leadership and Coaching Workshop had an aha moment for me. Every session left certain unanswered questions in my mind – there are no answers because I had never asked these questions.
Senior Executive and Leadership Coach, India

It has been an immense learning for me over the last few months. Venkat has been non-judgemental and always had positive reinforcement during our conversations. Our conversations have ranged from frameworks to current scenarios and he has shared ideas which can be easily implemented. He has asked the tough questions when required and also showed the path which will result in powerful measurable results for our business and for myself.
Executive Director, EY GDS

Client Engagement Scenario
Helps you better understand the depth of our engagements

  • EXECUTIVE COACHING
  • LEADERSHIP IMPACT
  • TEAM EFFECTIVENESS
  • WOMEN EMPOWERMENT

Executive Coaching Engagement
Results

01 06

01. From Failure to Success

Coachee Situation

It can be extremely frustrating to be put up for partner but not ultimately making the grade. When this director was referred to us, he was extremely bitter, disappointed and negative in his outlook.

Coaching engagement

Our journey consisted of getting his confidence levels back and working on his competence levels to get the personal case and business case for making partner. Along the way important elements like Executive Presence, ability to get larger deals and building political acumen were all covered.

Coachee Results

With renewed confidence and a greater sense of purpose, this director engaged in role plays to showcase his personal case and business case for partnership.

It is said that “every powerful outcome is 3 parts preparation and 1part execution”.

The coaching engagement helped this coachee to be put up for partner in the subsequent cycle in which he succeeded in becoming a Partner. More importantly, all of the learnings within his coaching engagement were applied in the new role which helped him to over -achieve his commitments in the first year of becoming Partner.

02 06

02. Opportunity hidden in plain sight

Coachee Situation

A very successful leader in a large software services company, blessed with a high- performance team was unsure about where he is headed next. Obvious choices in front of him were regional roles with greater geographic coverage but with narrower focus areas. Other choices were to follow his previous leader on their trajectory. However, this leader was not seeing an opportunity hidden in plain sight.

Coaching engagement

In addition to coaching this leader on other goals he had identified, we finally focused on the goal that focused on his next career move. This was a situation that necessitated multiple reframes –

  • 1. Reframing the timing to highlight the need to act now
  • 2. Reframing the scope of the next role to include other possibilities
  • 3. Reframe the location options to include higher possibilities
  • 4. Reframing his legacy to stay positive even after the transition

Coachee Results

All of this coaching from multiple perspectives finally resulted in the leader identifying the best next move to be the General Manager of a subsidiary, which would help him build perspective as well as gain gravitas. This well thought out move, helped the leader transition smoothly, scale effortlessly and lead the subsidiary to a higher order of performance.

03 06

03. Coaching to the next level

Coachee Situation

The leader of a technology unit was on the slate to become the regional technology leader – albeit with a few reservations. This Coaching engagement was provided more as developmental opportunity for the leader to discover their blind spots and to reframe their perspective to play at a higher level.

Coaching engagement

Coaching the smart to become smarter requires a higher order of coaching. When it comes to leadership transitions, perceptions trump competence. We worked with this leader to gain all round feedback on his specific behaviors, especially focused on running high performance, cross – boundary, high stakes meetings. If everybody else’s perception is reality, this leader gained the most in analyzing and stack ranking feedback to focus on his own developmental journey.

Coachee Results

The expert as leader transformed to become the expert leader. Focus on technology outcomes transformed into influencing business outcomes. Managing teams transformed into coaching cross-group and cross-boundary collaborations. Each of these transformations finally culminated in this leader getting promoted into running the technology group across Asia, ahead of the planned transition time.

04 06

04. Understanding Others to discover One-Self

Coachee Situation

A family run conglomerate is grooming one of its family members to take over the enterprise. One of the son’s who was poised to become the Managing Director decided to engage with us, so that he could be better prepared to take over the business at the appropriate time.

Coaching engagement

The leader in waiting had to be coached to appreciate a number of perspectives – the current leader’s profile, their management style, key stakeholders, business performance, execution challenges, business innovation, change management etc. Our coaching focused on a holistic interconnected and comprehensive approach to allow the leader to define his way forward.

