This workshop is for senior leaders and executives. It trains the leaders on the concept of Varṇa and discusses stories from epics and stories that provide great insights into leadership.
It is lonely at the top. As you climb the hierarchy of power in an organization, you will have fewer and fewer people who you can open your mind too. You have to follow your vision and that vision has to be strong. You share different pieces and parts of that vision on different occasions and never would you have a chance to articulate or share that in total. If your vision is faulty or has gaps or cracks in it, it will bring down both you and the organization.
In this workshop, we discuss topics that fill many of those possible gaps, especially, on how to change the culture of your organization to align to its purpose.
Culture eats strategy for breakfast, it is said. No amount of strategy will make the organization succeed unless the culture is right. Culture is largely born of the personality and vision of the founder. During the course of time it gets diluted, deteriorated and corrupted, unless a strong structure and processes that align to that vision are built and are constantly retuned. As a senior leader, you have the opportunity to do just that. It depends on how prepared you are to do that job. That is where this workshop helps. It gives a tool to fractally decompose your workplace, to find all the patches in your organization that are strong and that are weak. This 'qualitative' tool is orders of magnitude more valuable than any other metrics, assessments and surveys can tell.
Part of managing a team is to devise meaningful incentive and reward structures. People of different. Not everyone responds to the same incentive the same way. Some respond to hard incentives and some to soft incentives. A people leader will have a huge advantage if he can quickly identify who responds to what incentive better. This workshop trains the people leaders with the skills to identify those differences.
It is no big surprise that a successful organizations know how to divide the goal of the organization into multiple parts and chiselled out divisions, department and finally the roles and job functions. But far few organizations master this art. This workshop gives a huge lift to people leaders in developing that art in a very short time. It gives a unique framework that divides the organization fractally, in a way that each department and team poseeses a character and the team members make a formation to effectively fill those roles and deliver the expected functions of the team or department or division.
It is good that we put 'people' first in the trilogy of the essential ingredients of any organization. If senior leaders can focus on two aspects of the people, 'performance' and 'satisfaction', everything else follows. People have the ability to do things. As a leader you are a facilitator. Part of that felicitation is building the processes and providing the technology. In this workshop, you will learn the framework that helps you understand people's potential, proclivities, sensitivities and sensibilities, like no other tool does. The same framework also helps you for vision decomposition and build suitable organizational structures and job function. The same framework also gives you a temporal model for modelling your processes.
The larger your organization is, the larger your challenges and the more the factors that could cloud your vision are. Your eye need to be on the mega factors as well as on the micro factors. Benefit and loss get intertwined with right and wrong. And you need to separate them out, to see clearly. And the choices you make could be counter-intuitive to many, but you have to trust in them and put it in a way that makes sense to everyone else. Epics are great source of stories that involve mega issues demanding mega choices. In this workshop, we discuss several example choices illustrated in the epics and classics, to give you a fresh perspective of your organization and your operational context.