Shivani Pande Uncovers the Making of a Manager

“Be a good person, but don’t always be a nice person.” That mantra guides Shivani Pande in her quest to create great people experiences for the Rocketium team. With over seven years of experience across industries and HR verticals, she has been pivotal in building things from the ground up and enabling success for managers across the organization. In a conversation with Shivani Pande today, let’s discover what good managers are made of.

Building successful people managers

People management is an essential part of any organization’s success. For many of us, it just comes naturally. On the other hand, it’s an entirely new world that opens up with a promotion letter. You could be a great individual contributor in a finance team that’s now managing a team as the day turns! The feelings of excitement take charge, while those of anxiety lurk behind. Shivani makes this move simpler for her team with her efforts as a People Success Manager. To sum things up, there are three key areas where a manager needs some nudges to get moving:

Effective delegation
Building the right culture in their team
Conducting solid one-on-one meetings

Before getting into the details of how each part of this equation works, let’s step back and visit a manager at the cusp of transition.

Making the move smooth

People management is a marathon, not a sprint. Yet, often, the preparation matches the latter instead of the former. Training managers to be good at their roles is not as simple as putting them through a training routine. Instead, it’s about empowering them to stand independently for years. Often, managers move into their roles with little support and training from their organizations and superiors. The result? Confused managers and dissatisfied teams. Shivani creates a comprehensive mix of conversations and continuous learning to get her managers in shape.

When we talk about people who have worked for 10 years… Certain things become part of their nature by working with many people and many different teams. When they get into their new manager roles, they start with implementing what they’ve learned from their own managers in the past. Shivani Pande

Was this true for you, too? First-time managers seek role models from the leaders who have been there for them. Sometimes, this puts you on the right path; sometimes, it may not! This happens because the context and personalities that drive performance in any team differ. So, while your extroverted senior manager might bank on water cooler conversations for conflict resolution, the same approach seems a little too frank to you.

This is similar to how things went with me. For instance, my manager found value in running monthly one-on-ones in an informal setting. So I followed the same with others, took them out for a tea break to talk about work and other matters, asked for feedback, and corrected mismatched expectations. Shivani Pande

Talking it out with new managers helps Shivani identify their thoughts on people management. The idea is not about critiquing and immediately putting them on the right path. Rather, it’s more about finding out what they are doing and what the organization can add to make them more effective. Enable managers, not enforce management practices.

Of course there’s a bit of fear as to how the manager will build career paths for the people they are managing. I have actually collated a few resources, including internal workshops, and documented some good reads to start with as the most approachable low-hanging fruits. I shared those while getting the new managers started. When they were done with all these, the second thing was sitting with them and understanding how they function as a manager. The first thing I asked was “How do you set the right expectations and goals for them?” A lot of what they shared with me was in the right direction. Shivani Pande

For Shivani, the form of intervention does not always take the same shape. In one instance, she remembers offering relevant courses and documentation to a team member who had just been promoted to a managerial role. In others, it could be a one-on-one conversation with their founder or help with better expectation-setting skills across the team.

Stepping back

Stepping back is an unexpected action for a manager but quite a helpful one. At the onset, managerial roles come with enhanced responsibilities. You are no longer just getting things done; you are making others do them, too. Shivani offers a helpful reminder here – a managerial role is your chance to exponentially increase your performance by enabling others. What it’s not? An opportunity to prove that you are a superhero.

When you have been in an IC role for the longest time it is challenging to accept that I can trust this other person to get things done. So there’s this natural urge of taking everything up. This is a challenge I had to overcome myself and found others facing it too. I had trouble stepping back because I would feel I have always done it, I know it, and I would just get it done. But if I start working that way I will be paralyzing my team members because they would never get to test the water themselves. Shivani Pande

Trust is an important factor in this equation. After all, while your team member may take 2 hours to finish a task that you can do in 30 minutes, the process is about them learning and doing it independently. The key here is to remember your role as an enabler of their success. Shivani remarks on this tendency of managers to just wrap things up themselves because it seems easier. The other way is just not worth the hassle.

The reason you become a manager is that a) you are mentoring others but also b) you do a lot more things and level up in your work. Shivani Pande

If this seems like you, too, here’s one thing to do: let go. Letting go of control and stepping back after carefully evaluating the impact will

Teach your team members something new
Free you from extra stress

Becoming more than a manager

A tough manager is a boring manager. A boring manager is a distant manager. Shivani recommends building a culture of friendship in your teams. The key idea is to make a level of safety and comfort that allows your relationship to go beyond professional. We are, of course, not speaking of meddling in personal affairs. Instead, it’s about knowing the person, not just the employee. Know who you are working with and what matters to them so that you can support them in a way that suits them.

It makes them feel that someone is standing by me, and that’s all they need. I have been in situations where they just wanted to rant it out, and that’s alright. I am not going to judge them. That sort of reassurance and validation helps people a lot. Shivani Pande

Second, such a culture of openness allows you to freely share feedback. Sharing feedback, or even asking for it, can be contentious when either of the parties is not comfortable. However, providing that room to accept mistakes and be vulnerable is the key to success. In one instance, Shivani speaks of a team she helped overcome mismatched expectations. The organization was undergoing significant movements. A lot was happening at every front, and the employees obviously felt overwhelmed. After learning this with the help of a survey, Shivani set into action with the team manager.

Sometimes, we are able to identify who is feeling what. The best thing we have done is share the team member’s feelings with their manager. Of course, this includes the context and how actions should be taken on this, at times in subtle ways. Without the latter two, the team member’s trust would be breached. Shivani Pande

First, she shared the insights with the team manager and explained what was happening and why. Context matters, so the idea is to highlight challenges while keeping the members safe from any bias that could unintentionally arise. After helping the manager spot the challenge, the next step is creating a way out. Second, she helped the managers fine-tune their skills. For example, instead of asking, “Are you not satisfied with your salary?” she asked them to reframe the question into, “If we are planning for a level up in your role, what do you think we can do differently? Have you thought about how you want to see your pay grow with the role? How do you think we can incentivize you better?” Keeping the idea the same but with a better presentation. This helped them clarify the specific issues and subtly create suitable solutions. In the end, Shivani concludes that while managers approach a situation with the right intent, they might need support in getting the actions right. Data agrees with this sentiment, as a Gartner survey discovered that 40% of managers with two years or less experience struggle to support their team. People management is a delicate balance; a tilt too heavy either way can put your team at risk.

Talking, and more talking

Words matter greatly in Shivani Pande’s world, which prioritizes one-on-one meetings and personal touchpoints in effective professional interpersonal relationships. For an organization that believes in over communicating, this just makes sense.

What most have as a notion is that 1-1 is a performance discussion. We have it in our guidelines that during our monthly 1-1s we will talk about work also, but it’s not a performance review. Focusing solely on it shuts doors for understanding the real perspective of the team members’ feelings. We keep it natural by positioning it differently, making it a blend of professional and personal conversations that can help the manager in unblocking their team. Shivani Pande

The ideal one-on-one meeting is not a performance review; instead, it’s a catch-up with a team member that focuses on them. Of course, every person interacts differently with their manager, so while some may be comfortable opening up about their lives, others might prefer privacy. While the specifics depend on the context, the key idea is to create a safe space and build fulfilling experiences for the people on your team. First, reassurance and validation matter to your team members, so be free with it! Shivani shares multiple ways she builds this into the habits of her team

Sharing every win and loss of the team openly and frankly in town halls
Sending personalized messages to each team member explaining changes
Being present to answer any questions, in private as well as in team meetings
Making the most of coffee chats by adding bits of appreciation, recognition, and reminders as needed

In sum, keep sharing, and your team shall reciprocate. However, there’s one area to be mindful of. Remember that as managers, you are there to show your presence and not to make your case.

I had this experience where I was asked to share what I was feeling. But when I shared my honest thoughts, there was a lot of defense from their end. Now that I look back, I know that I just needed to be heard. There wasn’t a solution, cross-questioning, or judgment needed. Those could have been done, but probably not right then. Shivani Pande

Summing Up Shivani Pande’s Story

As her experience shows, Shivani ensures that her one-on-one meetings focus on the team members, not the hows and whys of what happened. Again, balance is important. Acknowledge the good deeds and suggest ways to improve the rest. After all, people management is about enabling others to reach their potential. In this journey, Shivani has some recommendations for new managers, which have been her personal favorites, too –

In sum, effective people management and enabling people’s success are often what Shivani acknowledges as “thankless jobs.” Nonetheless, the impact is evident when the teams continue reaching new heights of success, even when tracking it in precise numbers could be a little tricky.

How can Risely help?

Shivani Pande has developed their leadership style by working diligently and observing different types of leaders, an opportunity only some aspiring managers may have. But here’s the thing: we miss out on the nitty gritty and don’t always have the support to overcome similar challenges. That’s where Risely steps in as a solution. Risely is an AI buddy for managers, offering the guidance that every manager needs to unleash their true potential. With tailored steps and insights, Risely empowers you to solve challenges in simple steps:

Identify your challenges: The journey begins when a manager starts by defining their challenges. From 50+ challenges, managers and team leaders can identify the issues hurting their team.
Test your skills: In the second step, skills and qualities, such as expectation setting and prioritization skills, are tested with the help of leadership skill assessments to see how well you have achieved these critical functions. These assessments help us create detailed reports for skills and abilities.
Start growing: Now comes the good part: where your progress becomes Risely’s agenda. Managers can start making progress with the help of daily nudges, toolkits, and the interactive AI coach – Merlin, who is there for you through thick or thin, whether day or night.

Sounds exciting? You can start a free conversation with Merlin now!

Deeksha Sharma

Deeksha, with a solid educational background in human resources, bridges the gap between your goals and you with valuable insights and strategies within leadership development. Her unique perspectives, powered by voracious reading, lead to thoughtful pieces that tie conventional know-how and innovative approaches together to enable success for management professionals.

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Leading Beyond Lines: Dhun Chhokar’s Journey from Design to Management

Remember the time when you were jittery and nervous about your career and were seeking advice from everyone? We’ve all been there, collecting tips—some worked, some didn’t. But amidst all the pieces of advice, we received this common success mantra: pick a path, create a plan, and stick to it until you succeed. Sounds foolproof, right? Many of us followed the advice and worked tirelessly because, let’s face it, who wants to fail? These plans usually lead to two outcomes—success or failure. But one thing is sure: doubt will creep in if you don’t explore and push your boundaries. If you’re currently questioning your choices, Dhun Chhokar’s managerial story will inspire and nudge you to explore your potential. Dhun is a self-proclaimed wild child who believes in doing things her way. With a background in media and theatre, she’s explored every corner of the creative world—from collaborating with stand-up comedians to trying her hand at acting and working with various production houses. These diverse experiences played a crucial role in shaping the person she is today. Stepping out of her comfort zone transformed Dhun into a people person, a trait that smoothly carries into her role as a manager. She currently leads On Purpose’s national team for digital and visual storytelling, overseeing a team of over 20+ members. While recognizing her progress, she strongly desires continuous learning and improvement. She consistently strives to be a better version of herself. Let’s have a closer look at her journey.

Dhun’s Evolution: From Designer to Manager at On Purpose

At On Purpose, Dhun started her journey as a designer, leveraging a natural flair for aesthetics and visual composition despite lacking prior knowledge in editing and designing. Through her strong work ethic and determination, she quickly mastered these skills on the job. On Purpose introduced her to the corporate world and PR role, where she not only acquired technical skills but also honed her leadership abilities, gradually assuming more significant responsibilities. Dhun marked a significant milestone by transitioning into a managerial role within three years. Reflecting on this shift, she said

I had no idea what it meant to be a manager. At that moment, it felt cool that people would report to me. Dhun Chhokar

As a first-time manager without formal training, Dhun felt a bit lost, much like others in her situation. However, her founder’s support helped her navigate the new challenges of managerial duties head-on. Dhun sees On Purpose as more than just a workplace. It is her training ground for professional and personal growth. She credits On Purpose for offering the platform to learn and evolve, from mastering hard skills to developing the qualities required for leadership. Through this journey, Dhun learned that every challenge is an opportunity for development. She believes in embracing experiences and challenges with an open mind, knowing they contribute to the growth of an individual.

Overcoming Managerial Hurdles: Dhun Chhokar Shares Insights

Dhun encountered significant challenges as a manager, one of them being fostering genuine empathy and understanding towards her team members.