Coachee Results

The first “aha moment” was understanding how different behavioral styles needed to work together. The current Managing Director was an “expressive” while our coachee was “analytical” and this foundational understanding helped them appreciate the differences and sequence their efforts. Over 15 sessions, the coachee ramped up in their ability to take over and indeed took over as Managing Director a few months ahead of plan.

05 06

05. Overcoming the Expert’s Curse

Coachee Situation

One of the Partner’s in a leading Management Consulting firm wanted to embrace coaching to bring a better sense of balance into her work and personal life. The engagement had all the nuances of the types of challenges, senior leaders face balancing time, team, talent, energy, clients, colleagues and other stakeholders.

Coaching engagement

Our initial coaching focused on Return on Time Invested ( RoTI). This allowed the coachee to understand the difference between her reactive and proactive planning for time, talent and energy. In discussing about scale in the business, it became quite obvious that she herself was the biggest impediment, always wanting to engage in the front lines while sacrificing the more important ideal of team development.

Coachee Results

With better management of time, she was able to fill critical roles on her team which gave her more time back. Having realized the limitations of the “expert’s curse”, she started empowering the team to become independent achievers which got her even more time back, that she could use to focus on her own leadership development, as well as balancing her personal priorities. The impact of every coaching session was keenly felt which led to the renewal of the engagement for another year.

06 06

06. What got you here will not take you there

Coachee Situation

A partner with a leading management consulting firm wanted to explore coaching as an opportunity to transform himself, his team and his organizational results. Specific areas that this leader wanted to focus on was on building gravitas, breaking silos and balancing his priorities.

Coaching engagement

In addition to SMART Goal setting, we brought in Pearson's Heroes and archetypes into the coaching conversation. We were able to guide him to situationally tap into his emotions. For example, he was able to unleash the ‘Warrior’ showcasing preparation, gravitas, and strength as he approached key leadership meetings. Understanding, acknowledging and bringing forth various archetypes helped the Partner improve his situational fluency in leadership settings, to a degree that he is now comfortable leading conversations at a higher level.

We utilized Neuroscience of Relationships to build on his ability to get his team to showcase vulnerability and then move to trust, accountability and results. The ability to dissolve silos also helped him to identify the next set of leaders who could be potential successors to his role.

We utilized a Life Balance tool that allowed the coachee to record and reflect on his various life roles, time spent and results achieved thereof. Weekly reflections helped him identify "time sinks”, take control of his most important priorities, and assign time accordingly.

Coachee Results

The ability to bring in specific tools and concepts into the coaching discussion provided the coachee with the intellectual richness and execution rigor to make progress on his goals. His transformation with coaching with us was so powerful that he now works through us to address some of his customer's coaching requirements. Most of his team members have also been referred to us and many have them been promoted to Partners in his team now.

Executive Coaching Group Coaching
Engagement
Scenario

01 03

01.Aligning and Executing Across Cultures

Group Coaching Context

The CEO of a large Aquaculture Multinational desired a change in the mindset of his leadership team. He wanted them to move from a Farmer’s mindset to a FMCG Business Leader’s mindset. The fact that the leadership team spanned four continents was another consideration in coalescing the team to think differently.

Group Coaching Conduct

Given these were senior leaders, we needed to design a workshop that included components of facilitation, coaching and feedback. After a few exercises that reduce the barriers within the team, we then set about aligning the team to a measurable vision and define strategies in the critical thinking format. Cascading this vision to the next level of Plant General Managers and Divisional Vice Presidents took up the bulk of the time. We also invested in anonymous behavioral feedback across the leadership team, so that every leader knew what other leaders’ thought about them.

Group Coaching Results

The biggest realization across this heterogenous leadership team was the assumption of alignment. They thought that they were all aligned, but in practice their plans and actions were not aligned. Coaching through frameworks helped them align and secure commitment to organizational goals. They also realized how difficult it was to connect the dots across the enterprise. In addition to the rational aspects of alignment, the behavioral feedback also exposed them to the emotional expectations for alignment. Taken together, the leadership team now had a unified approach and strategy to secure a higher aspiration.

