Category Archives: From The Founder’s Desk

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Leadership and Organisation Effectiveness


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I presented my research work in International Conference, describes the Leadership Style and Organisational Effectiveness in Delhi NCR. Attempt was made to determine if there is a significant relationship between leadership styles in relation to Organisation Effectiveness. A total of 67 randomly selected leaders from the Delhi NCR completed leadership style and Organisational Effectiveness questionnaires. The data indicates that in Delhi NCR: (a) leadership styles included directive, supportive, participated and action oriented leadership. The most common leadership style among is directive leadership style. (b) there is no relationship between directive leadership styles and organisation effectiveness. (c) There is no relationship between action oriented leadership style and organisation effectiveness.

Keywords: Leadership style, Organisation effectiveness

1. Introduction : Success or failure of organisations, is a result of both the leaders and followers’ roles (Avolio & Reichard, 2008). In management and organisational behaviour literature, the focus is largely on the concept of leadership (Shondrick & Lord, 2010). Dixon and Westbrook’s (2003) findings validated Kelley’s idea of the existence of leadership in all organisational levels. It is believed that a focus on leadership will enhance our understanding of the leadership process because the operation of each is dependent on the other (Henry, 2012).Paper focus on 4 style of Leadership

Directive leadership is task-oriented and includes setting performance goals and reviews, facilitation, discipline and rewards.Supportive leadership is people-oriented and describes a friendly and approachable leader who creates a pleasant work environment based on mutual respect, no hierarchy, and employee satisfaction. Participative leadership involves employees in decision making and encourages employee suggestions and involvement. Achievement-oriented leadership involves employee performance reviews, including goals, efficiency, improvement, responsibility and accomplishment. In this model, the relationship between style and effectiveness, relates to employee characteristics and the employees work environment.

 Anubha Walia is an International Trainer, Facilitator and OD Specialist is a founder of PrisScreen Shot 2015-01-11 at 4.14.00 pmm Trainings & Consultancy, specialises in Human Process Facilitation carries  rich experience  in Trainings & Quality. Her expertise includes Human Process intervention, Followership & Leadership, Team building and Quality Change Agent specialist. She is actively engaged in research work on Followership (first lady from INDIA) and associated with prestigious international clients in various Human Process Intervention programs  specifically to improve the business performance, team building & workplace transformation, acquired proficiency on creativity and uses her potential to nurture clan and generation.

If you want to read full paper, please mail me at visit




Time is a precious commodity. Each person has the same amount of time, 24 hours each day, to use productively or to waste. Many people believe that time management is one of the top reasons that individuals succeed or fail both professionally and in their personal lives. Zeller describes a broad variety of time management techniques and systems that can be used by people in different professional roles, as well as at home to ensure that they are making the most of their time every day.Training Session with Anubha with Manufacturing team


Before delving into detailed techniques for better time management, it is useful to take a look at the bigger picture, and analyze why time is so valuable. Zeller suggests taking a step back and considering one’s life goals and the value of one’s time in the long run.

The best time managers consider in depth the link between time management and their life goals. When a person understands his or her short, medium, or long-term goals, it helps shape the way time is then used as a result. Clear goals create a sense of urgency which motivates people to accomplish more in less time. Studies have shown that individuals who document their goals are more likely to achieve them in a shorter period of time. Zeller recommends identifying at least 50 goals to accomplish in the next ten years. The next step is to isolate the three most important goals to achieve within one year, three year, five year, and ten year timeframes. This exercise can help to effectively focus energy.

Another useful exercise is to determine what a person feels they are worth on a per hour analysis. When an individual understands the value of time after breaking it down to an hour-by-hour basis, it is easier to make educated decisions about how to organize their tasks. The goal should be to use time in a way that provides the best return on investment. A key question then becomes whether the time to perform a task costs more or less than hiring someone to do the work. Additionally, leisure activities should produce as much value as one’s hourly income rate. For example, a person might choose to pay a landscaping service to mow their lawn in order to spend that time doing something more enjoyable and personally productive.