The biggest challenge personally was when I had to understand people’s problems. Dhun Chhokar

She admits that empathy wasn’t a skill that came naturally to her. When she assumed the manager role, she realized the importance of empathy in creating a positive team environment and understood that merely hearing her team members’ problems wasn’t a comprehensive solution to address their concerns effectively. Dhun decided to work on developing empathy to overcome this roadblock. She committed to truly listening, absorbing her team’s perspectives, and empathizing with the various personal or professional situations they faced. This shift in approach allowed her to consider her team’s individual circumstances and personal issues, ultimately contributing to a more understanding and supportive work environment. Dhun realized that this change not only improved team dynamics but also helped their professional growth.

As a manager, standing up for team members when they aren’t able to meet expectations is a significant challenge. Dhun Chhokar

Dhun encountered a challenge as a manager when she had to advocate for her team members in front of management and clients, especially when they couldn’t meet expectations due to personal reasons. Balancing the needs of her team with organizational expectations demanded considerable effort and posed a significant hurdle for her to overcome. To address this challenge, Dhun made clear communication a top priority. She encouraged open dialogue among team members and clients, providing a platform for effectively expressing concerns. Dhun ensured that her team felt valued and supported by actively listening and engaging in honest conversations, fostering a cohesive work environment characterized by trust and collaboration. She promoted transparency and mutual support among team members through regular one-on-one meetings, further solidifying their bond and commitment to shared goals.

Clear Communication in Leadership: Dhun’s Perspective and Advice

Dhun’s background in mass communication and her success in the PR field are testaments to her strong communication skills. She believes effective communication is key to tackling any professional challenges. With her experience, she offers valuable insights into the power of communication.

Communication is everything, irrespective of your role. Dhun Chhokar

Dhun recommends prioritizing honesty and openness. Building trust with your team and stakeholders fosters reliability and credibility. She suggests transparency in addressing positive and negative aspects, strengthening relationships, and building trust over time. Furthermore, she emphasizes the significance of establishing authentic connections with team members. Rather than simply issuing directives, Dhun advises managers to articulate their expectations clearly. Through respectful assertion, managers can align their expectations with their teams’ goals, eliminating ambiguity and fostering mutual understanding and productivity. Dhun firmly believes in clear and transparent communication with her team members. However, she also acknowledges that despite her commitment to delivering her best, there are occasions when communication may not be as effective as desired. Imagine this: You’ve carefully laid out tasks and deadlines for your team, spending time and effort to clarify everything. But, despite your efforts, some team members go off track, causing delays that slow down the project. It’s frustrating, right? Even though you’ve explained everything clearly, seeing your team not follow instructions as you hoped makes you wonder if there’s a better way to make sure everyone understands and gets the job done efficiently. In times like these, Dhun shares her way of handling such situations.

There are still times when I fail to communicate and end up in situations I didn’t expect to be in. Dhun Chhokar

She acknowledges that setbacks are part of the journey and encourages embracing self-comfort to navigate disappointments. Also, learning from these encounters enhances your ability to understand other team members better. Despite best efforts, communication may still falter at times. Dhun advises embracing acceptance in such situations. Not every challenge has an immediate solution, and recognizing this alleviates self-blame. Over time, experiences become valuable lessons, enabling individuals to adapt and grow. Understanding that perfection isn’t always attainable fosters resilience and encourages continual improvement in communication skills.

Dhun’s Tips for Effective Management

Dhun has offered two actionable tips to help managers improve their leadership skills and team dynamics.

Your team members are always watching you and constantly making assumptions. Dhun Chhokar

Dhun believes that as a first-time manager, it is crucial to take time to pause and reflect on the type of leadership you wish to embody. While doing this, consider the individuals who inspire you and the leadership styles you admire. This reflection can help shape your approach to management. By being intentional about the kind of leadership you want to bring in, you can set a positive example for your team members and earn their respect and admiration.

Team members look at managers critically to see if they are good enough to become their mentors. Dhun Chhokar

Dhun emphasizes that providing mentorship and guidance to team members is a critical role for managers, often overshadowed by workload. She believes managers should prioritize offering support, even if it begins with just one team member. Recognizing the transformative impact of such support on team dynamics and individual growth is critical. By being approachable, empathetic, and supportive, managers can cultivate a sense of community within their teams and create a lasting positive impact on their team members’ lives, personally and professionally.

How Can Risely Help?

Dhun Chhokar has developed her leadership style by working closely with her company’s founder and her mentor, an opportunity only some aspiring managers may have. But here’s the thing: we miss out on the nitty gritty and don’t always have the support to overcome similar challenges. That’s where Risely steps in as a solution. Risely is an AI buddy for managers, offering the guidance that every manager needs to unleash their true potential. With tailored steps and insights, Risely empowers you to solve challenges in simple steps:

Identify your challenges: The journey begins when a manager starts by defining their challenges. From 50+ challenges, managers and team leaders can identify the issues hurting their team.
Test your skills: In the second step, skills and qualities, such as expectation setting and prioritization skills, are tested with the help of leadership skill assessments to see how well you have achieved these critical functions. These assessments help us create detailed reports for skills and abilities.
Start growing: Now comes the good part: where your progress becomes Risely’s agenda. Managers can start making progress with the help of daily nudges, toolkits, and the interactive AI coach – Merlin, who is there for you through thick or thin, whether day or night.

Sounds exciting? You can start a free conversation with Merlin now!

Suprabha Sharma

Suprabha, a versatile professional who blends expertise in human resources and psychology, bridges the divide between people management and personal growth with her novel perspectives at Risely. Her experience as a human resource professional has empowered her to visualize practical solutions for frequent managerial challenges that form the pivot of her writings.

Kickstart your leadership development journey for free now!

Learning from mistakes is great. But what if we skip them? Find the loopholes in your skills with Risely’s range of assessments today.

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Redefining Leadership: Uday Parmar’s Blueprint for Success

Becoming a new manager is an exciting milestone in every professional’s career. With new responsibilities and expectations on their shoulders, you must have heard them saying I will not be the stereotypical manager you have seen. No micromanaging, no bossing team members; I will be the cool boss the team can come to. But do you know, according to research conducted by CEB, 60% of all new managers fail within the first 24 months. And the main reason behind it is lack of training. Under work pressure and stress to prove themselves, they end up giving out orders and stop empathizing with the team. Unknowingly, they become the stereotypical manager they always dreaded. Take a moment to reflect on the managers you’ve encountered throughout your career. If you are lucky, there must be one who stands out in your memory – a manager who left a mark on your career. What traits set them apart from these stereotypical managers? They must be those who understand that with great power comes great responsibility. Leadership is not about standing tall but bending down, rolling up your sleeves, and working twice as hard as everyone else. Today, we will explore the managerial journey of a leader with a similar approach, Uday Parmar, co-founder of Lilypad, an e-commerce platform for electric vehicles. Despite his extensive global travel and studies, Uday remains humble. He thinks that taking on leadership roles has made him even more grounded. He has 20+ years of experience in international sales and business development. Apart from this, he finds joy in mentoring people, hitting the gym, and spending time with his furry friend. Ready to be inspired, challenged, and a little humbled as a leader? Uday’s story might give a friendly nudge to those managers who once aimed to be great leaders but might have lost their way.

Humility and Teamwork: Uday Parmar’s Formula for a Thriving Team

Uday Parmar has 15+ years of experience managing teams in traditional job roles and in the startups he founded. Like most new managers, he didn’t have formal training and felt unprepared for the challenges. However, what set him apart was his desire to improve himself continuously. Uday approached his managerial role with an open mind, eager to learn and acquire new skills from everyone around him, regardless of their position or years of experience. This commitment to constant growth and learning played a crucial role in shaping Uday into the adaptive leader he is today.

I was terribly unprepared for it – and have learned, unlearned, and re-learned multiple times over these years. Uday Parmar

In his initial days as a manager, Uday faced a challenge, which helped him understand that this managerial journey will never be linear and that he will have to reinvent himself based on the situations and team members. Looking back, he recalled one situation wherein one of his high-performing team members disagreed with Uday’s approach to the campaign. Rather than forcing his view on the team member, Uday took an unconventional route to find common ground. He split the team into two groups, each running a different campaign style – one aligned with Uday’s strategy and the other following the team member’s approach. At the end of the 4-week campaign trial, Uday was surprised by the outcome: his strategy, combined with trust in his team members, resulted in fewer meetings than the alternative gung-ho phone-based approach.

I was amazed to learn that my well-thought-out and time-tested methodology resulted in limited success. It taught me a valuable lesson, for sure. Uday Parmar

This experience left a lasting impact, shaping two key learnings that became the foundation of his leadership style. First, managers should never have the know-it-all attitude, and second, managers can also learn from their team members, not just the other way around. This incident taught him the importance of humility and that even though you’re a manager, you don’t always have to have all the answers. Learning from others, especially those in your team who might have valuable insights, is necessary.

Uday Parmar’s Approach to Managerial Challenges

Despite Uday’s years of experience, he still faces challenges as a manager. He has shared two of his most common challenges that many fellow managers would relate to. Firstly, getting the entire team to progress and move along smoothly toward a common goal, and secondly, helping teams spend time on what they have as priorities, as opposed to company priorities. Uday acknowledges that getting everyone on the same page and ensuring cohesive progress is not a walk in the park. That’s why his leadership style thrives on giving everyone a voice. He believes that when every team member has a say, there is a greater sense of ownership and commitment. By fostering an environment where everyone’s input is valued, Uday found that teams become self-motivated, adding value and working independently towards shared objectives.

I am a believer in ‘What gets measured gets done.’ Uday Parmar

He has also shared a simple yet powerful philosophy. He emphasizes regular measurement and reporting to stay focused and unbiased. He believes many team management problems get solved if one knows what to measure, how to measure, and how to report. He emphasizes. This approach addresses challenges and fosters a proactive environment driven by clear goals and accountability. Uday’s strategic approach to measurement and reporting is not just a solution but a dynamic process fostering continuous improvement. By implementing these practices, managers can navigate the challenge of aligning team focus with priorities, promoting a culture of transparency and data-driven decision-making within their teams.

Drawing Wisdom from Colleagues and Experiences

Uday’s leadership learning extends beyond his own experiences; he picked a few things through observation and a few from colleagues. While working as a director at EY, he encountered the challenge of the dearth of quality content because of an inexperienced team. Rather than waiting for solutions from the content team, Uday sought advice from Harsha, Head of Forensic Technology at EY India.

Harsha taught me a valuable lesson DIY(Do it yourself). Uday Parmar

Harsha provided a simple yet powerful solution to the problem: “Why do we need to wait for others when we can do it ourselves.” Reflecting on this, Uday shared that day he learned there are times when managers have to roll up their sleeves and get their hands dirty. He understood the invaluable lesson of leading by example. This hands-on approach sets him apart as a boss who practices what he preaches, emphasizing the importance of taking the initiative.

I observed that not communicating the challenges team members were going through created a wall between managers and their teams. Uday Parmar

To ensure there’s no communication gap between him and his team. Uday actively takes steps to dismantle the barriers. How does he do it? Through a combination of an open-door policy and candid self-disclosure. Firstly, he promotes an open-door policy. He encourages the team to discuss challenges, share ideas, and solve problems openly. This policy acts as a bridge, creating a culture where communication flows freely in both directions, eliminating awkwardness. Secondly, Uday breaks away from traditional leadership by openly embracing vulnerability, sharing his weaknesses, shortcomings, and areas where he may lack understanding. This honesty isn’t a weakness but a demonstration of Uday’s authenticity as a leader. It establishes a safe space where team members feel comfortable sharing and building trust and mutual understanding.

Uday Parmar’s Tips for Effective Leadership

For aspiring managers, Uday offers three golden tips: Be Yourself: Uday suggests new managers not to pretend to be someone they are not, just for the effect. According to him, authenticity is magnetic and helps build real connections. When managers are genuine, they attract trust, inspire others, and foster long-term relationships within the team. Empower Your Team: New managers often feel the need to prove themselves by handling everything on their own. However, Uday advises against this approach. Instead, he encourages managers to share responsibilities and delegate tasks. When team members are given opportunities and responsibilities, they can showcase their capabilities and untapped potential. By empowering team members, Uday believes that new managers can build a stronger, more capable team and create a workplace where each member feels valued and motivated to contribute their best. Embrace Your Ignorance: The third and most important tip is acknowledging that nobody knows everything. Admitting something you are unaware of without shame creates an open and transparent environment. Uday advises new managers to learn from their team and mentors and even from mistakes. Embracing your lack of knowledge encourages continuous learning and improvement for you and your team.