02 03

02.Failing to plan is planning to Fail

Group Coaching Context

This adage is true irrespective of the size of the organization. In some large organizations, the notion of planning is more prevalent. This was the situation with one of the largest software companies in the world. They knew that all of the guidance that was being proffered was only utilized as a tick -box exercise “to show” pipeline. We were roped in to help fix three issues –

  • 1. Build a genuine Account Plan
  • 2. Make sure that the plan is aligned to the customer’s biggest priorities and aspirations.
  • 3. Build a sustenance plan for the account planning effort.

Group Coaching Conduct

Through the Group Coaching Exercise, we wanted to achieve three objectives –

  • 1. Showcase the power of high-quality coaching
  • 2. Demonstrate, how coaching in an environment of constructive tension, helps everybody achieve more
  • 3. Allow managers who were observers to glean salient aspects of coaching for their subsequent application

The first section of the demonstration of coaching allowed the account teams to think strategically and to come up with tens of millions of dollars of additional pipeline. The mangers who were observers also realized, how structuring conversations and interspersing the conduct of the session with powerful questions and frameworks that stretch thinking help the group to achieve more authentic outcomes.

The second section on the application of coaching helped the managers to apply their learnings to a different account and to demonstrate their situationally fluency.

Group Coaching Results

The account teams had multiple realizations:

  • 1. How little they knew about their clients
  • 2. How they assumed they were all aligned
  • 3. How coaching could help a group become a team
  • 4. How coaching can help drive pragmatism into aspiration
  • 5. How they come up with millions of dollars of net new pipeline, given the right environment and structure

From a manager’s viewpoint they realized:

  • 1. How the conduct of a group coaching session is widely different from just observation
  • 2. What good coaching is all about and how group coaching is different from individual coaching
  • 3. How structuring conversations helps teams achieve more
  • 4. How powerful questions can explode possibilities for teams
  • 5. How the power of coaching can transform their performance, when diligently applied

From an organizational perspective they realized:

  • 1. The magic key to scaling performance within the organization
  • 2. How to embed coaching within the culture and DNA of the organization
  • 3. How to maximize ROI on their investments in coaching
03 03

03. Coaching the development of a quality three-year plan

Group Coaching Context

The leadership team of one of the largest subsidiaries of a software multinational, desired to build a three-year plan that actually translated into results. Previous planning efforts resulted in a lot of spreadsheets and power-points but no strategies and execution on the field. We were roped in to bring method to the madness through the power of coaching.

Group Coaching Conduct

Any group coaching engagement needs to first focus on a common higher order goal that everybody could connect to. To help achieve that higher order goal, teams need to recognize their individual differences so that they could sequence these differences to achieve more. This understanding of how every person is different helped the team to define the right team members for every project team that would translate the vision to reality. Any progress is the systematic elimination of risk and the team discovered the risks that would potentially hold them back and built action plans that would alleviate those risks.

Group Coaching Results

The entire leadership team were pleasantly surprised about how much they could accomplish within the space of two days. The richness of the output captivated the regional teams, that they now want our approach as a standardized mechanism for the subsidiary teams to drive their three-year planning.

Executive Coaching Customer Partner
Coaching Engagement
Scenario

01 02

01. How we show up is not necessarily a true reflection of how much we know.

Customer/Partner Coaching Context

The Malaysia Business of a large multinational in the Information Technology sector was reeling from large variances to forecast and a consistent decline in results across quarters. They decided to rope us in to help stem the rot through the power of coaching.

Customer/Partner Coaching Conduct

We realized quickly that the root cause for the variations and the decline lay at the crucial customer interface. We worked with the Frontline Sales Managers to identify a set of customers with whom they would take a coaching approach to maximize return for the customer’s time. One of the manager’s objectives was to showcase so much value in the conversation that the customer can decide to take them one level higher within their hierarchy. The other objective was to coach their team members so that they stand differentiated in the eyes of the customer.

