Author Archives: anubhamauryawalia

About anubhamauryawalia

Contact us at 919818446562, Anubha, a Trainer, Facilitator & OD&L Professional is a prolific Human Process Interventionist, created PRISM Philosophy, ( Prepare. Respect. Implement. Share. Maintain) carries 18 years of rich experience have worked with top of the line blue-chip​ organizations like Honeywell, ICICI Bank, Moody ICL Certification were she was heading ODL, Trainings & Quality verticals. Her areas of expertise include human process intervention, Organisation Development, Change engagement Learning, Team building, POSH and Quality implementation.

How Brain can improve your Work



You can contact and book PRISM session 

How the average person can become above average by gaining a better understanding of his or her own brain. Arguing that there is science to becoming a top performer, Halford (author from where I have got inspired) explained the basics of neurochemistry. With those preliminaries out of the way, he then shows how anyone with an understanding of neurochemistry can take control of his or her life, build confidence, and achieve goals. By offering readers an inner look at the complex workings of the mind, Halford empowers people to make healthy choices and build rapport with colleagues.



By making small, easy choices, anyone can activate the brain’s potential.

These small choices can help people become more productive and feel more effective, but individuals must first attain a suitable level of self-awareness.

The average person in the business world is particularly susceptible to behaviors that can limit brain activation. The average work day for a businessperson will likely involve multiple distractions and stressful situations, which can lead to crises of well-being. Counteracting these workplace pitfalls is all about activation, the “do it again” circuitry in the brain. When the brain is activated, it works better. Activation is the first step on the long journey toward self-actualization and creating significance in one’s life.


In order to start the process of brain activation, individuals need to make the conscious decision to start taking control of their choices. Choice is an important part of being human. People feel more in control when they are in a position to make choices, and they feel threatened in cases where they cannot make decisions. The need to make choices must be fed, or people can suffer from behavioral problems.

When people have decided to take control of their minds, they should start by repeating the activation mantra, “Start small, start now.” Even completing small, simple tasks like cleaning off their desks, organizing their email inboxes, or balancing their checkbooks can help people feel more energized.

That energy can fuel bigger goals and help people feel like they are gaining control over their hectic lives.


As humans evolved, their brains evolved as well. The root of the human brain is the brain stem, which is known as the reptilian brain. This part of the brain controls automatic functions like breathing and perspiration. It is the oldest part of the brain. On top of this structure is the mammalian brain, which controls emotions and helps people process anything that is deemed relevant to their survival. The third brain, the human part of the brain, is called the neocortex. This area of the brain is the seat of reason, logical thought, and innovation–all things that make humans distinct from their closest animal relatives.

All three brains play a part in the mental well-being of a person. People who have exceptional minds for logic and innovation may find themselves derailed when they cannot strike a balance between all three parts of the brain. In times of strong emotion, the mammalian brain can overpower the human brain, and a person must be aware of this tendency during times of crisis.


Neurochemistry refers to the complex balance of chemicals in the brain.

Neurochemistry affects how different parts of the brain interact, and how the brain as a whole guides individuals’ responses. Neurochemistry is often impacted by perception. If a person perceives a situation as threatening, he or she will react very differently than if the situation was seen as being beneficial to survival.

Most positive and negative feelings can be placed in one of four emotional quadrants:

  1. Quadrant I contains feelings that are highly positive and correspond to states of high arousal and high adrenaline. Feelings in this quadrant include glee and joy.
  2. Quadrant II contains feelings that are slightly less positive and correspond with lower levels of arousal and adrenal. This quadrant contains feelings such as serenity or contentment.
  3. Quadrant III contains feelings that are slightly negative and correspond to low levels of arousal and adrenaline. These feelings include apprehension and irritation.
  4. Quadrant IV feelings include terror, rage, and despair. These emotions are very negative and exist in a state of high arousal and high adrenaline.

Much of the brain’s inner workings are devoted to detecting threats.

Adrenaline is a hormone that puts people into a high state of arousal, and it is associated with the “fight, flight, or freeze” mechanism in the brain. When adrenaline is released in combination with cortisol, the stress hormone, people experience negative emotions. Being aware of negative emotions is important, as it alerts people to potential problems. However, people must avoid letting their negative emotions control them.