How Can Risely Help?

Uday Parmar has developed their leadership style by working as an leader in different companies and developing his own startup, an opportunity only some aspiring managers may have. But here’s the thing: we miss out on the nitty gritty and don’t always have the support to overcome similar challenges. That’s where Risely steps in as a solution. Risely is an AI buddy for managers, offering the guidance that every manager needs to unleash their true potential. With tailored steps and insights, Risely empowers you to solve challenges in simple steps:

Identify your challenges: The journey begins when a manager starts by defining their challenges. From 50+ challenges, managers and team leaders can identify the issues hurting their team.
Test your skills: In the second step, skills and qualities, such as expectation setting and prioritization skills, are tested with the help of leadership skill assessments to see how well you have achieved these critical functions. These assessments help us create detailed reports for skills and abilities.
Start growing: Now comes the good part: where your progress becomes Risely’s agenda. Managers can start making progress with the help of daily nudges, toolkits, and the interactive AI coach – Merlin, who is there for you through thick or thin, whether day or night.

Sounds exciting? You can start a free conversation with Merlin now!

Suprabha Sharma

Kickstart your leadership development journey for free now!

Learning from mistakes is great. But what if we skip them? Find the loopholes in your skills with Risely’s range of assessments today.

Start Now

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The Gen Z Manager’s Diary: Chelsi Mehta’s Ride to the Top

For the last few months, Gen Z entering the workforce has been a hot topic for everyone. From casual water cooler conversations to social media debates, everyone has an opinion about them. Whether it’s the latest workplace meme or a shared eye-roll at their unique lingo, we’ve all had our fair share of interactions with this generation. Some might find their lingo amusing and their work ethic a bit unconventional, but there’s an undeniable truth that we can’t ignore. Whenever a new generation steps into the professional world, it brings a breath of fresh air that workplaces have been silently waiting for. What sets GenZ apart? Well, they are the first generation to grow up with digital exposure. Because of this, they are motivated and conditioned to ask questions, kickstarting crucial conversations about topics often overlooked– like work-life balance, mental health, and inclusion and diversity in the workplace. Today, we will share the professional journey of Chelsi Mehta, the Gen Z poster child. She has been a powerhouse in the creative industry for the past two years. She’s donned various hats of copywriter, ghostwriter, and creative manager. Currently, she is freelancing and managing a small team. When she is not crafting the next big thing in the creative domain, you’ll find her lifting weights like a boss and dishing out rants on social media. Now, that’s what you call a dynamic personality, right? Let’s uncover Chelsi Mehta’s intriguing journey as she reshapes workplaces on her terms! We will unravel how she went from being an employee to being her own boss in such a short span. Join us as we share the challenges she faced and the lessons she learned, and grab some awesome tips for all you aspiring managers!

LinkedIn Leap: Seizing the Opportunity with Zest

During the monotonous days of lockdown, Chelsi, much like many of us, embarked on a journey of self-discovery. Boredom and frustration prompted her to explore different hobbies; in this quest of self-discovery, she rediscovered her old passion for writing. Little did she know this would lead to a remarkable career at that time.

My writing journey started very early, even though I did not realize it started in my childhood when I used to write small notes to my mother about my day. Chelsi Mehta

In conversation with Risely, Chelsi reflected on her journey and realized she always had creative ideas and used to pen them down, but she had never considered it a career. Things changed when she turned her personal experiences into short blogs during the lockdown. Her writing received a lot of appreciation, and she was encouraged to open her own website. Later, her writing career took an unexpected turn when she started researching businesses, crafting impactful business case studies for them, and writing content for SaaS companies.

People have always told me I am a fast learner, which has been my greatest career advantage. Chelsi Mehta

In 2021, she stumbled upon a LinkedIn post searching for writers. Despite being unfamiliar with LinkedIn and copywriting then, Chelsi’s continuous pursuit and determination helped her get the internship. She swiftly climbed the ranks, exposing her to handling various clients early on. Her quick learning abilities eventually drove her from an intern to a managerial position in no time. Starting this journey wasn’t a walk in the park. Chelsi’s progress, while remarkable, wasn’t handed to her on a silver platter; it demanded hard work and resilience. Let’s explore her challenges as an individual contributor with her managers.

Chelsi’s Learning Curve: Challenges and Insights as an Individual Contributor

As an individual contributor, she faced many challenges with her managers that ultimately played a pivotal role in shaping her management style. Let’s delve into the hurdles she navigated as an individual contributor.

My managers lacked transparency and effective communication, resulting in a gap in expectations. Chelsi Mehta

Chelsi shared one situation where her managers didn’t tell her what was expected and the deadline, which created confusion. This confusion led to a delay in delivering work to the client. And instead of fixing the problem by communicating openly, the manager blamed the team for not meeting expectations. This experience made her realize the importance of clear and transparent communication. Now, she always talks openly and shares information with her team, avoiding misunderstandings and ensuring everyone is on the same page.

You must be present as a manager and reach out to the team and ask if they need help. Chelsi Mehta

Chelsi ensures transparency and open communication in her team by starting with a collaborative mindset. She initiates conversations beyond professional aspects, focusing on personal interests and goals during the hiring process. This approach creates a lasting impression and fosters a sense of collaboration. She stays involved throughout, checking in on her team daily, addressing any challenges, and ensuring they feel supported. She emphasizes being present consistently, not just assigning tasks and disappearing, but genuinely caring about their well-being. Even when work falls short of expectations, she maintains honesty and communicates openly about the team’s performance and her thoughts, fostering a culture of trust and transparency.

Chelsi Unplugged: Overcoming Managerial Challenges with Finesse

Chelsi handles challenges like a pro—only writer’s block can make her feel momentarily lost. Yet, she openly discussed some hurdles she noticed in her management style during a tough time in her career; she has shared her journey of overcoming them and consistently working to refine her managerial skills.

Initially, being patient with team members with different personalities became a significant challenge while juggling various roles and responsibilities. Chelsi Mehta

Chelsi faced two main challenges as a manager, which are interlinked in more than one way. First, managing her workload while being patient with her team proved to be a significant challenge. The second challenge was effectively handling different personalities. As a manager, she juggles various responsibilities, from overseeing operations to writing for clients, and this balancing act became daunting. During a one-on-one conversation, she realized the impact of her shortcomings as a manager on team members’ growth and productivity. She recognized that she became impatient under the heavy workload and commitments and struggled to develop meaningful relationships with her team. This conversation served as a wake-up call, prompting Chelsi to acknowledge the need for patience in managing her workload and understanding and respecting the diverse personalities within her team. Facing challenges head-on, she implemented smart strategies to overcome them. First, she embraced self-reflection. This awareness paved the way for improvement, helping her stay calm and focused amid challenges. Taking a step further, she worked on her communication skills. She started expressing herself more clearly and adopted a patient tone. This shift in communication style created a more positive and productive work environment. Recognizing the importance of support, Chelsi became a more guiding manager. She understood the value of clear guidance and thoroughly explained tasks to her team members. This proactive approach ensured everyone was on the same page, fostering better understanding and collaboration within the team.

Beyond Management: Chelsi Mehta’s Tips for a Well-Rounded Career

Chelsi embraces a distinctive approach to managing people; she considers herself more of a leader than a manager. According to her, every manager should adopt a leadership mindset beyond task completion—it’s about sparking positive change and making a lasting impact. According to her, the difference between a manager and a leader is that a manager ensures tasks are done, and a leader aspires for more, focusing on influencing and inspiring teams to create an environment where everyone flourishes. Now, let’s explore her tips for implementing this leadership philosophy.

You will grow and learn skills by observing what’s happening around you and not through theory and courses. Chelsi Mehta

Inspired by Oppenheimer’s insight, Chelsi emphasizes the limitations of theory with the quote,” Theory will take you only so far.” In today’s time, she advocates for a hands-on approach to learning. Her advice to newcomers is straightforward: invest time in homework, research, and practical experience. She urges professionals to dive into their chosen field, understanding its nuances and identifying personal motivations. She discourages vague questions and champions proactive learning—initiates by doing and observing.

Just being a manager won’t ensure your growth; you have to do different things to ensure growth. Chelsi Mehta

Chelsi highlights the importance of not getting stuck in one routine, comparing it to eating the same food daily—eventually, you’ll lose interest. She suggests that professionals keep reinventing themselves through observation, leading to growth and personal satisfaction. By this, she means combining professional tasks and hobbies to ensure continuous growth. Leaders can gain a valuable edge by staying aware of their surroundings, keeping up with industry changes, and being connected to shifts. Engaging with mindful and relevant content acts as a guide through dynamic changes, preventing you from staying stuck in your comfort zone. She emphasizes the significance of staying excited and engaged in various aspects of life, both at work and beyond.

How can Risely help?

Chelsi Mehta has developed her leadership style by learning through experience and mistakes without any safety net, making her journey more inspiring. But here’s the thing: we miss out on the nitty gritty and don’t always have the support to overcome similar challenges. That’s where Risely steps in as a solution. Risely is an AI buddy for managers, offering the guidance that every manager needs to unleash their true potential. With tailored steps and insights, Risely empowers you to solve challenges in simple steps:

Identify your challenges: The journey begins when a manager starts by defining their challenges. From 50+ challenges, managers and team leaders can identify the issues hurting their team.
Test your skills: In the second step, skills and qualities, such as expectation setting and prioritization skills, are tested with the help of leadership skill assessments to see how well you have achieved these critical functions. These assessments help us create detailed reports for skills and abilities.
Start growing: Now comes the good part: where your progress becomes Risely’s agenda. Managers can start making progress with the help of daily nudges, toolkits, and the interactive AI coach – Merlin, who is there for you through thick or thin, whether day or night.

Sounds exciting? You can start a free conversation with Merlin now!

Suprabha Sharma

Kickstart your leadership development journey for free now!

Learning from mistakes is great. But what if we skip them? Find the loopholes in your skills with Risely’s range of assessments today.

Start Now

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From Engineer to Entrepreneur: The Story of Ashish Manchanda

In a world saturated with stories of engineers turned entrepreneurs, we often skim the surface of their journeys, passing judgment on their career choices without truly delving into the heart of their struggles and victories. Today, we’re breaking that mold as we unfold the story of Ashish Manchanda. Ashish began his career as a software engineer in 2004, delving into coding and software development for five years. He then pursued an MBA, gaining skills and diverse experiences from working globally under different leadership styles. His career took a turn for the better when he used the exposure and co-founded a bootstrapped startup called Culturro. As the saying goes, personality is the sum of our experiences, which rings particularly true in Ashish’s case. He has gleaned lessons from his journey’s triumphs and tribulations and transformed those insights into the foundation of a thriving company. His path was dotted with highs and lows, but his keen, observant nature and inquisitiveness have guided his journey, shaping him into the leader he is today. However, he still likes to say that he is a “work in progress” with a lot to learn. Beyond leading and strategizing the next big move for his company, he finds joy in trekking, engaging with people in meaningful conversations, and coaching people. Now, let’s dive into Ashish’s story and explore how he wanted more from people management and impacted the professional journeys of hundreds.

From Experience to Excellence: Ashish Manchanda’s Leadership Lessons in Feedback and Growth

While many leaders and managers might express reluctance in handling the responsibility of managing teams, for Ashish, it’s a different narrative. Unlike those who find it stressful, he stands among the few who genuinely relish guiding and nurturing team members. In his eyes, managing people isn’t just a duty but the most rewarding and fulfilling experience as a leader. He attributes his leadership success to the lessons learned from his experiences with his managers. Those early experiences became the foundation upon which he built a more refined and effective approach to his leadership.

My first manager was a godsend. He was supportive, caring, and performance-focused at the same time. Ashish Manchanda

He credits his people management style to his first manager back in 2004. He considers himself lucky to have worked with a supporting and understanding manager. Ashish credits his first manager to teaching him the basic nuances of team management. How to guide an individual, and how to give them autonomy. How to allow your team to make mistakes and put them in situations where they can learn. Giving them visibility inside and outside the organization. Giving them credit for their good work and building their case for growth inside the organization.