Customer/Partner Coaching Results

From the coachee’s perspective they realized the possibilities of coaching at the customer interface. Infact, they we were even excited about the possibility of group coaching at the customer interface. From the team member’s perspective, they saw a refreshing change in their manager’s attitude and orientation towards them. Their manager now seemed more positive and more committed towards their development, in the quality of their customer conversations. From an organizational perspective, they discovered that higher order customer conversations helped customers perceive the organizational differentiation much better. Better customer conversations helped in a higher order of qualification as well as increased deal size on account of the ability to gain access to key decision makers. With better qualification came more accurate forecasts and with better client conversations the overall business performance picked up considerably.

02 02

02. In partnerships, intention does not necessarily translate into execution

Customer/Partner Coaching Context

The commercial partner team of a large software multinational was wondering why its best partnerships were delivering below potential. The leadership of both the principal and the partner seemed very aligned – however that alignment was not translating into execution on the field. They turned to us to help them coach their partnership to operate at a higher level.

Customer/Partner Coaching Conduct

The iceberg is a classic metaphor for what lies hidden. In the case of this partnership they needed to discover their hidden behaviors and expectations of each other that were not delivering to its full potential. Once clarity emerged on the true expectations and dysfunctions thereof, the teams then started to work in container of trust and safety. We then utilized multiple frameworks to structure their thinking on their joint opportunity and then to set a vision and milestones for their joint aspirations. We then flipped the coin so that they could assess their future potential risks for their joint execution.

Customer/Partner Coaching Results

With clarity comes commitment. The moment the teams were able to discover their hitherto unspoken expectations of each other, the mood in the conversation completely changed towards the constructive. This increased energy was then channeled into a joint aspiration that helped them define, specific strategies to achieve their joint goals. “Black hat thinking” helped them discover risks and thereby build mitigation plans upfront so that together they can amplify their chances of meeting their joint goals. Reflection and feedback helped create an atmosphere of vulnerability and learning that cemented the partnership further. This engagement was so effective that our customer decided to leverage us for their rest of their strategic partnerships as well.

Leadership impact Building “Global”
Leaders

Building Global Leaders in a Telecom Network Equipment Multinational

Customer Situation

Our client is among the world's leading network equipment providers with tremendous potential for growth. Their India leader wanted his leadership team to rise to the next level of their potential, and therefore, signed up all of them into the Global Leadership and Coaching Workshop

Our Engagement

Global Leadership and Coaching Workshop requires every leader to come in with their personal leadership challenge, so that they are able to land their learnings within their immediate business context. The workshop covers six different perspectives of leadership, with experiential activities for each perspective, followed by reflection, application, and peer coaching - all connected to their leadership challenge. With every perspective, all leaders assessed how much they knew, but never applied or translated into action. They also learnt new principles, concepts and frameworks that would help them become more effective leaders. Bringing it all together was a session on Archetypes, which helped them, through the power of music and dance to explore and tap into their infinite emotional potential.

Customer Outcome

The success of any leadership effectiveness engagement can only be measured by the success of the leaders themselves. Two of the five leaders have since more to handle regional roles at the Asia levels, while the other leaders have widened their portfolios.

What they have now is a set of archetypes, tools and frameworks that help them better understand their environment, as well as proactively plan to thrive in their changing environment. The biggest takeaway for most of these leaders was the ability to engage in Constructive Politics, by building Power and engaging in Service.

Leadership impact Building A Coaching
Culture

Coaching transition into transformation

Customer Situation

One among the big 4 management consulting firms wanted to embed coaching as part of their DNA to inform their execution and aspiration. Their current approach to coaching was haphazard with leaders deciding who needed to be coached. Most often coaching was provided as an opportunity to confront and address behavioural dysfunctions on the part of the coachee. As a firm they were also struggling to realize measurable returns from their investments in executive coaching.

Our Engagement

From our experience we knew that the fulcrum for focus within coaching engagements needed to shift during the course of the engagement. As the needle shifts from the coachee to their teams and to their critical stakeholders, the investments in coaching start to show up in team outputs and project advances that can then be tracked to calculate ROI.