On the other side of the equation are three hormones associated with positive emotions. Dopamine is a hormone that releases pleasant feelings, and its release in the brain primes the mind to repeat the behaviors that brought about the release of dopamine in the first place. There is also Norepinephrine, a hormone that creates a sense of alertness and engagement. It is often released during exercise or laughter. Oxytocin is a hormone that is linked to bonding and collaboration behaviors. Engaging in behaviors that release positive hormones can help re-balance a brain that is beset by negative emotions. Self-aware people are able to better identify what quadrant of emotions they are feeling in a given moment and take steps to change their moods by engaging in behaviors that restore balance to the brain.


In nearly every daily interaction, a person is either moving toward something or away from something. This is referred to as approach-avoidance behavior.

Even the simple act of going to work in the morning is imbued with meaning.

If people go to work because they love what they do, that is a positive interaction. However, if they go to work simply because they do not want to go broke, that is actually an avoidance behavior, tinged with negativity. The positive behavior capitalizes on the brain’s reward chemistry, while the negative approach to going to work does not. By putting in an effort to change one’s perspective on events, it is possible to turn a negative avoidance behavior into a positive approach behavior.

Sometimes, it can be hard to determine whether a person is engaging in approach or avoidance behaviors. Some factors to consider to help determine a person’s current state of mind are:

* Status: Higher status often translates to an approach state of mind.

* Certainty: Uncertainty brings negativity.

* Autonomy: Having the power to make decisions alone is empowering.

* Relatedness: When a person can relate to the people around him or her, it is more likely he or she will engage in approach behaviors.

* Fairness: The brain interprets fairness as a reward, so situations where a person feels that he or she is treated fairly result in approach behaviors.


Taking control of one’s life is an important step on the path to enhanced performance. Control is tied to one’s perspective, with people generally defaulting to either an internal or external locus of control. Some people gravitate toward an internal locus of control, believing that they have control of situations.

For example, an internally focused person who applies for a job and fails to secure the position might take the initiative to enhance his or her résumé to secure a similar position in the future. In contrast, an externally focused person might take the view that others generally have control of situations.

This type of person would not be proactive about improving his or her résumé because he or she would feel that the situation was beyond his or her control.

When people feel like they can take control of their lives, their confidence will increase.




A leader cannot do it all, and the good ones know this. Instead, they surround themselves with teams of people who are strongest where they are weakest and they ask for advice from others. They identify those who can help them the most, develop relationships with them, and put energy into keeping those relationships. Leaders can also set up a mentor Screen Shot 2015-11-13 at 6.32.03 pmrelationship with people they look up to. One of the ways leaders compensate for their weaknesses is through cooperation with others and putting together winning teams. To put together winning teams, leaders should follow seven tips:

  1. Leaders who win surround themselves with people who are stronger and better than they are.
  2. In the beginning of building a team, the entire focus has to be on development and training.
  3. Great leaders always get the facts, never assume, and plan a course of strategy in case things go wrong.
  4. The right assignments are given to the right people.
  5. Those who are unable to make a positive contribution must be let go.
  6. Communication needs to be open so that the team can access it from anywhere.
  7. Everyone on the team needs to commit to excellence.

Leaders need to communicate clearly because 85 percent of their success depends on it. The point of leadership is power and influence which happens through communication. In a truly successful company, all employees understand what they are trying to accomplish and what the plan is for the future. It is important that people like, respect, and value their leaders because they are more apt to listen to leaders they respect and value. Leaders should be able to persuade others to see their point of view and change their minds. Part of communication is listening, and great leaders pay just as much attention to what is not being said as they do to what is said.



In order for individuals to become leaders, they must have people to lead. To do this, leaders must commit to winning. People want to follow someone who will lead them to victory — and victory is the main task of leadership. Great military leaders are excellent role models because their one goal is victory as well. Military strategy can lead to success in any field and is comprised of seven main principles:fullsizeoutput_36ef

  1. The Principle of the Objective means that the goals of the company must be clear to every employee — there can be no confusion.
  2. The Principle of the Offensive states that leaders never sit back and wait for something to happen, but instead take control.
  3. The Principle of the Mass means that the best people and resources are focused on the area on which the company is most likely to win.
  4. The Principle of Maneuver translates to being flexible and creative.
  5. The Principle of Intelligence states that leaders gather all the facts and information before they make a decision.
  6. The Principle of Concerted Action means that everyone on the team has the same goals and same values.
  7. The Principle of Unity of Command states that there is one leader who is ultimately responsible.