I still remember how one of my managers gave feedback to me. He was blunt regarding what you are doing right and what you are not doing right. Initially, it hit me hard. But when I reflected, it all made total sense. Ashish Manchanda

As an individual contributor, Ashish was always keen on self-improvement and eager to engage in the take of feedback. As a manager his knack for providing constructive feedback took root from a manager who had a systematic approach. Ashish recalls that this manager was refreshingly straightforward, not beating around the bush when it came to both strengths and weaknesses. No guesswork – just clear, direct insights coupled with actionable advice on how to grow and tackle challenges. Ashish acknowledges that this upfront and critical approach might initially sting, but he personally found it a catalyst for reflection and improvement in his own areas of development.

I adopt the same feedback style but do it subtly initially. Ashish Manchanda

When it comes to giving constructive feedback, his approach is slightly different. Ashish has a two-tiered approach. Initially, he opts for a more subtle and gentle feedback style, ensuring it’s not overly serious and critical for the receiver. However, if he observes that the feedback isn’t absorbed, he transitions into a more direct and blunt mode. The underlying motive behind his feedback is crystal clear: to foster growth and improvement in performance. Ashish’s feedback strategy is not just about pointing out areas of development but fundamentally about nurturing individuals to thrive and enhance their capabilities for the future.

Culturro’s Genesis: How Negative Leadership Inspired Positive Change

Throughout our careers, we encounter different managers – some serve as catalysts for growth, while others provide valuable lessons on leadership pitfalls unintentionally. Ashish Manchanda shared a noteworthy experience that influenced his leadership philosophy, teaching him what not to do in a leadership role.

One of my managers believed in an approach of raising their voice, demeaning team members, and needlessly applying pressure when it wasn’t needed. Ashish Manchanda

Reflecting on the past, Ashish vividly recalls a distressing period during his consulting days when he worked under a manager with a leadership style that caused significant agony. This manager employed tactics such as shouting and applying immense pressure for output, contributing to a toxic workplace environment. Resulting in employees having unpleasant and stressful experiences marked by micromanagement and toxicity. Not only did it have a negative impact on the performance of the team, but also led to significant employee turnover. Ashish knew that he had to shield his team from this toxicity to have a team that kept on performing day after day. Micromanagement as a style may have worked well in the past, especially with a workforce that is not very evolved in its thought process. In today’s day and age, working with knowledge workers, millennials, and Gen-Z, it just doesn’t work. As per Ashish, it is a sure-shot recipe for disaster and failure.

After this experience, the genesis of Culturro unfolded, driven by the purpose of aiding companies in establishing positive and thriving cultures. Ashish Manchanda

This experience taught Ashish Manchanda how toxic leadership harms team morale and productivity. This inspired him to start Culturro to create a positive and respectful work culture. The mission of Culturro is to create an environment where team members feel supported rather than pressured. For Ashish, effective leadership involves creating an environment that fosters growth, collaboration, and trust, steering away from fear and stress.

Learning Leadership: Ashish’s Key Takeaways from Feedback

Earlier, as a manager, I had a method of immersing individuals into challenging situations, much like throwing them into the deep end of a pool, to see how they would navigate. And only provided assistance when they struggled. Ashish Manchanda

Since the beginning of his career, Ashish always enjoyed autonomy in his roles. He thrived in situations where he was given a task by his manager, and he came through with it. Early in his days as a manager, he adopted the same. I.e., trying to give full autonomy to his team on how to get the tasks done. This approach worked mostly until it didn’t. Ashish had a crucial revelation through conversations with one of his interns. One of his significant mistakes was that waited until the end of their tenure to seek feedback on how he did managing them. During the final catchup, the intern highlighted that they struggled initially when Ashish handed them challenging tasks but provided little guidance and handholding. This feedback became the motivation for Ashish’s transformation, highlighting two pivotal lessons. Firstly, he learned about the criticality of seeking and giving timely feedback, realizing the importance of early and regular check-ins to ensure a continuous dialogue. Secondly, Ashish understood that cookie cutters don’t work well in feedback. Every person needs guidance and autonomy up to a different extent. This recognition prompted a positive shift in his management style, where he became more attuned to understanding people’s working styles and providing tailored support, even if it meant stepping out of his comfort zone.

Ashish Manchanda’s Pro Tips for New Managers

Over the decades, Ashish has learned the ins and outs of leadership with hundreds of professionals. There have been mistakes on the way, but more than that, there are some evergreen tenets of effective leadership that his experience has unveiled. So, let’s check his tips for budding managers below.

Firstly, master the art of doing one-on-one conversations. That is extremely important. Ashish Manchanda

For budding managers, Ashish underscores the importance of mastering casual check-ins, which is often undervalued but fundamental in effective leadership. These check-ins go beyond mere feedback and discussions, focusing on building deep bonds and relationships with team members. At the core of this approach, one-on-one conversations involve connecting emotionally and creating dedicated space and time for meaningful interactions. Ashish advises managers to view these one-on-one conversations as a holistic approach that encompasses feedback but begins with establishing strong connections.

The second is learning how to give constructive feedback. Ashish Manchanda

Another invaluable tip for managers is to master providing constructive feedback from a place of care. Striking a balance between offering guidance without hurting team members’ feelings while ensuring clarity is crucial. Let’s consider an example to illustrate this point: Consider a situation where a team member has submitted a project with some errors. A manager employing the principle of care in feedback might say, ‘I appreciate the effort you put into this project, and I see areas where we can improve for next time. Let’s work together to address these issues.’ On the contrary, a less considerate approach might be, ‘This project is full of mistakes. What were you thinking?’ The difference in approach can significantly impact the employee’s perspective. The considerate feedback addresses the issues and acknowledges the effort, fostering a positive and collaborative atmosphere. In contrast, the blunt feedback may demoralize the team members, potentially hindering motivation and future performance. Ashish emphasizes that conveying a clear picture without causing unnecessary discomfort is pivotal, especially at the outset of a managerial journey.

I practice a tough-love approach with my team, combining care and support with clear expectations and direct feedback. Ashish Manchanda

Additionally, Ashish practices the “tough love” theory, drawing inspiration from parenting. He recalls that after years of reflection, he realized that his first manager had the same approach. This approach involves caring deeply for individuals but being strict when necessary to focus on performance. He shares that while this method may include providing unconditional support during challenges, it also entails setting clear expectations for performance. Managers can also benefit from embracing tough love by balancing care, connection, and approachability with setting expectations, creating a conducive environment for growth and accountability.

How can Risely help?

Ashish Manchanda has developed their leadership style by working globally and observing different types of leaders, an opportunity only some aspiring managers may have. But here’s the thing: we miss out on the nitty gritty and don’t always have the support to overcome similar challenges. That’s where Risely steps in as a solution. Risely is an AI buddy for managers, offering the guidance that every manager needs to unleash their true potential. With tailored steps and insights, Risely empowers you to solve challenges in simple steps:

Identify your challenges: The journey begins when a manager starts by defining their challenges. From 50+ challenges, managers and team leaders can identify the issues hurting their team.
Test your skills: In the second step, skills and qualities, such as expectation setting and prioritization skills, are tested with the help of leadership skill assessments to see how well you have achieved these critical functions. These assessments help us create detailed reports for skills and abilities.
Start growing: Now comes the good part: where your progress becomes Risely’s agenda. Managers can start making progress with the help of daily nudges, toolkits, and the interactive AI coach – Merlin, who is there for you through thick or thin, whether day or night.

Sounds exciting? You can start a free conversation with Merlin now!

Suprabha Sharma

Kickstart your leadership development journey for free now!

Learning from mistakes is great. But what if we skip them? Find the loopholes in your skills with Risely’s range of assessments today.

Start Now

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In the Manager’s Chair: Vivek Singh’s Take on Leadership

Have you ever found yourself viewing your career as a plan or a checklist of actions that you’ve seen others do and be successful ? You did these five things, so you succeeded; you didn’t do those other things, so you failed. It’s a belief many of us carry or carried in our lives, including Vivek Singh, a seasoned leader at the top of his game. At some point, he believed that his specific actions probably led him to where he is today. However, with time, Vivek’s outlook towards success changed, and he realized that success is never linear and is not about executing a set of predetermined actions or plans, but rather is about having the resilience to navigate the unpredictable twists and turns and fostering personal growth along the way. Many experienced professionals would agree with Vivek’s opinion that understanding and navigating success is complex. He drew significant inspiration for his views on success from Nassim Taleb’s book “Fooled by Randomness” which sheds light on the role of luck, uncertainty, human error, risk, and decision-making in shaping our actions that lead to success or failure. So, let’s properly meet Vivek Singh, a management consulting leader with over 14 years of global business and management experience. He leads the supply chain and sustainability transformation services portfolio at Accenture, UK and Ireland. Beyond his business leadership role, Vivek plays a crucial part in shaping the leaders of tomorrow in his organization. As a leader overseeing other leaders, he actively helps them navigate the complexities that arise in the context of their roles, offering insights about potential challenges and relevant guidance to overcome them. Outside the boardroom, Vivek is a tennis enthusiast and keen world affairs reader, who also enjoys exploring how the human mind works and influences behavior in various settings. As we delve into Vivek’s managerial journey, we’ll uncover the meaning of success and gain insights into his views on today’s managers and leaders—identifying their hurdles and exploring the ways they can adapt to the ever-evolving professional world.

Stepping into Leadership: Vivek Singh’s Journey from Individual Contributor to Manager

“I got into the managerial role about nine years back. Getting into this role was a part of the natural progression process at my organization, when one consistently delivers great client projects and business results for one’s organization and team.” Vivek Singh

Like many professionals, Vivek’s moving into a managerial role was a gradual career progression. From the get-go in his career, Vivek wasn’t just clocking in; he was working hard to make a difference with his work ethic, eagerness to do more, discipline to do things well, and desire to make a real impact in whatever he was assigned. Instead of sticking to the job roles and responsibilities, he actively took on duties and projects others brushed aside as not-so-exciting. His dedication and ownership were noticed early on, making him stand out as a genuine asset to the team and organization. Vivek’s transition from a diligent individual contributor to a managerial role tells us that success favors those who are proactive, take on new side-of-the desk work, and show up everyday at work to fully embrace its challenges.

“Having a manager role title and being able to perform that role are pretty different things.” Vivek Singh

In the initial stages of Vivek’s career, by chance and for being well regarded for his work, he got the rare opportunity to lead a small project, wherein he gained insights into the responsibilities of being a team leader. Despite lacking formal training or an official title of a manager, Vivek worked doubly hard to deliver the project on time and with the deliverables that were asked for, giving his bosses a slight sense of his innate leadership traits. But when he officially stepped into the managerial role, he actually understood the gravitas and demanding nature of the role. In retrospect, Vivek shared that he was probably well trained and experienced to lead small to moderate sized projects with limited complexity and ambiguity. But was not prepared to lead relatively larger and more complicated projects that required dealing with vague information and not-so-easy-to-manage stakeholder groups. He tackled this challenge by taking the initiative to shadow senior leaders on such large projects, and also observing and seeking guidance from his seniors, thus learning the difficult art and science of driving results in difficult environments, and being able to transform hurdles into stepping stones in his career journey.

Navigating Leadership: Vivek’s Lessons from Managers

Vivek gained invaluable insights from his senior leaders by observing them during client interactions with high-profile business leaders and individuals, the kinds we see featured on Forbes and Fortune magazine lists. These experiences helped him learn the nuances of effective communication, the knack for adaptability in dynamic situations, and the importance of being well-versed in the issues at hand by anticipating potential conversation patterns.

“I was proactive and well engaged in my business, so I got the opportunity to be with my bosses, which helped me pick up the right skills and mannerisms for engaging in a dynamic and challenging professional setup.” Vivek Singh

The significant learning Vivek grasped through these interactions was the ability to steer conversations towards more favorable scenarios, and driving the solution narratives in a way that genuinely engaged the client. In Vivek’s view, in these business setups, it’s not merely about talking of interesting points; it’s largely about confidently leading the discussion with compelling data, facts, and logical business deductions.

“If I can’t simplify my conversations with my team or clients to a level where I can easily explain them to a teenager, then I consider it a conversation that needs improvement.” Vivek Singh

Consider these two statements about optimizing cost of operations: The first, “Utilizing cutting-edge technological accelerators and compelling process synergies, we aim to optimize the costs through a multifaceted approach, leveraging different lean sigma methodologies.” And then, “We plan to improve the cost situation by using a market leading AI enabled planning tool and smart sourcing benchmarking strategies within direct materials.” The first statement sounded impressive, but the second statement likely resonated more with you, right? This realization struck Vivek early on during his experiences in client discussions. Some of his seniors and colleagues tended to use excessive jargon and verbosity to make their points, much like in the first statement. Vivek realized that, in communication, less is often more. Bombarding conversations with unnecessary jargon only complicates things. Recognizing the true value of clear and well articulated communications, Vivek tries to simplify and make his discussions more objective with everyone involved. He advises new managers to embrace simplicity in their communication for effective leadership.

