Monthly Archives: July 2015



You Want to Tell a Story
When leaders tell stories in order to influence others delivery is essential. The first aspect of delivery is repertoireComposition ie putting the story together and performance are also important ( if its face to face). To build a repertoire, narrative leaders should answer the following questions:
*Should I tell a story? Stories can be very helpful at times when attempts to persuade or inform fall short.
*When should I tell a story? Stories are helpful for leaders in honoring achievements, focusing on purposes, encouraging good practices, and anticipating changes, among others.
*What kinds of stories work best? In order to work well, stories must fit the needs of the situations, the audiences, and the tellers.
*Where do I find stories to tell? There are various places to find stories:
1-Handed down by organizations.
2-Personal experiences.
3-Other people’s experiences.
4-Fictional stories.
5-Borrowing well-known stories.
A Good Story Well Told
When it comes to structuring stories for maximum impact, it is important for storytellers to add enough detail to spark the listeners’ imaginations so that they can feel the experience. There are several elements to good stories, which can be remembered with the mnemonic, CASTLE:
*Characters: Listeners must know details about the characters in order to care about what happens to them.
*Action: A list of the events, told in order, is key to confidence in storytelling.
*Structure: Each story needs a beginning that sets up the situation, a middle that provides the majority of the events, and an end that provides a satisfying conclusion.
*Texture: Details on sights, sounds, smells, etc. help make stories more real for listeners.
*Language: Direct speech helps illustrate stories. It is better to repeat exactly what was said than to simply report about what was said.
*Emotions: Stories become real for listeners when the stories inspire them to go on emotional journeys.

Originator of Prism Philosophy and first lady in India doing research on FOLLOWERSHIP

Originator of Prism Philosophy and first lady in India doing research on FOLLOWERSHIP

ANUBHA WALIA, International Trainer and Facilitator . Her session includes Stories based on real incidents, experience and learnings from others



The STEER Model

The STEER model is a tool that is ideal for managers when formally coaching a direct report on a specific task. It helps a manager–coach structure formal on-the-job coaching. The acronym stands for:PhotoGrid_1443016284370 Photo on 23-09-15 at 9.13 am #3

  • S – Spot –Opportunities for coaching often arise in a business, often as a result of change. You can ‘spot’ opportunities for coaching individuals in your team on specific issues by observing their behaviour at work, as a response to a formal performance review or specific feedback from others in the business (a colleague or another manager).
  • T – Tailor –It’s important for you to ‘tailor’ the coaching so it can be put into the individual’s own personal context, so that they can get the best out of it. To tailor the session, you will need to know a little about the coachee beforehand (e.g. are they a new or an experienced member of staff, what is their learning style?).
  • E – Explain –You must ‘explain’ to the individual what the coaching session will be about, what you hope to achieve from it, how the session will run and approximately how long it will last. You will find it beneficial if this is done before the session itself, so you can check your mutual understanding and agreement of what will be achieved, and prepare the coachee by asking them to reflect on a few key questions.
  • E – Encourage –Once you have agreed the coachee’s actions at the end of the session, it is time for you to ‘encourage’ them as they make progress towards their goals. Your job as coach is to offer praise as they take their first hesitant steps, not just to tell them where they’re going wrong. Constructive feedback should be given, so the coachee is aware of what they have mastered and what needs further practise.
  • R – Review –A progress ‘review’ at agreed intervals is important so that the coachee is aware of whether they are close to achieving their goals. Formally acknowledging progress, however limited, helps maintain their motivation towards achieving agreed goals. The review checkpoint is also valuable to the coach, in understanding how effective your coaching has been.
  • Screen Shot 2015-06-29 at 8.25.03 pmANUBHA WALIA is a veteran in the learning & training industry for more than fifteen years of experience and Director at Prism Trainings & Consultancy, a company specializing in training, facilitation, instructional design and content development for learning. She has developed a staff and network of consultants, trainers & management expertise across all disciplines of corporate and academic learning. First lady in India, to do research in Followership and bagged numerous Emerging HRD thinker awards.
    Prism provides custom training and documentation solutions for a client list that includes companies such as Motherson, Airtel, Aircel, Bosch, Emerson, UTI Mutual fund, IDBI, Axis Bank. She has been visiting faculty and keynote speaker with MDI, ISTD, KRMangalam, FIIB, JIMS and IIFP. 
    You can view about her at 
    FB : anubhawalia, Linkedln:anubhawalia, Blog:



Body language is used for instruction or to communicate information, to emphasize a point or emotion, or to indicate the purpose of spoken language.

Anubha's Session on Non Verbal Communication

Anubha’s Session on Non Verbal Communication

Phipps developed the YODA system for body language. YODA stands for You, Observe, Decode, and Adapt. It is a simple way to understand that by observing and understanding body language, an individual can change their own body language and verbal interactions to better suit any situation. Phipps’ focus is on body language in the business setting, he applies the YODA system to the many interactions that take place in the professional environment.

The Science of Body Language

There is a connection between the internal world of thought and the external world of bodily expression. If an individual focuses on a particular thought long enough (it may just be a few seconds), his physical body will reflect that thought. The brain has the capacity to process external stimuli in a variety of ways. There is a neurolinguistic abbreviation for the senses: VAKOG or visual, auditory, kinesthetic, olfactory, and gustatory. By listening to the way others speak and determining which of the senses dominates their speech, people can find ways to bond with others. Visual people use phrases like: “see what I mean,” whereas the auditory inclined use terms such as: “how does that sound?” This is a key piece of information for someone looking to dominate a conversation or persuade another to their way of thinking. This falls under the “observe”part of the YODA system.

It is important to practice using nonverbal signals before attempting to use them in public. At first, they will seem disjointed and uncomfortable; however, as the gestures are practiced, they will become more natural both for the speaker and the audience. It is also important to be flexible and willing to meet listeners on a common ground.

A speaker should identify his or her intentions before beginning to speak. It is important to clarify what the speaker hopes to gain from the communication, and tailor nonverbal signals to that intention. Observe the audience’s nonverbal signals to be sure that the message is being received as intended.

Though learning about and understanding how nonverbal signals work is important, the true value of nonverbal signals comes in implementation. Practice and usage of nonverbal signals are what really allow people to become great communicators. When a person finally implements nonverbal signals successfully, he or she will truly be empowered as a leader and will achieve a high level of communication success.

The Unmatched Power of “Thank-You”

The Unmatched Power of “Thank-You”


There are several aspects of appreciation that make it vital for anyone. Appreciation is motivating, humanizing, specific, empowering, and powerful.
When people thank one another, it benefits both the giver and the receiver. Gratitude uplifts people’s spirits and promotes well-being. There are 14 beneficial effects that gratitude has on the health of employees and the workplace:

1. Grateful people achieve more.

2. Grateful people are better corporate citizens.

3. Grateful people are less likely to burn out.

4. Grateful people pay it forward.

5. Grateful people are morally alert.

6. Giving creates a positive feedback loop.

7. The opportunity to give increases employees’ commitments to their companies.

8. Givers are more engaged.

9. Gratitude increases emotional wellbeing.

10. Grateful people get along better with others.

11. Grateful people are more resilient to trauma.

12. Grateful people sleep better.

13. Grateful people are physically healthier.

14. Grateful people are less depressed.

 A “thank you” takes a second to say but can actually make someone’s day. 

Move towards self betterment, be grateful, acknowledge people, give out appreciation and see the world change around you..