Most people work at only 40 to 50 percent of their capacity, and leaders have to be able to push them beyond their usual performance and get the best out of them. To do this, they have to find out what motivates their employees. There are six specific motivational factors that can turn an average employee into an exceptional one:

  1. Employees need to be challenged and find interest in their work. A great leader finds work that keeps their employees engaged.
  2. Employees appreciate open communication and they like to understand how the work they are doing fits the company’s mission. Leaders should explain to employees how their roles affect the company.
  3. Employees are more likely to take an interest in their tasks when yhey are given responsibility and held accountable.
  4. Employees want the opportunity to advance and learn more.
  5. Employees are somewhat motivated by money.
  6. Working conditions are also important.

Screen Shot 2015-05-01 at 7.43.37 pmEmployees also have three emotional needs — dependence,independence, and interdependence. If all of these are met, employees will stay motivated and inspired.

Leaders must also be able to delegate tasks to their employees not only because it gives them a sense of ownership and responsibility, but also because it frees up the leaders to concentrate on high-value tasks. However, it is crucial that the right employees are given the right tasks — their abilities must match the responsibility of the task. If tasks are delegated to the wrong people, it will lead to failure.

Leaders also motivate and inspire by example. Leaders can accept nothing less than the best from themselves and the companies they work for. They must commit 100 percent of themselves to their work. The more excited and enthusiastic leaders are the more excited and enthusiastic their employees will be. Through constant encouragement, leaders empower their employees.



Screen Shot 2015-08-26 at 8.43.15 pmHow leaders see the world is based on these factors:

  1. Concepts and categories: They need to keep tabs on the ideas and innovations that are happening around them, and they need to know which ones they should pay attention to as they look for ideas that will work for their companies.
  2. Beliefs: How leaders think things work and the assumptions they have about what kinds of actions will lead to certain results play a big part in their decision making.
  3. Values: Great leaders have a handle on good versus bad.
  4. Self-image: Leaders who are self-aware are able to predict how people will react to what they say and do.

Great leaders are able to put a story together that will bring a company where it needs to go. This story is bolstered by the leaders’ years of experience, world view, and personal story. It is built upon multiple frames and it may evolve with tweaks along the way, based on where the company is at the time and what will work best for it.



Behind all the structures and policies are the symbols that are placed on organizations. Symbols come together to form the corporate culture, that “way of doing things” that drives a team. They may be the values that employees hold dear or the meaning that keeps them going back to work every day.47069_10151428646131848_2072240110_n

Starbucks CEO Howard Schultz brought a cultural revival to the company after visiting many of the stores around 2007. The Starbucks culture and experience had changed after the company began using new espresso machines that blocked the customers’ view of the baristas. This and other changes commoditized the Starbucks experience and made the company feel less like a local coffee shop. In a memo Schultz wrote, “We desperately need to get back to the core and make the changes necessary to evoke the heritage, the tradition, and the passion that we all have for the true Starbucks Experience.”

Such a rallying cry was symbolic but had a practical effect as the company adopted a new strategy and had a reenergized workforce. The company had been in a two-year decline, but began to earn record revenues and profits after this new vision was implemented. Employees want a bit of magic in their leaders, who can bring forth the company’s sprit and values as Schultz was able to do.

Top 10 Behavioral Interview Questions


During a job interview, it is likely that you will be asked behavioural interview questions. Find out more about this type of interview question. You can attend #anubhawalia’s ( session and learn how to take behavioural interviews. Top 10 question to introspect.fullsizeoutput_3506

1. Tell me about how you worked effectively under pressure.

2. How do you handle a challenge? Give an example.

3. Have you ever made a mistake? How did you handle it? 

4. Give an example of how you set goals. 

5. Give an example of a goal you reached and tell me how you achieved it.

6. Describe a decision you made that wasn’t popular and how you handled implementing it.

7. Give an example of how you worked on a team

8. What do you do if you disagree with someone at work? 

10. Have you handled a difficult situation? How?

Some others Behavioural Questions which I usually ask in an Interview and also take a session for Leaders on Behavioural Interviewing Skills