On the Managerial Frontline: Vivek’s Take on Managers’ Struggles

In his professional journey, Vivek has gotten the opportunity to mentor and work closely with many fresh minds stepping into leadership roles. After spending time with these budding leaders, he’s identified recurring challenges that today’s leaders commonly face. What are these challenges that managers struggle with under his guidance? Let’s unravel these obstacles and explore the potential solutions Vivek suggests. Imagine you have a new manager who was recently promoted and is eager to make an impact. But, they find themselves lost while dealing with diverse personalities and challenging situations. Unsure how to navigate these complexities, they lean on to micromanage their team members, thinking it’s the only way to maintain control and ensure tasks are done correctly. In this scenario, the manager’s inclination toward micromanagement stems from a common struggle — the uncertainty of dealing with challenging situations. It’s a scenario many of us can relate to, where the fear of things going awry leads to an instinctive need for constant oversight.

“Managers should refrain from controlling their team members.” Vivek Singh

In tricky situations like these, Vivek suggests new managers to resist the temptation of micromanagement. Instead, he suggests focusing on cultivating effective communication skills. According to Vivek, managers should communicate expectations and outcomes, ensure alignment within the team, and hold team members accountable for their understanding and delivery. This strategic approach establishes an outcome-driven environment and empowers individuals to fulfill their responsibilities more independently. Vivek’s insight provides a valuable alternative to the pitfalls of micromanagement, fostering efficiency and autonomy within the team. Vivek follows and promotes a purposive leadership style. He defines this approach to leadership as one that is specific to the context and purpose it seeks to achieve. His leadership approach also aligns with the Contingency Theory of Leadership, particularly Fiedler’s, which acknowledges that no universal leadership strategy applies to all situations. He encourages managers to adopt a purposive style if it aligns with their goals and the unique needs of their teams. He believes this slight change in the approach enables managers to tailor their strategies, ensuring effectiveness across different scenarios. Vivek also shared that it is common for many new managers to start controlling their teams and develop a sense of superiority because of the newfound authority.

“New managers should let go of ego and implicit arrogance.” Vivek Singh

Vivek emphasizes that humility and acting with responsibility are pivotal in a manager’s role. Individuals in leadership positions are often looked up to and relied upon. According to him, succumbing to ego, displaying arrogance, or getting involved in office politics is detrimental to effective leadership, hindering the creation of a positive, results-driven and collaborative work environment. Moreover, he believes maintaining a delicate equilibrium between firmness and approachability or flexibility is crucial. Striking this balance ensures that you, as a manager, are neither perceived as weak nor overly authoritative, fostering a work environment conducive to collaboration and growth. Mid-level managers often grapple with another common challenge—sourcing the right resources and expertise to carry out their responsibilities effectively. In the dynamic landscape of managerial roles, they frequently encounter situations where the available resources either fall short of or are inadequate for the diverse demands posed by their projects.

“Managers are struggling with suitable resources to do a particular task.” Vivek Singh

According to him, it goes beyond merely obtaining resources; it’s about curating the perfect blend of foresight, vision, tools, time, funds and, most crucially, assembling the right team to tackle the job at hand. Suppose a manager is gearing up to execute a project but is faced with the challenge of not having all the necessary skills to do the job. In Vivek’s view, managers should see this as an opportunity instead of a roadblock. They should proactively identify the gaps and organize upskilling sessions for the team. Managers should encourage each team member to align their personal development goals with the project’s needs. In his view, this strategic approach enhances the team’s overall capabilities and creates a win-win scenario. Vivek says this strategic approach ensures a smooth and effective path to progress, transforming the scarcity of resources into an opportunity for innovation and collaboration. By recognizing and leveraging the untapped and unique skills within the team, managers can also find alternative ways to navigate the constraints and propel toward delivery success.

“If managers cannot think through and build a vision, then success can be a struggle.” Vivek Singh

Another challenge that managers deal with is the development of advanced clarity and vision. In a world of complexities, forming a clear and compelling vision for a business matter or project isn’t always a walk in the park. Vivek suggests that addressing this challenge requires breaking down complex visions into actionable steps, ensuring each team member understands their role and contribution. By fostering a shared vision, managers enhance the likelihood of success. He believes that having the right resources and a clear vision are interlinked. It’s similar to having the necessary tools and a plan to make your work easier. In the workplace, managing resources well and having a clear vision are like two sides of the same coin. Vivek advises mid-level managers to understand how these aspects work together to lead a team effectively.

“The energy emitted when one is authentic and genuine surpasses that of human love tenfold.” Vivek Singh

Senior managers often struggle to stay authentic in their leadership roles. This challenge is not unique to leaders; we all face moments where staying true to ourselves amidst professional responsibilities can be demanding. However, according to Vivek, projecting an honest and real image is crucial. This authenticity has a powerful impact on team dynamics, fostering trust and collaboration. When senior managers consistently portray their true selves, it shapes a team that aligns better with the organization’s goals. This genuine approach creates a positive and productive work environment where authenticity catalyzes success.

Vivek’s Tips for Aspiring Managers

Vivek, a mentor to many, has some simple but effective tips for managers that he learned through his journey while interacting with the world’s top leaders. He believes a manager’s success is not just about being good at the job but also about having a team that trusts them and shares the same vision.

“Being a lone wolf in business does not work.” Vivek Singh

Vivek emphasizes that authentic leadership is about working together and building trust. He says managers who try to make it alone don’t succeed. Vivek’s most important tip for upcoming leaders and managers is prioritizing long-term relationships for success. He believes sustained success is built on valuing team members and avoiding distractions like ego and arrogance.

“Valuing and investing long-term relationships takes you a long way in a leadership role.” Vivek Singh

Instead of viewing their position as absolute power, he advises managers to consider it a responsibility. Vivek encourages managers to let go of personal agendas, opting for authentic and caring relationships with their team members. This, he believes, is the path to enduring success in leadership.

“All your successes and failures don’t define you. They are transient.” Vivek Singh

Vivek believes managers shouldn’t take everyday successes and failures too seriously. According to him, these moments are temporary and don’t define one’s overall success and effort. Instead, he encourages future managers to focus on constant learning, adaptability, and maintaining consistent effort in their work. Success is a continuous journey marked by growth and dedication rather than being solely determined by individual victories or setbacks.

How can Risely help you?

Vivek Singh has honed his leadership style by observing the world’s top leaders, an opportunity not every aspiring manager may have. As he wisely puts it, making mistakes is part of the journey, but the crucial aspect is learning and growing from them. Recognizing managers’ unique challenges, Risely steps in as a solution. Risely is a platform for managers, offering the guidance and support needed to navigate their leadership journeys. With tailored steps and insights, Risely assists managers in refining their approaches and unlocking their true potential. Here’s how Risely solves challenges for today’s managers and leaders:

Identify your challenges: The journey begins when a manager starts by defining their challenges. From 30+ challenges, managers and team leaders can identify the issues hurting their team.
Test your skills: In the second step, skills and qualities, such as expectation setting and prioritization skills, are tested to see how well managers have achieved these critical functions. These assessments teach them about their skills and abilities with detailed reports.
Start growing: With time, managers can start making progress with the help of daily nudges provided by Risely. It dynamically supports the manager’s progress through resources like toolkits, samples, and assessments.

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Rising to the Challenge: Shruthi Kamath’s Path to Becoming a Manager

“Can I really do this?” It’s a question that echoes in the minds of countless professionals contemplating a leap into management. The fear of the unknown, the anxiety of making decisions that impact others, and the worry about losing the familiar comfort of their existing roles – these are the emotions that grip many aspiring managers. Meet Shruthi Kamath, a Senior Customer Success manager with nearly eleven years of professional experience. She deals with client communication, understands their requirements, and gives them the experience of the product and services. Shruthi is a creative and self-driven person who enjoys turning her ideas into reality. She always gives her best in every project she takes on. But as a manager, like so many others, she was initially scared at the mere thought of becoming a manager. We’ll talk about her fears and hesitations about taking on the role and how she turned those feelings around and became the excellent manager she is today. Her professional story demonstrates how embracing the unknown can lead to remarkable professional and personal growth.

A Change of Heart: How Support and Self-Discovery Overcome Hesitation

“I thought I could never become a manager because it never seemed like my cup of tea.” Shruthi Kamath

Initially, when Shruthi got an opportunity to become a manager, the idea didn’t sit well with her. She had reservations, mainly because of the negative stereotypes associated with the managerial role. The common belief that team members often dislike their managers weighed heavily on her mind. In retrospect, Shruthi’s reluctance to take on a managerial role primarily stemmed from her concern about positively impacting her team. The thought of stepping into a managerial role brought the weight of wondering whether she could contribute positively to her team’s dynamics. The hesitation wasn’t rooted in self-doubt but rather in a genuine desire to ensure that her influence on the team would be constructive and beneficial. This thoughtful consideration lingered in her mind as she contemplated embracing the role of a manager.

“Managing people is a challenging task.” Shruthi Kamath

Another reason why the idea of stepping into a manager’s shoes didn’t initially appeal to Shruthi was the complexity associated with the managerial role.She had always been the kind of professional who thrived on improving and streamlining processes. The thought of whether she could effectively manage it all made her uncertain. After all, managing people is often considered one of the most challenging tasks in the professional world. As a manager, the to-do list seems endless. You need to understand each team member’s unique work style, what motivates them, and how to inspire them to achieve their goals. You have to ensure that the work gets done on time and that your team is content working under your leadership. And, as if that wasn’t enough, you still have your own tasks to complete. The sheer magnitude of it all made her wonder if she could juggle it successfully. After some conversations with her colleagues and seniors, Shruthi began to see the manager’s role in a new light. It dawned on her that this might be the next step for her growth and professional development. With her seniors’ and colleagues’ support and encouragement, she decided to take the leap. Stepping into the managerial role turned out to be an enlightening journey and became an opportunity for self-discovery, too. With every interaction, she learned valuable lessons, not just about managing others but about understanding herself better.

Early Days of Leadership: Shruthi Kamath’s Managerial Challenges

“I would explain the tasks at hand clearly and would still sense a little doubt in the room.” Shruthi Kamath

For Shruthi, a first-time manager, the initial hurdle she faced was ensuring that her team members fully grasped the task at hand, aiming to bridge potential communication gaps. Often, she found herself in a situation where she would explain things to her team, only to realize that her message hadn’t landed as intended. Sometimes, it was frustrating for her to repeat herself and still be uncertain whether her explanations had truly resolved the issues or if her team truly understood her. This challenge became a significant learning curve, pushing her to find more effective ways to communicate her ideas and tasks. As the meticulous professional that Shruthi is, she was determined to solve this challenge; after a few trial and error methods, she found a method that worked for her team.

“To tackle the communication gap effectively, I started doing a simple exercise after discussions.” Shruthi Kamath

To handle the communication challenge head-on, Shruthi initiated a simple yet clever exercise within her team. She began by articulating what needed to be done and then asked her team members to repeat what was articulated once she had finished. It was an easy yet effective approach designed to uncover gaps in understanding and ensure that her messages were crystal clear. This exercise not only made it easier for her to identify communication gaps but also allowed her team to actively participate in the process of bridging those gaps. It was a step towards fostering a more cohesive and communicative team where everyone was on the same page.

“I had a hard time understanding the team’s point of view and building empathy.” Shruthi Kamath

Another significant challenge Shruthi grappled with was seeing things from her team’s perspective to understand what was causing delays and struggles. At times, it seemed to her like they weren’t doing their job properly. It was a learning curve for her, a journey of self-discovery. She realized that in her role as a manager, it was crucial to comprehend what her team members were going through. Without this understanding, frustration might have been her default response when they didn’t meet her expectations. So, she embarked on a mission to bridge this gap. She knew that it was vital to get to the root of the issue. Shruthi discovered the importance of diving into her team members’ backgrounds, understanding their challenges, and providing support where needed. She understood that without this empathy, simply reprimanding them for not meeting her demands wasn’t a constructive approach. Shruthi made it a practice to connect with her team members personally. She engaged them in conversations where they felt safe to open up and share their concerns. By creating this atmosphere of trust and open communication, she discovered a whole new dimension to her role as a manager. It wasn’t just about directing tasks; it was about being there for her team, understanding their struggles, and helping them overcome obstacles.

