Monthly Archives: December 2014

Think Lean : Employee Engagement Initiative


Its very much clear that the most successful organisation— whether in manufacturing, finance, telecommunications, or the public sector—are deeply committed to the disciplines of lean management. The flexibility to respond to changing market demands and deliver what customers value as efficiently as possible is key. Prism has initiated Lean Charter in leading export house where everyone from the front line to the CEO knows after session how to see problems, solve them, and push the organization to improve. Working with greatest sense of purpose, so that people understand where the top team wants to take the company and how they can help get there. Together, these elements must manifest in organizational systems, with people and processes all working together for the same purpose, from the CEO to the front line with help of PRISM Consultant and started with BACK TO BASIC by

– Identifying Value

– Leading and contributing fullest to their potential

-Connecting Strategy, Vision and Mission

-Discovering better way of working

IMG-20141216-WA0009 For Training & Consultancy Contact :,

Why Negotiation fails


Hi friends, I have been training on the most required topic on Negotiation skills in various industry to Senior and  middle management. Indeed the most interesting required subject, used by each one of us on day to day basis but sometimes FAILS or its not as per our value …… It becomes difficult to be working towards Creating Value or Claiming value. Expanding your pie is a great task in negotiation by making other party happy too. But Still Why Negotiation fails. Great thoughts from my trainees who actually helped in pen down what usually lacks in failed negotiation :

– Lack of Preparation

-Fail to use tactics ( Poor little me, Nibble, Straw Man, Switching, Good cop Bad cop….)

-Understanding need of other and

-Competing approach

Please remember – No two negotiations are same but it all depends on whats your own goal with the negotiation you are dealing with. I have always works on  22 ‘don’ts’ from Krauthammer’s Research and Development cellar.i.e

  1. make this a single-issue process – “price agreement or nothing”
  2. be single-intention when considering a particular element, such as price, “this price, no lower/no higher or nothing”
  3. horse trade – unless of course, you are selling a horse
  4. unveil or limits too early – or bluff on those limits
  5. force an agreement to the detriment of the relationship (‘one-shot’ versus ‘partnership’) – this approach will also mean that even this particular agreement is a fragile one
  6. consider the goal as being a one-side victory – for your side
  7. underestimate, or fail to foresee, what the consequences of a breakdown could cost
  8. put out all your arguments from the beginning (the ‘bombardment through argumentation’ approach)
  9. talk to fill the gaps
  10. fail to understand the ‘why’ behind the reaction of the other party
  11. polarise your behavioural approach using EITHER ‘hard approaches’, like battle or power, OR ‘soft approaches’, like exchange or circum navigation
  12. accept no concessions
  13. neglect to seek a quid pro quo for every concession you make
  14. give nothing away, when the other party considers it important that you should
  15. insist upon or demand something which costs the other party
  16. block on a disagreement
  17. use moral blackmail
  18. seek only your personal interest
  19. mask your interests and reveal nothing
  20. focus on standpoints
  21. devalue or denigrate the product, service or offer of the other party to heighten your own power so as not to expose yourself to a block “in that case, no sale!
  22. shy away from confrontation and contestation where this is clearly called for.

IMG_0799Anubha Walia is leading Trainer in Negotiation skills training with other key topic i.e Team Effectiveness, Creative problem solving, Leadership. Founder of Prism Trainings and Consultancy, she has not only worked with some top brands in India and Abroad by  Human Process Intervention and but also her impressive client portfolio has made her stand apart by her engaging skills with participants.



An effective leader not only creates vision but sets direction and enables a culture in which others can proper and work together to deliver the goals. Like leadership, good followership is increasingly being recognized as an important component for high performance in an organization. Followership is an emerging concept. It describes a set of skills and behaviors that helps to improve team performance having independent and critical thinking.

The present paper examines the followership styles of the executives of the large and middle scale industries in Delhi NCR. Attempt has been made to determine if there is any significant relation between exemplary followership style and numbers of years of experience and which is the most preferred style with executives of the Indian corporate executives limited to Delhi NCR.. A total of 71 randomly selected executives from the corporate completed followership questionnaires. The data indicates that:

(a) followership styles include passive, alienated, pragmatist, conformist and exemplary followership styles. (b)The most common followership style is exemplary followership style.
(c) There is a relationship between exemplary followership style with number of years of experience.

Keywords: Followership style, Leadership style, Corporates


Success or failure of organizations is a result of both the leaders and followers’ roles (Avolio & Reichard, 2008). The importance of Leadership cannot be denied but followership plays equally important role, which has been normally overlooked. Followership has been understudied topic by practitioners and less research has been done in Indian context. The study of followership is very important as it appeared to be key partners in organization development with leaders.

This paper provides a fresh look in the Indian context on most preferred followership style in corporate scenario. The leader of an organization has responsibility for many different functions including, among other things, charting the direction of the entity, developing appropriate strategies, managing change, and influencing others to achieve a common goal (Northouse, 2004). And, while leadership is no doubt critically important to achieving organizational success, the ultimate deciding factor in determining whether those goals and objectives are accomplished may be more dependent upon the followers within the group. According to Kelley (1992), leaders contributed on average no more than 20 percent to the success of organizations, while followers contributed the remaining 80 percent. With close examination, even the leaders within any group may also function as followers in some capacity. Yet, the term “follower” typically elicits a negative connotation (Chaleff, 2003), often referred to in disparaging terms such as “sheep,” “yes” people, or the “enigmatic majority” (Dixon & Westbrook 003; Riggio, Chaleff, & Lipman-Blumen, 2008).

This study will examine aspects that motivate followers to perform an exemplary act after knowing what is the most preferred style of followership  in the corporate scenario. The purpose of this study is:

  • to explore the most preferred style of followership at middle management in corporate.
  • to explore relationship between followership style and experience.For full paper contact,