After identifying one’s time management goals, it is a good idea to prioritize them. This results in a structured plan for attaining them. A basic principle called the 80/20 rule is important to remember. This principle suggests that 20 percent of a person’s tasks will generate 80 percent of their desired results. To maximize one’s productivity, therefore, it is necessary to place a high priority on the important activities that fall into the 20 percent zone. Zeller suggests that people identify their top 12 goals as well as identify the tasks necessary to accomplish them. These tasks should be broken down into a list of daily “to do” items. On a daily task list, the “A items” are those that will lead to a major consequence if not completed, while “B items” have only minor consequences if not completed, and “C items” have no penalty if not completed by the end of the day.

In addition to prioritization, techniques like time blocking, organization, and electronic tools can all support a robust time management system.

*Time blocking. Time blocking is a technique that can be used to schedule tasks during the day. Each day is broken into 15 minute segments. Personal activities should be blocked out first. Next, work related activities are added in. Zeller recommends spending 15 to 30 minutes each day and 90 to 120 minutes at the end of the week on self evaluation and planning. This time is used to review progress toward business and personal goals.

*Reducing clutter. To support a time management system, it is important to have an organized office environment. People with uncluttered workspaces tend to be more productive. They feel less distracted and can easily access the tools they need. To maintain an uncluttered work environment, many people handle papers just once. They make sure to execute one of the following options immediately: dump, delegate, detour, do it, or depot. Zeller insists that dump, delegate, and do it are self-explanatory options. A detour is when a paper is parked for later follow-up, and a depot is another term for filing papers. A similar system can be used for dealing with email – there are three possible options: delete, do it, or defer. Deferred emails should be placed in an electronic folder to review later.

*Electronic tools. Electronic tools can also help keep one’s schedule in check. Examples include portable digital assistants (PDAs) and scheduling tools like Microsoft Outlook. One major benefit of scheduling systems is the ability to set up meetings with colleagues without involving administrative assistants or extraneous people. Customer relationship management (CRM) systems are invaluable for storing important information about clients and prospects. Important customer data includes names, addresses, phone numbers, email addresses, and administrative assistant contact information. An organized computer is just as important as an organized workspace. This requires sorting through files, deleting those that are unnecessary, and backing up files that need to be archived. CDs and other storage media must be labeled and stored in a safe place. One option is to use mirrored servers so that backups always exist.

Time management can be challenging when a job requires a lot of travel. However, advanced planning can make business trips as productive as possible. Zeller recommends identifying the trip objectives before setting foot in a car or on a plane. He also suggests grouping trips together for a weeklong trip, rather than several small trips. Each day should be scheduled as tightly as possible. It is useful to book hotels based on convenience and services like Internet access, room service, and a business center. Try to pack efficiently by color coordinating clothing, using hotel toiletries, and investing in a small laptop and electronic reader.

Leading Through Effective Communication- Being A Supercommunicator

Leading Through Effective Communication- Being A Supercommunicator

As super communicators you should observe these six basic guidelines to ensure effective communication:

1. Lead with the Conclusion: The agreed upon standard for communications used to be gradually building to the main point, usually best to state the main idea first and why it is important. After ensuring that all readers have at least understood the critical argument, writers can continue with supporting evidence, information, and a limited number of links for those interested in reading further.

2. Use Big Words Sparingly: Ironically, research shows that while people with stronger vocabularies are more successful in business, those who use too many big words are not effective communicators. When the audience is concentrating on a speaker’s vocabulary, they are missing the overall message. Rather than responding with admiration, people become frustrated or are put off by the speaker’s perceived attempt to brag or impress. Again, the aim is not to insult the audience’s intelligence, but merely ensure that their focus is on the information being conveyed.