“I used to get worked up easily if something didn’t go according to the plan.” Shruthi Kamath

Shruthi used to find herself quickly getting worked up when things didn’t go according to plan, often reacting critically in the face of unexpected challenges. Recognizing this as a challenge, she embarked on a mission to improve her approach. Her turning point came when she realized that not everything unfolds as planned. Instead of reacting impulsively, she opted for a more measured response. When confronted with a situation that triggered frustration, she chose to sit with it, allowing herself to process the emotions it evoked. Only when she felt composed and clear-headed did she engage with the situation. This transformation wasn’t just about managing her reactions; it was also about fairness. She understood it wasn’t right to react abruptly with her team members for circumstances beyond their control. This shift in her response and perspective marked a significant milestone in her managerial journey.

OtherInterestingReads

Shruthi’s Managerial Mantra: Active Listening and Constructive Feedback

“As a manager, I assure that I am here and willing to listen to what my team says.” Shruthi Kamath

Shruthi has the most visionary ideas in the room, and she recalls that when her managers heard her out and engaged with her thoughts, her job satisfaction and overall work engagement soared. Knowing the importance of out-of-the-box thinking, she, as a manager, carries this belief of active listening into her role. She considers it vital to encourage her team members when they approach her with their ideas. For Shruthi, being open and receptive to these ideas is a fundamental practice. For her, sharing ideas is not just about whether they will be implemented; it goes far beyond that. She never dismisses her team members’ contributions outright, nor does she label any idea as unimportant. Instead, she listens attentively, asking questions and showing genuine interest in understanding the concepts presented. This approach is more than just about ideas; it fosters trust and a healthy rapport within her team. By demonstrating a willingness to consider and engage with her team’s input, Shruthi cultivates an environment where every member feels valued and respected. This trust and respect not only lead to stronger teamwork but also contribute to overall job satisfaction and engagement in the workplace.

“I make sure to check in with my team regularly and give them constructive feedback.” Shruthi Kamath

Shruthi’s experience in her career taught her the value of receiving constructive feedback, something she felt she had been lacking in her career initially. As a manager now, she has made it a point to ensure that her team members receive the feedback they need. What sets her approach apart is her skill in delivering feedback in a manner that doesn’t leave her team members feeling disheartened. She takes a thoughtful approach to identifying the right way to provide feedback, always aiming for a constructive conversation. Her feedback isn’t about making her team members upset; it’s about helping them improve their work. She provides them with clear guidance on how they can enhance their performance. Shruthi’s feedback strategy involves beginning with something positive, acknowledging the areas where they’ve excelled, and then gently introducing areas where there is room for improvement. This balanced approach creates an atmosphere of growth and development, where her team members can receive feedback with an open mind, knowing it’s geared towards their success. This approach ensures her team members feel supported and motivated to enhance their work continuously.

Wrapping up

As Shruthi’s journey as a manager unfolds, she’s shown a remarkable ability to recognize her shortcomings and proactively address them. Her determination to avoid falling into the stereotype of managers she once feared has fueled her growth in this new role. While she humbly admits she still has much to learn, it’s impossible to ignore her genuine enthusiasm when discussing her newfound role. For Shruthi, the real charm of being a manager lies in the trust her team members place in her. It’s not just about overseeing projects and making decisions—it’s about those moments when her teammates approach her with problems or seek her advice. To her, there’s nothing quite as rewarding as being a reliable source of guidance and support for her team. Witnessing her colleagues look up to her, trusting her judgment, and seeking her assistance has become the most fulfilling part of her managerial journey. As Shruthi continues on this path, it’s evident that her journey as a manager is not just a professional milestone—it’s a personal evolution.

How can Risely help?

Shruthi Kamath has developed her leadership style and perspective through her experience and seniors’ guidance. Her journey to overcome hesitance and become a confident manager is commendable. However, it’s essential to recognize that not all managers have the same time, resources, and opportunities to perfect their leadership style. Every manager is unique in their leadership style and challenges. That’s where Risely comes in. Risely offers a platform for managers to seek the guidance and support they need to navigate their leadership journey. It provides tailored steps and insights to help managers refine their approach and achieve their true potential. Here’s how Risely solves challenges for many Managers like Shruthi:

Identify your challenges: The journey begins when a manager starts by defining their challenges. From 30+ challenges, managers and team leaders can identify the issues hurting their team.
Test your skills: In the second step, skills and qualities are tested, such as expectation setting and prioritization skills, to see how well managers have achieved these critical functions. Based on these assessments, they learn about their skills and abilities with detailed reports.
Start growing: With time, managers can start making progress with the help of daily nudges provided by Risely. It dynamically supports the manager’s progress through resources like toolkits, samples, and assessments.

Risely, the AI co-pilot for leadership development, makes the road easy for up-and-coming managers and team leaders. While you are navigating the new ways of a managerial role, Risely takes the lead on your growth and creates personalized learning journeys leading toward your professional goals. In a busy world, it’s the buddy you need to succeed!

Kickstart your leadership development journey for free now!

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Understanding Modern Leadership: Ananya Narang’s Perspective on Team Management

Founders and managers, the unsung heroes of the business world, often find themselves juggling various challenges. From instilling accountability to motivating their diverse team members, these leaders carry the weight of creating a harmonious and productive work environment. One of the biggest hurdles for leaders is managing people. It’s like trying to find your way through a maze, but instead of walls, leaders are dealing with different personalities, work styles, and expectations from team members. Their job is to make sure everyone works well together. This means dealing with personal conflicts, helping the team do their best, and ensuring everyone stays motivated to reach the same goals. Then there’s the issue of time. Managers always feel like they’re racing against the clock. They have many things to do – overseeing important projects, attending meetings, and ensuring their team is happy. It’s like trying to fit too many puzzle pieces into a small frame. These challenges might not be talked about as much as they should be, but they’re real for managers and founders. In this manager story, we will hear from Ananya Narang, who has faced these challenges head-on. She will share her experiences, insights, and strategies that helped her and can help other leaders like her. Ananya Narang, founder of Entourage Marketing, aims to empower startups and founders on their path to success. Her startup has a straightforward mission: to assist emerging startups in becoming strong and influential players in their respective markets. Ananya’s professional journey is nothing short of captivating. Over the past 2-3 years, she has worn many hats in the dynamic field of content and marketing. Her roles ranged from freelancing to collaborating with renowned brands and their marketing departments. This diverse experience has given her a unique perspective, enabling her to understand how each stakeholder approaches and solves complex marketing and content department challenges.

The Unpredictable Nature of Leadership: Challenges of Ananya Narang’s Journey

“Nobody can ever prepare themselves for a leadership role because there is a new set of challenges every day.” – Ananya Narang

Considering her prior work with numerous founders and in-depth discussions about their entrepreneurial journeys, Ananya had a semblance of what lay ahead. She mentally felt well-prepared, believing she knew the challenges that awaited her. However, life has a knack for throwing curveballs when you least expect it. As a founder, Ananya was in many complex situations in the initial months; the only thing that helped her get through was her perseverance to make a mark for herself.

“In the leadership role, you don’t only have to deal with your team but also several other stakeholders- clients, ecosystem partners, influencers and what not!” -Ananya Narang

Ananya identifies that the most persistent challenge she grapples with as a founder is the complex task of comprehending diverse individuals within and outside the team. She recognizes that each person possesses a distinct thought process, coping mechanisms for various situations, and unique communication styles. Achieving a balance between her team members, stakeholders, and their distinctive communication styles and work approaches while effectively conveying her perspective in different scenarios stands out as an ongoing struggle that demands continuous adaptation and learning.

“Sometimes, as a leader, keeping track of time becomes very challenging.” -Ananya Narang

As a leader, effective time management remains a vital responsibility. This role requires a delicate balance between providing valuable support to team members and ensuring that essential tasks are not incomplete. It’s also crucial to remember that, amid these responsibilities, leaders must also prioritize and manage their personal lives. Disrupting the equilibrium can have far-reaching effects on a leader’s personal and professional life. To manage time effectively, Ananya has shared a few tips she follows to remain productive and on time.

“One of the most undermined assets is calendar blocking.” -Ananya Narang

Ananya advocates a proactive approach to time management for fellow founders and leaders. Her advice centers on maintaining a meticulous calendar and planning daily to maximize productivity. Even for a brief 10-minute call, she stresses the importance of scheduling it beforehand. This practice ensures that both parties are well-prepared, minimizing the likelihood of missed calls or disorganized meetings. Additionally, Ananya employs a strategic approach to managing her time. She begins her day by tackling the toughest calls and addressing the most significant challenges head-on. This proactive stance allows her to confront critical issues as the day’s first task, ensuring a focused and clear mindset. Throughout her day, she carefully allocates specific time slots to address conversations based on their priority levels. This systematic approach keeps her well-informed about her team members’ concerns and critical information and facilitates effective leadership and timely issue resolution. By structuring her day in this manner, she exemplifies a thoughtful and organized leadership style, ensuring that her team’s needs and commitments receive the attention they deserve.

Ananya’s Top 3 Strategies for Building Long-term Vision in a Team

Ananya is a leader who refrains from micromanaging. Her leadership style revolves around illuminating the impact of her team’s work, ensuring they comprehend the “why” behind their tasks, and presenting the bigger picture. Rather than controlling every detail, she empowers her team by fostering understanding and a sense of purpose. But she also understands showing the bigger picture is easier said than done. She has shared a few steps that helped her open up this broader view to her team.

“It is important for candidates to understand the culture of the company.” -Ananya Narang

In the modern workplace, GenZ’s unique expectations have reshaped the dynamics between managers and employees. A Deloitte study revealed a trend: Gen Z values purpose and job satisfaction over higher salaries, challenging the conventional wisdom about workplace motivation. Ananya is one of those leaders whose strategy revolves around illuminating the bigger picture for her team. She passionately communicates the company’s mission and visionary goals, fostering a profound understanding among her team members. This shared vision not only instills purpose but also fuels a collective passion, pushing the team toward common objectives. In the face of these shifting paradigms, leaders like Ananya play a pivotal role, inspiring teams to work harmoniously towards shared goals. By focusing on intrinsic motivators and offering a compelling vision, Ananya’s approach not only ensures the company’s success but also cultivates a motivated and resilient workforce.

“Illuminate the ‘Why,’ and motivation becomes the ‘How.” -Ananya Narang

Ananya’s second step in creating a long-term vision involves explaining the “why” behind every task. Through her leadership experiences, she has consistently witnessed the transformative power of team members, understanding the significance of their work. This understanding, she believes, kindles a profound sense of purpose and commitment, eliminating the need for external motivation. Ananya’s leadership approach is intricately woven with this principle as she strives to unveil the deeper purpose behind each task, ultimately inspiring her team to give their absolute best. In her eyes, spoon-feeding tasks are equally counterproductive as spoon-feeding solutions. Ananya ardently advocates that it’s not just about instructing people on what to do; it’s about teaching them how to think. This leadership style promotes independence, cultivates critical thinking, and sparks innovation within her team. As a result, her team members approach challenges with confidence and creativity, knowing they possess the skills to navigate them effectively.

“My main job as a leader is to just Communicate” – Ananya Narang

The third step in Ananya’s strategy for nurturing a long-term vision among her team members involves a deeply personalized approach. Ananya goes the extra mile by regularly sitting down for one-on-one discussions with each team member, delving into their dreams and personal goals. It’s a unique approach that showcases her genuine care and commitment to their success. As Ananya sees it, communication is at the heart of leadership. She emphasizes the importance of conveying the right message to the right people, and she practices what she preaches. From individual meetings to full-team gatherings, she believes in the power of regular and effective communication to ensure that her team is on the same page and moving toward their long-term vision. It fosters an environment where team members see themselves as contributors to the organization’s goals and individuals whose growth and ambitions are supported by their leader. Ultimately, Ananya’s commitment to understanding and assisting her team in achieving their aspirations contributes to establishing a dedicated, motivated, and loyal group of professionals aligned with the company’s long-term vision.

Tips for Leaders to Understand Modern Employee Expectations

From Ananya’s perspective, the evolving workforce landscape demands leaders to elevate their management strategies.

