Training always feel proud to host and promote program whose contents are high in quality and beneficial for society and we always feel proud to promote Thane HR Group event.

To our readers, who may not be aware of Thane HR group, Thane HR group is Thane's oldest and only not for profit HR forum. It was founded 22 years back with the aim to unite HR professionals from Thane and nearby area to network and build the capacity of HR professionals and to create an environment of personal and professional development. It is founded by Mr. Anil Kshatriya, Director, AK Placement Services Pvt. Ltd. and other investor veterans and with the time, many of them have become inactive.

What was the event about?

This was the 4th event that we, was promoting. The topic was interesting, fascinating and challenging our beliefs. When we hear the word psychometric, a niche area of psychology related to personality, leadership, hiring and employee development. Mr. Ramkumar, ex-Executive Director, ICICI Bank shared his real-life experience about work, profile and how a psychometric assessment tool and scores are not a determiner of the suitability of someone for a specific position and why ICICI Bank never involved any external consultants for such assessment and decision making.

The bigger problem with people in HR function

He beautifully explained why we become the victim of such consultants selling psychometric tools. Most of the HR professionals are not good in numbers and do not understand statistics and when other functions start showing numbers, data and then to overcome our own weakness, we present the number with the psychometric tests showing X number of people are not capable of holding the leadership position, success in the job. He rubbishes this with his own life experience at ICICI, how they had hired a consultant and the consultant had shown that none of the people in the leadership role can succeed. They decided to scrap the result and it was a good decision.   

What HR really need to do for a successful role?
He advises

  1. Learn to take a stand. Beleive in your employee's core strength. Take sides for them.
  2. Be an agile learner. Accept the challenges. Handle the role you never did before. Learn other business function and devote it. He explained how he accepted the challenge and started evaluating credit proposal to understand and asked people to rate him. He succeeded within a short span of time. 
  3. Ask for help. Be a learner. Ask people that you want to learn something beyond your role. People will be there sure for help.  
  4. HR should know everything about the company products. He gave example from his previous team member Sunil. Sunil heads retail business in L&T and moved away from HR role. Knowing about the products and eagerness to learn beyond your role make it possible.
  5. Doing 2 years particular course  (like MBA) or 4 years course (like BE) doesn't make you what you are. Its all about how you are ready to take challenges and open to learning things. He gave his initial HUL example. He was not an engineer but still headed production function.   
  6. HR should be able to understand the balance sheet and various financial parameters such as capital, leverage, profitability, and cost. HR use psychometric numbers as they don't understand financials so come with such a number which finance does not understand.  

Is he completely against psychometric?
He clarified, he is not. He is against the quantifying it and giving a conclusion that how someone cannot succeed in a role based on the score findings. His emphasis was on profiling. Everyone has specific traits and these traits have to be collected and made profiling. Such profiling can help people to place in the right role. Statistics of psychometric never shows leadership ability, demand before you buy. You can describe the study and predict human behavior that's sufficient. To question this, you need to have the statistical ability.  To be judgmental about other person using a tool is questionable and deciding their future is fraudulent and not to be approved better to say We made a judgment and that can go wrong. 

What is to be done if we should not use Psychometric tools?
The audience asked them the solution. He explained beautifully
He advised using tools like FIRO B, 16 profile etc as they do not quantify the behavior. He questioned fundamentally questioned the validity of such tests.  On success, validity, and reliability of psychometry tests, he confirmed that when hiring is done or decisions are made, 1 in 3 such calls right. The results are wrong and unsure. When we hire just with the interview predictive validity is 0.1. When we interview and other tools, the validity is just 0.5. There is no way to go your hiring completely right.   