Customer Result

The easiest part of customer results was the acknowledgements from every coachee that their experience was life changing. The tougher aspects were in their transition for mindful application of coaching to crucial conversations with teams and stakeholders. Their maximum learning came in this area of application. Many of our coachees were grateful for our feedback and coaching as they confronted these different situations using their coaching lenses. The customer were pleasantly surprised to see specific KPIs getting reported as improvements from these coaching engagements. Efforts are afoot to now broaden the scope of coaching to include more leaders so that they could embed the power of coaching even deeper within the firm.

Leadership impact Integrating Your Slt
( Senior Leadership Team)

Customer Situation

The CEO of a large commodity manufacturer was worried – his manufacturing units were working perfectly they were the leader in their segment. However, the lack of team work and coordination between the head office and the units was sapping energy and engagement. He wanted to stem the rot before it started showing up on the balance sheet. This was a precursor for developing his slate for succession.

Our Engagement

Teams that work together should learn and engage together. We designed a number of bi-monthly engagements that brought the entire leadership team together. The in-person workshops were interspersed with multiple coaching sessions with leaders so that they could connect their reality to the larger organizational aspiration.

Customer results

The very act of bringing everybody together to align on a higher aspiration broke down some walls between the leaders. Helping them understand their similarities and differences deepened their appreciation for each other. Once this foundation of trust was established, an atmosphere of constructive tension was consciously applied to get them to articulate their unspoken issues. Tactful facilitation ensured that ideas were surfaced but not personalized so that the tough issues could be addressed. Diverse project teams were formed to drive progress against cross-functional projects that would showcase increased collaboration and team-work. Values, norms and guidelines were developed to ensure greater transparency and accountability.

The customer now acknowledges that they are able to drive a higher order of business results on account of the senior leadership team coming together to work as a team.

Leadership impact Cxo
Coaching

“From the frying pan to the fire” – Coaching Leadership Succession

Customer Situation

The scion of a large IT conglomerate in the Middle East was poised to take over as the Managing Director. However, it was felt he was not yet ready to take out the mantel. That is when, he reached out to his network to discover who could coach him to his next rung of leadership. Based on the recommendations received, he decided to work with us.

Our Engagement

Over fifteen sessions across six months, this Executive Director worked with one of our coaches to broaden and deepen his capabilities to lead and inspire. Starting with his ability to understand the dynamics of the board to the necessities of building a strategy and executing flawlessly, he utilized his coaching sessions to understand the interconnections between people, money and technology.

Customer results

It was no surprise that our coachee became the Managing Director of the entire group. The best part was that this decision was taken unanimously by the board. It was felt that he was no ready to balance pragmatism with idealism and to understand people and politics to drive the organization to its next summit. The new Managing Director immediately took it upon himself to nominate his leadership team to work with us to enhance their leadership quotient.

Leadership impact Amplifying Executive
Presence

How the mouse became the lion – Elevating Executive Presence

Customer Situation

A newly elevated Partner in a Management Consulting Firm had a strange problem. He felt he was the lion when he was working with his team and felt he became a mouse in front of the firm’s leadership team. His awareness only heightened his inadequacies and he decided to use his coaching engagement with us to address this situation.

Our Engagement

As part of our coaching we explored his mindset and his unspoken fears and belief systems. This greater clarity allowed our coachee to discover his root causes for his apparent subservience in front of his leadership team. With awareness comes choice and we now started working with him on how he could adopt a warrior mindset. This meant significant improvement in his physique, and greater level of preparation for leadership meetings that improved his confidence.

Customer Result

Our coaching helped the partner to build a greater level of self-trust, that allowed him to engage spontaneously in leadership team discussions. More often than not he discovered that leading from the front actually allowed him to achieve more in leadership settings.

His chairman was quick to notice the change and created him on his transformation. The partners added gravitas has now enabled him to move higher in the organization with many more partners reporting into him.

When competency meets presence, potential gets amplified.