“Work is not just about making money anymore.” – Ananya Narang

Changing workplace expectations of employees is influenced by many factors, such as evolving generational dynamics and societal shifts, which have brought forth a shift in how we perceive work. Work is no longer just a means of earning a paycheck; it carries more profound sentiments like fulfillment, acknowledgment, personal growth, recognition, and respect. Therefore, founders and managers must delve into what their employees seek from their work environment. Understanding and analyzing these desires within the working ecosystem is pivotal to effective leadership to keep them productive and engaged.

“When there is no trust, there is no team.” – Ananya Narang

She believes managers shouldn’t perceive themselves as sitting at the top of a hierarchy, detached from their team members. Instead, they should position themselves at the center, among their team. By doing so, managers can foster trust and rapport with their team members. When team members perceive their manager as one of them, someone who understands their challenges, concerns, and aspirations, they are more likely to trust and respect that manager. This trust is essential for effective leadership because it promotes open communication, collaboration, and a sense of unity within the team. In the world of startups, leaders like Ananya tackle some real challenges, from dealing with unique personalities to racing against the clock. Ananya’s journey shows us that leadership is full of surprises – no two days are alike! Her secret sauce? She understands her team, shares a clear vision, and cheers on their personal goals. Nowadays, it’s not just about making money; it’s about finding meaning, satisfaction, and personal growth. Ananya’s story is a reminder that trust, understanding, and clear communication are the keys to excellent leadership – building a team that’s motivated and super loyal!

How Risely helps managers achieve their true potential?

Ananya Narang has developed her leadership approach and perspective through keen observation and experience. Her focus on communicating with team members rather than giving orders must resonate with many busy managers and leaders juggling multiple tasks while trying to build their businesses. However, it’s essential to recognize that not all managers with this mindset have access to the same level of time and patience. Every manager is unique in their leadership style and challenges. That’s where Risely comes in. Risely offers a platform for managers to seek the guidance and support they need to navigate their leadership journey. It provides tailored steps and insights to help managers refine their approach and achieve their true potential. Here’s how Risely solves challenges for many Founders and Managers like Ananya:

Identify your challenges: The journey begins when a manager starts by defining their challenges. From 30+ challenges, managers and team leaders can identify the issues hurting their team.
Test your skills: In the second step, skills and qualities are tested, such as expectation setting and prioritization skills, to see how well managers have achieved these critical functions. Based on these assessments, they learn about their skills and abilities with detailed reports.
Start growing: With time, managers can start making progress with the help of daily nudges provided by Risely. It dynamically supports the manager’s progress through resources like toolkits, samples, and assessments.

Suprabha Sharma

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Learning from mistakes is great. But what if we skip them? Find the loopholes in your skills with Risely’s range of assessments today.

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Inspiring, not managing: Unraveling Pavan Verma’s Journey to the 3 Keys of Leadership

Pavan Verma, the Co-Founder and CTO of Orgzit, a bootstrapped startup revolutionizing the realm of specialized all-in-one sales customer relation management for manufacturer reps and businesses selling B2B solutions unveils the secrets to his managerial approach. Pavan is the driving force behind the company’s success.With an entrepreneurial spirit, Pavan fearlessly takes on the role of a hands-on business manager, juggling the complexities of product management, customer relations, sales, hiring, and team building with unwavering finesse.

Managing the Business, Not the People: A Fresh Perspective

“Initially I was pretty bad at the managerial role and it was very overwhelming.” – Pavan Verma

In 2015, Pavan Verma got his first opportunity to step into a managerial position. Unfortunately, that experience didn’t go as smoothly as he had hoped. The company he joined was fast-moving with a dynamic work style, with frequent changes and challenges arising every few days. The work environment demanded constant adaptation, which added to the overwhelming nature of the role. To further compound matters, Pavan was unprepared for a managerial role, and, suddenly, he was parachuted into the company and tasked with managing a team of 7-8 engineers he had not hired. This posed a considerable challenge, as building a strong rapport with a team that was not handpicked was not easy. However, his journey as a business manager at Orgzit took a different and more positive turn.

“Orgzit and I have grown together in the last 7 years. It is like a baby that has grown and I have grown along with it as a manager.” – Pavan Verma

Managing and building the business at Orgzit has been an immensely fulfilling experience for Pavan. It gave him valuable insights and an understanding of different departments and their functioning within the company. Through this journey, he developed his ideologies and approaches to the management role, shaping his leadership style.

“I am trying to manage the business and not the people.” – Pavan Verma

Pavan approaches managerial roles with a fresh and unconventional perspective. Instead of focusing on managing individual team members, he emphasizes managing the functions of each team and their specific Key Performance Indicators (KPIs). For example, he directs his attention to lead generation for the marketing team and acquiring new customers for the sales team. This fresh approach allows Pavan to focus on the business’s bigger picture and strategic aspects rather than getting bogged down in managing people. It also empowers team members to take ownership of their work and contribute to the company’s growth. Pavan believes managers can thrive and succeed by fostering a culture of autonomy and self-motivation.

Drawing Inspiration from Stories: Tom Mendoza’s Impact

During his time at NetApp, Pavan Verma found great inspiration in his colleague and mentor, Tom Mendoza. Tom’s stories, often centered around high-stakes situations like sports and wars, profoundly impacted Pavan. These narratives highlight the immense responsibility of captains and leaders, where a mistake could result in significant losses for the entire team. Through Tom’s stories, Pavan learned the importance of inspiring team members and how it can benefit the company. Inspired by this quality, Pavan made inspiration a major value at Orgzit. However, Pavan acknowledges that motivating team members is not always straightforward and recognizes that his attempts to inspire them have faced occasional setbacks.

“I try to motivate team members on various fronts. Not every team member resonates with each thing I say or believe.” – Pavan Verma

Understanding that motivation is a personal and subjective experience. As a leader, Pavan takes the responsibility of persistently repeating goals and messages in different ways, understanding that each individual may resonate with different objectives. He remains committed to inspiring and motivating his team, even if not every team member connects with every effort. Pavan accomplishes this by providing his team members opportunities, responsibilities, and freedom. Even freshers are given the freedom to take on clients early in their careers. By entrusting them with significant responsibilities, Pavan instills inspiration and a sense of duty in his team members, driving them to excel and be successful. Pavan helps his team members thrive and contributes to the company’s overall growth through this approach.

“We give a set of 3 books to every team member when they join, and the company has a book purchase policy.” – Pavan Verma

Cultivating a culture of continuous learning is another way Pavan inspires his team members by encouraging them to read more. By fostering an attitude of reading and continuous learning, he instills a sense of importance and investment in their personal and professional growth. The company actively supports this by providing a set of books to every team member upon joining and with a book purchase policy. This commitment to learning helps team members upskill, expand their knowledge, and approach their work with sincerity and industry expertise.

The power of delegation: Pavan Verma’s key perspective

In the initial stages of Pavan’s career as a leader, he faced several challenges with delegation. One of the key hurdles was having unrealistic and high expectations from his team members. Pavan realized he expected his team to follow his methods and adhere to his standards, which proved unfair and unrealistic. To address this, he worked on himself and adopted more realistic expectations, allowing his team members to perform tasks uniquely. Another challenge Pavan encountered was the lack of well-defined processes in place. He expected his team to perform tasks without providing them with proper learning, training, or documented procedures. To overcome this delegation challenge, he invested considerable time in creating comprehensive training materials, including written and video documentation. This gave his team members the necessary guidance and knowledge to carry out their responsibilities effectively.

“Three most important things about running and managing a business are to delegate, delegate and delegate.” – Pavan Verma

After making adjustments and providing more freedom to his team members, their capabilities pleasantly surprised Pavan. By trusting his team to handle tasks independently, they demonstrated their skills and exceeded his expectations, proving the value of delegation and empowering team members to excel in their roles. At Orgzit, Pavan and his team strive to establish a working culture that can thrive and grow even in his absence. To achieve this, delegation plays a pivotal role. By delegating tasks and responsibilities effectively, the organization can function smoothly and efficiently without relying solely on one individual, including Pavan himself.

The Power of Trust: Building a Transparent Work Environment

“Trust fosters transparency.” – Pavan Verma

According to Pavan, one way to foster trust is by being available to team members and offering support to help them achieve their goals. By making themselves accessible, managers demonstrate their commitment to the team’s success and build trust through open communication and assistance. Pavan understands that trust is nurtured when team members feel supported and confident that their manager is there to guide and facilitate their growth. Additionally, Pavan emphasizes the practice of humility in building trust. He believes that by approaching interactions humbly, managers can create a safe and respectful environment where team members feel comfortable expressing their ideas and concerns. Humility allows managers to acknowledge and appreciate the expertise and contributions of their team members, fostering a culture of trust and collaboration.

What does Pavan’s experience bring for new managers?

Pavan Verma offers valuable tips for new managers, emphasizing the importance of authenticity and hiring individuals with leadership qualities.

“Don’t try to fake or be somebody that you are not.” – Pavan Verma

Pavan believes that success and happiness stem from being true to oneself. He advises managers to embrace their unique qualities and avoid attempting to mimic others. Recognizing that each manager is different due to the inherent diversity of individuals, Pavan encourages managers to be conscious of their thoughts and reflect on their strengths and weaknesses.

“Hire the right people who have leadership qualities.” – Pavan Verma

In Pavan’s view, hiring individuals with strong leadership qualities is the key to building a successful team. He emphasizes the importance of seeking candidates who can lead, inspire, and take initiative. Pavan recognizes that a team of self-starters with leadership potential is likely to thrive and contribute to the organization’s growth.

“Be genuine with your team members.” – Pavan Verma

And lastly, he endorses genuine and authentic relationships between managers and their team members. He believes openness, honesty, and transparency are essential for fostering trust and collaboration. This approach strengthens the bond between managers and team members and promotes a culture of authenticity throughout the organization.

How Risely helps managers achieve their true potential?

Pavan Verma has developed his leadership approach and perspective through years of experience. His method of focusing on managing the business rather than managing people resonates with many busy managers juggling multiple tasks while trying to build their businesses. However, it’s essential to recognize that not all managers with this mindset have access to the same level of mentorship and guidance. Every manager is unique in their leadership style and challenges. That’s where Risely comes in. Risely offers a platform for managers to seek the guidance and support they need to navigate their leadership journey. It provides tailored steps and insights to help managers refine their approach and achieve their true potential. Here’s how Risely solves challenges for many Co-Founders and Managers like Pavan:

Identify your challenges: The journey begins when a manager starts by defining their challenges. From 30+ challenges, managers and team leaders can identify the issues hurting their team.
Test your skills: In the second step, skills and qualities are tested, such as expectation setting and prioritization skills, to see how well managers have achieved these critical functions. Based on these assessments, they learn about their skills and abilities with detailed reports.
Start growing: With time, managers can start making progress with the help of daily nudges provided by Risely. It dynamically supports the manager’s progress through resources like toolkits, samples, and assessments.

As Pavan says – delegate, delegate, delegate!

Check your readiness to embrace this essential managerial function now with a free assessment.

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Treading New Paths Vinay Mehendi’s Journey of Becoming a Leader

We will share the exciting journey of Vinay Mehendi’s triumphs and challenges in the professional world. He has experienced nearly everything in his career, from working as a researcher on contract in the USA to leading his own startup in India; Vinay gained knowledge by working in different environments. With all his expertise and unwavering ambition, he started his entrepreneurial journey. Meet Vinay Mehendiratta , an accomplished scholar with a Ph.D. and the visionary CEO & Founder of OceanFrogs. With a keen eye for detail and a drive for excellence, Vinay contributes to every department within the company, mainly focusing on marketing, sales, and customer success. OceanFrogs is a Forrester featured firm that provides technographics data to IT services, Managed Services Providers, and SaaS companies.

Lessons from both shores: Vinay Mehendiratta ‘s journey as an Individual Contributor

Vinay described himself as a workaholic with ambition and relentless pursuit of self-improvement. With his insatiable hunger for knowledge and a constant desire to upskill himself, Vinay’s professional journey in both the United States and India proved to be a learning experience for him as to what not to do as a manager. An interesting fact about Vinay is that he was mainly an individual contributor before starting his entrepreneurial journey and had led a few small teams.

I had no inspirational managers around me. I didn’t know the growth opportunities for me. I always wanted to know how to grow faster or what skill sets are missing that are necessary to succeed – Vinay Mehendi

With his drive and dedication, he often yearned for guidance and direction from his managers and team leads.