3. Combat Jargon Abuse: While jargon feels good to use for insiders, it inherently excludes everyone else. When trying to simplify complicated subjects for a non-specialist audience, it is imperative to minimize and explain any use of jargon. Acronyms are like another form of jargon that increases efficiency for insiders but, again, is a hassle for outsiders. When content looks like “alphabet soup,” acronyms are being overused.
4. Shorter Sentences, Paragraphs, and Chapters: Just as with the overuse of big words, long sentences, paragraphs, and chapters are “roadblocks” for readers. Internet culture has promoted brevity in the same way it has encouraged easy readability. Overdoing it can make a document boring, however, so this is not a hard and fast rule but something to be mindful of.

5. Sync Content with the Audience’s Culture:


When making cultural references or analogies, communicators must be sure the entire audience will understand them. It is safest to stick with shared human experiences (e.g., food, family, sports) to avoid confusion. also need to consider the tone their messages are delivered in.
6. Make it Error Free: Errors ruin credibility no matter how intelligent the person presenting is. Communicators should always work with others to ensure work is free of errors, particularly those a computer may not pick up.null

“A golden rule to be a good manager/leader and of-course a human is to communicate effectively. Our in-depth training modules are designed specifically to bring out the super-communicator in you to make sure you progress and pave the way forward for you and your team.

Our “Be a Supercommuniactor” training module is one in-depth, well researched and perfectly planned as per the recent trends to address the communication issues in your organisation.”

Here is a glimpse of our 2-day session at a leading software solution company.


Change Intelligence- Key Concepts and Insights


Leadership balances the emotional, cognitive, and behavioral dimensions of a personality. In some leaders one dimension predominates, while others exhibit a balance of two or three dimensions. The CQ of a team or an entire organization is a compilation of the individual CQs of its members. Groups function better if they understand their CQs both quantitatively and qualitatively. INTRODUCTION:WHAT IS CHANGE INTELLIGENCE?Thousands of hours of research and hundreds of books published on the subject of organizational change have failed to improve the success rate for major change programs. Whether a corporate restructure, a merger, a new product launch, or other program that demands rethinking and reworking, the success rate still falls below 30 percent. To improve this woeful statistic, leaders need to better understand how they approach change themselves. The Change Intelligence (CQ) system provides a tool for self-assessment. Using it, a leader can find out how they balance the “Heart, Head, and Hands” components: * Leaders who lead from the Heart connect with people emotionally * Leaders who lead from the Head connect with people cognitively. * Leaders who lead from the Hands connect with people behaviorally. No one type is ideal, but all leaders can succeed once they understand themselves clearly. People perceive change as a threat, something to be feared, not unlike death. The phases of human reaction to change are:


Click To read ahead:

Change Intelligence- Key Concepts and Insights.

The 7-best ideation techniques. 


THE BEST IDEATION TECHNIQUES When planning an ideation session, facilitators want to use a variety of techniques to leverage the different personalities and expertise of the participants. The “Super Seven” ideation methods presented by Mattimore are easy to learn and teach to a group, customizable for different creative challenges, and different enough to appeal to diverse thinking styles:

1. Questioning assumptions. Facilitators ask participants to list 20 to 30 assumptions that they might be making about the challenge, such as who the target market is and what the preferred price point is.Facilitators then select several of the assumptions and use them as triggers for new ideas.

2. Opportunity Redefinition. Facilitators begin by presenting an opportunity statement or creative challenge. They then ask participants to pick three words from the statement and make a list of alternatives or expansions for each of the words. They then mix and match the results into statements that might spark more ideas. This technique helps the group move beyond the limitations of specific words by substituting new words.

3. Wishing.  Facilitators begin by asking participants to make an impossible wish. After listing all the wishes aloud, participants select a few and use them as prompts to generate realistic ideas that could be brought to fruition.

4. Triggered brainwalking.  Facilitators pair brainwalking with another technique, such as a visual prompt or wishing, to focus the ideas.