  • Did you ever make a risky decision? Why? How did you handle it?
  • Did you ever postpone making a decision? Why?
  • Have you ever dealt with company policy you weren’t in agreement with? How?
  • Have you gone above and beyond the call of duty? If so, how?
  • When you worked on multiple projects how did you prioritize?
  • How did you handle meeting a tight deadline?
  • Give an example of how you set goals and achieve them.
  • Did you ever not meet your goals? Why?
  • What do you do when your schedule is interrupted? Give an example of how you handle it.
  • Have you had to convince a team to work on a project they weren’t thrilled about? How did you do it?
  • Give an example of how you’ve worked on a team.
  • Have you handled a difficult situation with a co-worker? How?
  • What do you do if you disagree with a co-worker?
  • Share an example of how you were able to motivate employees or co-workers.
  • Do you listen? Give an example of when you did or when you didn’t listen.
  • Have you handled a difficult situation with a supervisor? How?
  • Have you handled a difficult situation with another department? How?
  • Have you handled a difficult situation with a client or vendor? How?
  • What do you do if you disagree with your boss?



Many people work for managers who do not seem to see them or understand them. These managers do not seem to realize how they come across, and they often get tangled in hypocritical statements. They are the leaders who get ignored and see their projects stall.

These leaders suffer from personal blindness. How leaders view themselves matters much less than how others view them. They need to understand others’ perceptions of them if they want to move everyone forward. They can be more self-aware by taking the following actions:Screen Shot 2015-11-13 at 5.34.11 pm*Ask and receive: People will open up if they are asked, but the questions should be specific to get the desired information. “What was the best part of my speech?” and “What could I have done better?” will result in more fruitful answers than “What did you think of my presentation?”

*Give gratitude: By thanking people who provide feedback, leaders will be more likely to get information the next time they ask.

*Ask before giving: Some people will be suspicious of someone who is asking for feedback, so managers may need to ease into the topic and feel out potential reviewers.



There is no one best way to organize a company. The strategy, rules, policies, and controls should vary from company to company and may even vary from store to store. One example of this is McDonald’s, which is able to turn around food quickly and consistently across its many Screen Shot 2015-07-29 at 8.18.07 pmfranchises because the company has a tight structure. That structure slipped in the 1990s, when the company stopped using inspectors to grade its restaurants on service, food, and ambience. Customers noticed–they wanted their Big Mac to taste the same no matter which McDonald’s they patronized. The company eventually brought back the inspectors (centralizing quality control), but it also allowed for tweaks in the menu by franchisees, so customers could eat McDonald’s breakfast porridge in England, for example, and McDonald’s veggie burgers in India.

However, other organizations find a looser structure is needed to be successful. The structure should fit the situation. Managers have these six basic options to choose from:

  1. Functional groups based on their knowledge or skills: This usually works best for academic settings, researchers, and engineering groups.
  2. Units based on time: Such as day versus night shifts.
  3. Groups organized by product: A tech company may split up its employees by those who work on smart phones versus those who work on tablets.
  4. Departments based on the client needs: Hospitals, for example, are broken up by the patients they serve (pediatrics vs. intensive care).
  5. Groupings around place: Global organizations may operate differently from country to country.
  6. Units divided by process: If a product or service has various steps, this setup may make the most sense.

The “right” answer for any one organization should be based on what works for the people within it and its purposes.



Leaders need support from others on a variety of levels to succeed. These kinds of supporters fall into three categories:fullsizeoutput_2766

  1. Wizards are people who can offer leaders useful insights, approaches, and processes. Wizards are frequently mentors, consultants, or coaches. Wizards are often attracted to specific leaders because they want to help worthy causes or assist those they think are good leaders. The quality of generosity is one that commonly attracts wizards to specific leaders.
  2. Well-wishers are people who support others through both words and actions. Frequently, well-wishers are spouses, family members, or friends. Leaders can count on well-wishers to acknowledge their strengths, help them become their best, and accept them as the people they are.
  3. Wild cards are the least predictable kind of support as they simply turn up, or are recognized, at opportune moments. Wild cards are people who can provide needed tools or skills. Leaders who are clear about what they need to accomplish their goals are in a better position to recognize potential wild cards and take advantage of what they have to offer.