Early Confusion and Conundrums

Vinay’s eagerness to take on leadership roles, even for small projects, was a testament to his ambition. However, as he stepped into these leadership positions and began leading teams, he soon realized his shortcomings. Acknowledging that he wasn’t fully prepared to manage teams effectively, he faced a more disheartening realization—the lack of inspiring and guiding figures who could shape him into a capable leader. On the contrary, his managers didn’t lack managerial skills; instead, Vinay simply couldn’t relate to their leadership styles. Through his experiences as an individual contributor in the United States and India, Vinay learned valuable lessons about the importance of finding mentors who could offer guidance and inspire them to become a better leader.

Challenges and transformations in managing OceanFrogs

As Vinay embarked on his journey as a founder, he faced several challenges and learned valuable lessons about leadership along the way.

Initially, my leadership experiences were unsuccessful, as I struggled to strike a balance between being too soft or too hard on my team members. I was more concerned with gaining appreciation from my team members rather than prioritizing what was best”—a realization that quickly prompted him to correct his approach. – Vinay Mehendi

While managing his employees, he initially discovered that micromanagement was one of his significant mistakes. Driven by his perfectionistic tendencies, he tended to provide detailed instructions and over explain even the most fundamental concepts.

As a person with a lot of responsibility, I ended up pushing my employees too hard. Every individual has limits and bandwidth to the extent they can go to. – Vinay Mehendi

His micromanagement habit hindered his employees’ creativity and growth and prevented him from focusing on more strategic aspects of his leadership role. Upon receiving constructive feedback from an employee, Vinay acknowledged the imperative of addressing his micromanagement inclinations. Lacking proper guidance and constructive feedback on team management, he embarked on a journey of experimenting with various methods that yielded little or no success. After persistent efforts, he eventually discovered several effective strategies for creating an empowering and trust-driven work atmosphere.

I realized that when I give employees first principles and decision frameworks they are able to perform and execute better. – Vinay Mehendi

So, he began by creating decision frameworks for himself and his employees, allowing for more autonomy while ensuring alignment with the company’s goals and values. This approach provided a structured framework where employees could make decisions and take ownership of their work.

Instead of sharing two new learnings at the same time, I limit myself to one new learning at a given time. This allows the team member to digest, implement and think about it and come back with questions. – Vinay Mehendi

Vinay acknowledged the importance of introducing new concepts and information gradually. Understanding that not all individuals have the same level of receptiveness to a plethora of information simultaneously, he adopted a strategy of limiting himself to presenting one new learning at a time. Through this approach, Vinay embraced a growth mindset, continuously learning from his mistakes and refining his leadership style.

Recipe for success – The Pillars of OceanFrogs

Drawing from his extensive professional journey as a leader, Vinay incorporated several vital elements into managing his startup. These incorporations have played a pivotal role in shaping the company’s culture and fostering its growth.

When a team member does something that’s not up to the mark especially in a remote setup it is important to give feedback, and I ensure that I always use a positive tone and approach. – Vinay Mehendi

Firstly, he emphasizes the importance of delivering feedback positively and constructively. By understanding the right intent behind the feedback, Vinay ensures that team members stay connected to him and the team, fostering a supportive and growth-oriented environment.

I actively infuse my positivity and motivation to the employees. I take the initiative to share anecdotes and examples with the entire team. These stories inspire and instill a sense of purpose and enthusiasm within each employee. I also encourage every team member and leader to contribute their sources of motivation. This practice empowers individuals to share their unique perspectives, fostering a sense of ownership and camaraderie. – Vinay Mehendi

Secondly, effective and positive communication is a focal point at OceanFrogs. Vinay recognizes that efficient communication which motivates the team members to be on the same page and thrive collectively is vital. Regular check-in meetings are scheduled between team members and leaders to facilitate a motivating and positive work environment, ensuring everyone remains aligned, and collaboration flourishes. Thirdly, Vinay goes beyond assessing candidates solely based on their existing skills in the hiring process. Instead, he seeks individuals ready to learn and embrace challenges in their new roles. By prioritizing candidates willing to grow and adapt, Vinay ensures that the team remains dynamic and prepared to tackle industry changes.

Most of the domain training is done internally but we keep inviting professionals and we also use external material that is available. We use Udemy, SaaSBOOMi, Risely and Uppekha for trainings. – Vinay Mehendi

Lastly, Transparency is a fundamental value within his company, particularly as a remote-based startup. Vinay believes in transparency with his employees, including the company’s overall status and individual career prospects. Open conversations about topics such as salary increments and responsibilities help build trust and foster a culture of transparency within the organization. Through incorporating these four elements, Vinay has laid the foundation for success at OceanFrogs.

Words of wisdom for aspiring managers

Vinay Mehendiratta has shared a few invaluable tips for upcoming managers; from his journey, he emphasizes the importance of recognizing the uniqueness of each individual and adapting management approaches accordingly. Understanding that what works for one person may not work for another, Vinay encourages managers to reinvent themselves.

Small wins are more important than big wins – Vinay Mehendi

While pursuing success, managers should remember that celebrating small wins of team members is more important than only honoring the big achievements, as it fosters a sense of community and belonging within their teams by focusing on and acknowledging these small milestones.

Always appreciate in front of the group and always criticize in person – Vinay Mehendi

Most importantly, Vinay advises managers to appreciate their employees before the group, as public recognition enhances morale and reinforces a positive work environment. Conversely, when it comes to criticism, Vinay emphasizes the importance of addressing it privately. By providing constructive criticism one-on-one, managers create a safe space for learning and growth.

How Risely helps managers achieve their true potential?

Vinay Mehendiratta ‘s journey of overcoming micromanagement habits involved a process of trial and error. He recognized the need for change and actively experimented with different strategies to find effective solutions. However, it is essential to acknowledge that not every manager has the same time and resources to undergo extensive trial and error methods. While Vinay’s hit-and-trial method worked for him after a time, it may not be feasible or practical for everyone. Each manager and team dynamic is unique, and what works for one may not work for another. Risely helps managers seek guidance and support to navigate leadership challenges and find tailored solutions.

Here’s how Risely solves challenges for many Founders and Managers like Vinay:

Identify your challenges: The journey begins when a manager starts by defining their challenges. From 30+ challenges, managers and team leaders can identify the issues hurting their team.
Test your skills: In the second step, skills and qualities are tested, such as micromanagement and communication skills, to see how well managers have achieved these critical functions. Based on these assessments, they learn about their skills and abilities with detailed reports.
Start growing: With time, managers can start making progress with the help of daily nudges provided by Risely. It dynamically supports the manager’s progress through resources like toolkits, samples, and assessments.

Break free from Micromanagement Tendencies!

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Rising above fear: Archana Mahour’s Transformation from Scared Intern to Confident Team Lead

In the bustling world of startups, where founders dream of revolutionizing the world from their ideas and creating brands. There are countless team members working relentlessly to make that vision come true. a similar but remarkable professional journey of Archana Mahour, a senior software engineer and a Team leader at Culturro who started her career as a scared intern.

Today we will uncover Archana’s manager story

Archana’s professional journey started in 2019; she was a bright and ambitious student pursuing her master’s. And, as a part of her course requirement she needed an internship to complete her course credits. So, she started her hunt for a perfect internship that aligned with her values and aspirations. Luckily the campus placements were going on wherein she had the opportunity to search for the right company. Archana was excited yet petrified, wondering if she would find a company where she could grow professionally and personally. In this whole chaos of getting an internship and proving to herself and the people around her that she could do it entered Culturro. From her first interview with the team, she sensed an undeniable connection. The warmth and support she received from her potential colleagues solidified her decision to join Culturro as an intern. Little did she know that this would be a career-defining moment for her.

Culturro was a breath of fresh air amidst all the companies that were looking for robots in human form. The Culturro team possessed a unique blend of kindness and patience with the freshers and were looking beyond the technical skills and were ready to take a chance on students. – Archana Mahour

The people who made to stories

Looking back on her early days at Culturro, Archana fondly recalls her manager’s profound impact on her professional development.

In my initial days, my manager had recognized that I was hesitant and needed to be more confident about my work. She had noticed that I wasn’t comfortable sharing my ideas. So she did the sweetest thing. I still vividly remember that she took me out for a coffee and created a safe space for open communication about everything. That’s how my manager broke the ice between us. – Archana Mahour

That day, Archana learned that being a manager doesn’t mean always being formal and following the rule book. Sometimes just being empathetic and supportive goes a long way. With time she learned a lot from her managers; whether it is debugging some code or decluttering one’s mind. As time passed, she started to get more responsibility. Her managers always encouraged her to share her ideas and showed her well-deserved recognition, even for the smallest contributions. The gestures made by her managers not only boosted Archana’s confidence but also instilled in her a valuable lesson about humility and acknowledging the efforts of others. Soon, she joined the team as a full-time member.

Discovering the art of goal-setting

Among the many lessons Archana gleaned from her manager, the art of goal-setting stood out.

During that time, I was only focused on the day-to-day tasks and had not set any major long-term goal for myself. One day my manager asked me about my long-term goals. And I was clueless; then she taught me how to set goals. She also explained the value of goal-setting in the long term and how it would add to the feeling of fulfillment and happiness. – Archana Mahour

This learning of goal-setting shifted her perspective and transformed how she approached her work, imbuing it with purpose and direction.

On the other side of the table: Archana as a team leader

All the hard work and self-improvement initiatives paid off when Archana’s career took an unexpected yet pleasant turn when she transitioned into the team leader’s role. The shift in responsibilities initially left her feeling frustrated and overwhelmed. Earlier, she was solely responsible for her tasks. She now had to manage team members’ projects, attend to minor problems, and explain even the most fundamental concepts to her team. But soon, she coped with these issues and enjoyed leading a team.

Archana’s leadership conundrums & the ways out

Archana worked closely with her managers and had an idea of what kind of a leader she wanted to be.

I always tried to be approachable to my team members and ensured open communication regarding any problems or issues they may be facing. – Archana Mahour

But she still found herself facing challenges while trying to manage a team. Delegating responsibilities proved to be a daunting challenge for Archana. Her fear of hurting her team members’ feelings and reluctance to establish authority hindered their growth and stifled their potential. Recognizing the challenges and need for change, she embarked on a journey of self-improvement and sought guidance from her managers. Once Archana understood the challenges in delegation and establishing authority as a leader, she started to find solutions that would work for her. To overcome her obstacles, she initiated candid conversations with her team members about their quality of work. She started sharing her expectations of their work, slowly handing out responsibilities to team members, and began identifying any obstacles hindering her team’s progress. Archana approached these discussions politely and analytically, always willing to listen and understand her team members’ perspectives. Slowly but surely, she felt comfortable as an authority and could delegate tasks without guilt. Archana’s path to becoming an effective team leader was challenging. Yet, she persevered, understanding that true leadership was not about asserting superiority but fostering an environment where individuals could thrive and unleash their full potential. As Archana continues to lead her team at Culturro, her story is a testament to the transformative power of mentorship, perseverance, and self-reflection. Through her dedication and unwavering passion, she inspired her team members. Her professional journey is a shining example of how one individual’s journey can impact an entire team.

Good Managers – powered by Risely

While Archana’s journey set off with a steady pace, hurdles also made their way in. As she described earlier, her role as a team lead was very different from her previous responsibilities. Significantly, Archana faced challenges in delegating responsibilities across her team and managing her time. The key lay in embracing assertiveness in her leadership style – so how did Archana figure this out? In Archana’s words, the knots were resolved when she started her journey with Risely.

I was invited to a Manager Effectiveness Master Class. Those four sessions changed my perspective of what a manager should be. I got to learn different skills of Manager Effectiveness and how to be an effective manager. That helped me in defining the approach toward people management. Then I signed up for Risely, where I could see a list of challenges. I selected some challenges that I was facing, and soon after, I started receiving some insightful emails that helped me work on myself. – Archana Mahour

Here’s how Risely solves challenges for many new managers like Archana:

Identify your challenges: The journey begins when a manager starts by defining their challenges. From 30+ challenges, managers and team leaders can identify the issues hurting their team. In Archana’s case, she realized she often did her team’s work and needed frequent follow-ups with them.
Test your skills: In the second step, Archana tested her skills, such as time management and effective delegation, to see how well she achieved these critical functions. Based on these assessments, she learned about her skills and abilities with detailed reports.
Start growing: With time, Archana started making progress with the help of daily nudges provided by Risely. It dynamically supported her progress through resources like toolkits, samples, and assessments.

Wondering where to start? Assess your skills today!

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