5. Semantic intuition. This technique essentially creates a descriptor name for a new idea before the idea even exists. Participants generate lists of words in three categories related to the creative challenge, and then randomly combine them into phrases that can help generate ideas to solve the challenge. 6. Picture prompts.  The facilitator passes out visuals that were selected in advance and asks participants to look at the images to see if they inspire any ideas. Most of the visuals should be related to the kind of challenge being addressed–food items when the challenge is to create a new snack product, for instance–but a few random visuals should be included in the mix as wild cards.

7.  Worst idea. It seems odd to ask people for bad, silly, stupid, or possibly illegal ideas, but this exercise will wake up the room and generate some fun. Once the bad ideas have been listed, the group goes through the list to find ways to turn them into workable ideas by doing the opposite or making them positive somehow. You can write to me for more in-depth insights at

Change Intelligence- Key Concepts and Insights

Change Intelligence- Key Concepts and Insights

Leadership balances the emotional, cognitive, and behavioral dimensions of a personality. In some leaders one dimension predominates, while others exhibit a balance of two or three dimensions. The CQ of a team or an entire organization is a compilation of the individual CQs of its members. Groups function better if they understand their CQs both quantitatively and qualitatively. INTRODUCTION:WHAT IS CHANGE INTELLIGENCE? Thousands of hours of research and hundreds of books published on the subject of organizational change have failed to improve the success rate for major change programs. Whether a corporate restructure, a merger, a new product launch, or other program that demands rethinking and reworking, the success rate still falls below 30 percent. To improve this woeful statistic, leaders need to better understand how they approach change themselves. The Change Intelligence (CQ) system provides a tool for self-assessment. Using it, a leader can find out how they balance the “Heart, Head, and Hands” components: * Leaders who lead from the Heart connect with people emotionally * Leaders who lead from the Head connect with people cognitively. * Leaders who lead from the Hands connect with people behaviorally. No one type is ideal, but all leaders can succeed once they understand themselves clearly. People perceive change as a threat, something to be feared, not unlike death. The phases of human reaction to change are:

  1. Denial
  2. Resistance
  3. Exploration
  4. Commitment
CQ AND THE LIFECYCLE OF CHANGEChange happens in three stages: planning, doing, and sustaining. At the planning stage, Heart-oriented leaders should compensate for their tendencies by putting robust project planning methods in place. Head-oriented leaders need to make the effort to involve stakeholders and all facets of leadership in planning for change. Hands leaders also need to be mindful of stakeholders and aligning interests for change.At the “doing” stage, each leadership type can institute procedures to overcome their weaknesses. The Heart-oriented leader can use implementation checklists while the Head-oriented leader institutes a formal feedback process. To keep stakeholders and goals on their agendas, Hands-oriented leaders should use readiness and impact assessments with stakeholders. The same rules apply at the sustaining stage. Specific assessment, facilitation, or measurement tools can bridge any gaps in a leadership style. KEY CONCEPTS * Change succeeds only in about a third of cases because, despite an enormous amount of work on change management, change leaders do not understand their leadership styles. Once a leader understands their “Change Intelligence” (CQ), or style of leadership, they can use the appropriate tools to manage change. * Leadership balances the emotional, cognitive, and behavioral dimensions of a personality. In some leaders one dimension predominates, while others exhibit a balance of two or three dimensions. Any style can be effective with a clear self-assessment and the right tools. * The Coach leads from the heart, connecting with people emotionally, thereby ensuring deep commitment to change. Although this affective style is fundamental to any successful change, it is not sufficient. Coaches need to be sure that they do not let consensus building and a distaste for conflict prevent them from moving forward. Both Champions and Facilitators share the Coach’s high “Heart” score but also lead through cognitive and behavioral dimensions, respectively. * The CQ of a team or an entire organization is a compilation of the individual CQs of its members. Groups function better if they understand their CQs both quantitatively and qualitatively.