Leadership impact Young Ceo
Leadership

Customer Situation

This young CEO was less than ten years out of university. He and his band of friends from university had a incubated a technology start-up which had its initial set of early adopters. When customer acquisition started plateauing and declining they decided to reach out to us, so that they could be coached to achieve more as an organization.

Our Engagement

Our engagement focussed on their top four leaders, and we coached them as a group. Through the power of coaching they realized how much they knew and how much more they needed to know. This heightened level of awareness allowed them to make critical organizational changes and to re-orient their organization towards net new customer acquisitions.

In addition to focussing on net new customers, they wanted to secure a marque win that would set them up as a good take-over target. Some of our coaching focussed on their ability to secure this marque deal.

Customer Outcomes

There were a number of outcomes for the CEO and the leadership team.

  • 1. The CEO realized that friendship, camaraderie and capability were only one part of the equation. They needed to understand the other parts of strategy, people, money and technology.
  • 2. Every session resulted in a number of aha moments that the CEO and the team went back to immediately implement – these included simple elements of strategy, execution, performance management and organizational design.
  • 3. The young CEO realized his own capability gaps in his leadership style and enrolled himself in our Global Leadership and Coaching Workshop, to significantly expand his leadership perspectives and possibilities.
  • 4. Strategizing and winning a multi-million dollar marque deal was a significant learning for the team in how they needed to plan, prioritize and sequence their customer engagement.
  • 5. The summation of all of these learnings led to their buy out which significantly increased their equity.

Team Effectiveness Transforming Groups
into Teams

Transforming Groups into Teams to power a higher joint vision

Customer Situation

One of the Big 4 Consulting Firms decided to merge two technology advisory teams to synergize their efforts to ensure economies of scale, while addressing the untapped opportunities across their common customer base. While the economics of integration was very clear, the people and cultural integration was a challenge and they decided to bring in Global Coaching Lab to synergize the two teams.

Our Engagement

When teams come together, there is often a sense of fear, uncertainty, doubt, scepticism or inertia associated with the move - without its identification and resolution, teamwork becomes impossible. We worked with both the teams to identify the dysfunctions that could hold them back. Once a certain modicum of trust was established, we then helped them define a vocabulary to describe how every person was different and then sequence those differences to achieve more together. Given the intellectual capital within the firm, they embraced these different experiences with gusto and were able to reflect on their significance and impact. Finally, allowing them to confront the risks that could potentially hold them back, gave them the opportunity to balance pragmatism with optimism to define a way forward towards their collective goals and higher aspirations.

Customer Result

Greater awareness drives better choices – they discovered that their perceptions of each other was gloomier than the reality. As a team, when they discovered that there is a vocabulary to describe differences and a higher vision that could synergize them, they were motivated to confront the risks of their integration. Risks that related to people perceptions and competencies, client engagements and commitments and future potential risks were all discussed to discover a higher normal for the combined team. This combined team has now significantly expanded to become a critical value add to the overall firm portfolio.

Team Effectiveness Business Acumen &
Conversational
Intelligence

Better business outcomes by investing in business acumen

Customer Situation

The Global Delivery Center of a large management consulting multinational wanted to invest in their senior managers to build their capabilities around business orientation and finance orientation for them to increase their services penetration with their global member firms. Increasing this level of penetration will allow the Firm to increase its profitability while also helping the Global Delivery Center break even faster.

Our Engagement

Our intervention included a number of face-to-face workshops which morphed into a set of calendarized VILT (Virtual Instructor Led Training) workshops. The managers brought in their largest customers and their most critical stakeholders so that they could learn the concepts of business acumen, financial acumen and conversational intelligence within the scope of their day to day execution.

Multiple exercises and cross team role plays helped them apply their new skills into practices that transformed their confidence and showcased their potential.

Customer Result

The initial pilot of these workshops was so successful that our client decided to invest in a larger role out that covered hundreds of managers. In order to cater to managers operating in multiple locations across Asia, Europe and LATAM, our client requested us to switch to a VILT format in mid 2019 that helped us expand the scope and impact of our engagement.