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extraordinary groups

By and large, extraordinary groups promote shared leadership. Group members become leaders by taking the initiative, offering ideas, and proposing actions, and they ultimately feel responsible for the outcomes of the group.

In extraordinary groups, leaders encourage all members to be engaged and act as leaders, too.

Extraordinary group leaders are more often facilitative than directive. The goal of a facilitative leader is to provide the group with the direction it needs, not to do all the directing. The facilitative leader believes the group must share accountability, participation, responsibility, and power. To create an extraordinary group experience, a leader should:

  1. Frame an inspiring Purpose — A leader needs to help group members discover their personal connection to the group and help them think about why the group’s Purpose is important.
  2. Lead with a light touch — Extraordinary groups should be led with a light touch, not with rigid control, micro-management, or tightly structured boundaries. Using a low-key style and opening up the group’s structure and process encourages the involvement of others. A leader should focus on the desired outcomes and use a minimum of control.
  3. Keep issues discussable — A leader needs to create a safe place for people to express and embrace their differences. Members’ opinions should be heard and alternatives should be raised; managers should encourage authentic-but-uncomfortable conversation. Keeping potentially contentious issues out in the open reinforces the value of seeing the whole.
  4. Manage the world around their group — Group members should be free of external issues that can distract or discourage them. As such, an effective leader will act as a buffer between the larger organization and the group, shielding it from politics and outside forces. The leader should also think about how best to represent the group to the outside world.
  5. Put the right team together  A leader should try to bring the right people together, making it a point to understand why each member joined the group. Members need to be willing to sacrifice self-interest and demonstrate their commitment to the group’s Purpose. If a member repeatedly conflicts with the group’s Purpose, it may be necessary to help that individual leave the group; individuals who repeatedly cause conflict with the group will throw the group off track. The leader is responsible for confronting the disruptive member about leaving the group.
  6. Design and facilitate meetings with the Group Needs in mind — When facilitating group meetings, Group Needs must be put first. A leader should ask himself or herself how the meeting will meet the needs of Acceptance and Potential, Bond and Purpose, and Reality and Impact. While it is not necessary for every meeting to address each of the six Group Needs, the leader should strive to touch each of these needs over time. Meetings should be led in a facilitative style, using more questions than statements and offering observations instead of judgments.

When nurtured properly, small groups have the potential to achieve extraordinary results; they solve complex problems, uncover unexpected opportunities, and surpass early expectations.

When group members, leaders and facilitators to strive to meet the six Group Needs — Acceptance and Potential, Bond and Purpose, and Reality and Impact — transformative, “magical” experiences are much more likely to occur, leaving members changed, energized, connected, and hopeful.

Thanks and Regards


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Linking Business Strategy through Training & Development


As we have entered the 21st Century, there are serious question getting addressed in training and development by linking it with business strategy.  Based on a review and synthesis across a range of literatures covering management, organization, leadership, and training & development, this paper identifies (this paper was presented to ISTD FOR EHRD thinker award – received Gold medal for same) :

1 Focus of the research – aligning learning with business needs

2-How should organization develop and deliver a learning strategy? PhotoGrid_1431514470044

3-How future leaders to be nurtured for VUCA scenario (VUCA – Volatility, Uncertainty, Complexity and Adaptability) and can meet the organization’s goal.

The main purpose of this paper would be more on exploratory research in approach and would intertwine, how above mentioned elements are leading to great success in the organization and how can employees becoming stronger VUCA leaders to drive business. Evidence are drawn from case studies, literature and telephonic survey . It suggests that a new kind of people and their thoughts are needed and how training & development can be aligned with Business strategy in VUCA world, in the form of new VUCA MODEL – Vision, Understanding, Clear & Adaptability.

The research paper would focus on a framework toward people development models and to identify and foster the leaders in the  organizations need now and in the future.

Todays Vision for learnings and Trends 

There is a  big shift in thinking from a focus on delivering training (input) to learning at work (process) and its impact on performance (output). A serious attempt by an organisation to align learning priorities with business needs. This takes place both through personal discussions with executives, and through formal structures such as Training Committees at various levels.

  • The organization is developing varied metrics (both ‘hard’ and ‘soft’) for assessing the business impact of learning activities. Measuring ‘ROI’ is still espoused as the goal in some organization, but is not a very realistic ambition for overall investment in learning as opposed to specific interventions.
  • A shift in learning interventions for most staff towards shorter and more modular formal training, increasing provision of e-learning modules with greater reliance on on-the-job coaching.
  • A desire to offer more experiential learning through projects, secondments, career moves, etc, and more personal support – enriched feedback, coaching and mentoring, are examples.

Old ‘training’ wine in new ‘learning’ bottles?

There are good reasons why the issue of learning is high on the corporate agenda. An organization that learn and adapt are the ones best able to survive and prosper. There is also increasing evidence that development is a key factor in attracting and retaining high quality employees.  And, how far has the idea of ‘organizational learning’ been converted into something tangible and practical?

The term ‘learning’ is gaining in use with “development” of an organization, but is it just good old ‘training’ under a new name, or a signal of a wider and deeper understanding of the nature of learning at work.

Research questions  A set of more specific research questions was framed exploring learning strategy methods of supporting learning and delivering T&D activities, and the structure and resourcing of the learning function.

If you wish to read full paper, please mail me at,

Influence : A tool of Persuasion


We all are using persuasion in our life. One of the key is its very important to Show your audience that you have a well-thought-out plan of action.  My question to you reader is, Can you identify your audience. Before you  persuade analyse your audience whether its a PhotoGrid_1431479256461-2

1-Supportive audience: you start with their support,

2- Uncommitted audience: neutral,

3- Indifferent audience: have to get them to pay attention

4-Opposed audience: against you before you start.

Once you determine what kind of audience you are going to deal with, than use Aristotle’s Appeals,  you will persuade your audience. Logic was designed for science “for the purpose of attaining the truth” 

Logos (logic) – Reason which begins with specifics and moves toward a generalization is inductive. Support your reasons with proof i.e

Facts – can be proven,  Expert opinions or quotations,

Definitions – statement of meaning of word or phrase ,

Statistics – offer scientific support,

Examples – powerful illustrations ,

Anecdote – incident, often based on writer’s personal experiences ,

Present opposition – and give reasons and evidence to prove the opposition wrong

Ethos (personal credibility) – convince your audience that you are fair, honest, and well informed.  They will then trust your values and intentions. Citing your sources will help this area, Honesty – Your audience is looking for you to have a strong sense of right and wrong.  If you have a good reputation with this people are more likely to listen to you,

Competency –  Meaning capable of getting the job done,

Energy –  Through non-verbals like eye contact and gestures,and  a strong voice and inflections, a speaker will come across as charismatic,

Pathos (emotions)- a carefully reasoned argument will be strengthened by an emotional appeal, especially love, anger, disgust, fear, compassion, and patriotism, *“feeling” the speech.

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 Anubha Walia is an International Trainer, Facilitator and OD Specialist, founder of Prism Trainings & Consultancy, specialises in Human Process Facilitation carries  15 +  years of rich experience at senior role  in Trainings & Quality. Her expertise includes  Followership & Leadership, Team building and Quality Change Agent specialist.



Connecting is the ability to identify with people and relate to them in a way that increases your influence with them.” -John C. Maxwell.

Connecting with Self, dyad or in group by using either of the medium now or then, even though means are different but we need to connect to grow. Prism Trainings flagship Program – Communicate to Connect, helps you to learn all the important aspect of communication, using social media too.

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Sharing small inputs from Program. If you are looking for Communicate to Connect program, please email us at