Participants acknowledged the value of their learning and also appreciated the constructive tension within the workshop that allowed them to achieve more. Even experienced leaders, with over twenty years of experience, lauded the simplicity and sophistication of the content and conduct of these workshops.

Team Effectiveness Facilitating three-year
planning for your
leadership team

Building a three-year plan that actually delivers.

Customer Situation

The Indonesia subsidiary of one of the world’s largest software multinationals wanted to ensure that they developed a three-year plan that truly reflected market potential. Previous annual efforts had been mostly internally driven with lack luster follow-up and not much progress in market share. They believed that a facilitated process would help them achieve more and they turned to Tripura to help them with the process.

Tripura Engagement

We designed an engagement that allowed the top leaders to understand the divergent perspectives everybody had on the market and its potential. This then helped them during the workshop to first decide on a common aspiration that everyone would feel inspired and motivated by. The next step was to ensure that leaders understood their similarities and differences so that they could leverage their differences to achieve more for every project that supported their aspiration. We also took them through a series of experiences by way of which they were able to translate their vision into specific goals, strategies, metrics, measures and milestones. We also leveraged Black Hat Thinking to identify future potential risks that need to be mitigated as the teams translated strategy into execution.

Customer Outcomes

The subsidiary leader was pleasantly surprised to see the quality of the output at the end of two days. This was far beyond their expectations and it earned them appreciation from the Region for a higher order of aspiration, supported by a solid set of strategies. Their ability to have meaningful conversations with their regional leaders on investments and outcomes led to a higher order of investment for the Indonesian subsidiary. The acceleration that they received on account of their strong strategies helped them front load their performance, so much so the Covid-19 crisis did not make a significant dent in their growth numbers.

Women Empowerment Empowering Women
into Leadership

Customer Situation

Dearth of diversity at the top and the dismal pipeline of diverse talent is the lament within many organizations and our client was no exception. With less than 6% representation of Women in their Partnership Pool, there was a crying need to empower the next generation of women leaders to play at the partner level. This is when they turned to Global Coaching Lab to design and develop an intervention that would empower more women into partnership.

Our Engagement

Empowering Women into Leadership - Any engagement on empowerment needs to be holistic, interconnected and comprehensive. This was the approach we utilized with our client women Leaders, wherein we exposed every women leader to possibilities of six perspectives – the physical, the managerial, psychological, cultural, political and spiritual perspectives. Working through these six perspectives helped the women leaders frame their business case and personal case for partnership even better. Significant opportunities for cross group collaboration, peer coaching, roleplaying and mock presentations helped every woman leader stretch to their full potential.

Client Result

Women representation within the partnership pool has doubled and is moving well to its global trajectory of 30% women representation among partners.

Women Empowerment Building your
Personal Brand

We are happy to share a couple of instances where we engaged with women professionals to empower them to confidently create their personal brand.

The ‘Lean In’ chapter in Singapore which compromises of over 5000 members conducted a survey to ensure that chapter meetings were tailored to address the right needs of its members. The findings showed that women professionals were seeking a new and better way to build their personal brand. We had the opportunity to address their members on this topic, where we manoeuvred away from the typical marketing lens that personal branding usually receives, to helping them think of their brand across four powerful dimensions – Foundations, Pillars, Accelerators and Multipliers.

This approach gave a fresh lens to the topic where participants shared the feedback that they felt it was a much more ‘grounded and actionable’ approach to build their personal branding. The participants also mentioned that clarity we provided through this structured approach helped them takeaway clear actions.

We also had a panel of experts who could connect the dots across the 4 four powerful dimensions and contribute their expert mentoring that made the session truly valuable and action oriented.

While we were working with one of the world’s Big 4 Accounting and Advisory firms, to empower their women directors to move into partnership - one of the most important dimensions for them was their brand, and its perception by others.

We created an interesting model within the larger leadership program that helped the participating women professionals, to ‘hot seat’ their personal brand in the context of their larger contributions and receive feedback from our expert facilitator and also their highly supportive leadership team.

The participants found immense value in these sessions, which subsequently contributed to lessening their time gap to partnership.

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