Criticism of Assessment Centre
We often see large organisation using Assessment Centre. He criticise it in following way
Assessment Centre's fundamental problem: He said the potential of someone can be assessed not measured. We must understand how and why assessment centre took birth. Assessment Centre came after the second world war. As an impact of the war many young officers died, who could become 2 star, 3 star or 5 star ranked officers or a lieutenant, a colonel and a major. measuring was difficult and there was no track record who martyred. To solve the problem, they made a narrow band for a period of  1 months to 7 years. For succession leaders were required and to identify hurdles were created, people were observed. The focus was on their behaviour and who in a loosely simulated behaviour traits and characters and on the findings, it was decided who should become what (handling pressure thinking, feeling etc.). It was created when track records of the officers were not available. When you have track record available of your staff, why do you need Assessment Centre?  It is because HR never took the risk to be accountable, gave the excuse to blame assessment centre. 
In Assessment Centre, you need an experienced people in the similar field who knows the job exactly. How can it be reliable and valid when a 28 years old person from a consultant side can assess a CEO?  People who have no clues about the job of people assessing people in Assessment Centre. When you are in emotional condition, sinking feeling like someone suffering from, you have a different behaviour. So these psychometric tests including AC cannot determine how one will react when he has a serious emotional condition. Imagine about bankruptcy rumour about ICICI Bank and people lining up outside ATMs across India. Can you imagine a leader to the behave same as in normal circumstances? 

He even challenged validity and reliability of so-called CAT, GMAT and such score used for deciding one's suitability for the management program.

After gaining round 5 years of work experience, people become a great learner. Use the psychometric tools but make it descriptive, don't rate people, don't scale them. 

On Forced Ranking (Bell curve) and incentive
He took the audience through the reason behind incentive and bell curve and why they are not relevant today. 
Forced distribution curves came during the industrial revolution era when money to the business was limited and job profile was not dynamic enough.ultimately, only a specific amount of money was available for salary increase and bonus, and it was not possible to give increment and bonus of same amount to everybody, have to give someone more and less. This resulted in forced distribution curve or bell curve. Bell curve has nothing to do with the employee performance measurement, it is only for distribution of salary increment and bonus. It's a mathematics. 

In the post-industrial revolution, capitalists exploited the labour and did not share surplus output and labour withhold their efforts. Then the capitalist started giving incentives. Incentive came due to loggerhead between capitalist and labour. Withholding by the capitalist and extracting by the labour, the additional effort was measured by output, and we believed money can help in getting better production. this belief itself is questionable. People only put efforts up to certain extent. He recommended audience to read wages in India by Subramaniam if the book is in print and available    

The learning was experiential and cannot be described in any length of the word here. you need to be in the session. He spoke from his heart. He exceeded the time allotted and the audience wanted him to continue.  

To attend such lovely events including Thane HR Group events, keep visiting

An appeal: 
Thane HR Group events are free of cost and not a single penny is charged to the audience. Keeping it free for life is a difficult task as there is a cost involved in the rental of premises and food. We request you all to offer your sponsorship and get in direct touch with Mr. Anil Kshatriya, Convenor, and co-founder, Thane HR group at

Happy learning. 

About Reservaa: is a complete learning and development platform who can help you in complete learning and development lifecycle with training need identification/ analysis, right intervention at your cost and budget, ROI and measuring effectiveness. Get in touch with connect-at-reservaa-dot-com for more details.
Our other vertical includes software and application development and HRing- complete hiring services at fraction of a cost.     


It was a calm Sunday morning and our office phone rang. Shri Rajeshwar Rao was on other side.
He started the conversation in a very positive manner about our long cherished Indian culture, present society, ,quality of food, environment and present education system. We were so engrossed in our conversation that we lost track of time.
He discussed the current situation of food and our health and why centre for traditional education want to bring back our old cherished tradition where farmers were most respected, known as “Annadata”. Where they never committed suicide. It was worth a thought.

He continued:
I stay in Bangalore and you stay in Mumbai. Now tell me what are we gaining? We say it progress but is it really a progress? In the name of fruit we eat something injected with poison. In the name of food and vegetables, we eat lot of pesticides. Why there is sudden increase in number of case of cancer? Look at the quality of air and water. The water used to be fresh, clean, pure and savior of life, now it is mixed with various chemicals and impurities. To clean that, we put RO at home and these so called water purifiers removes all the minerals. Look at the taste of this water.

On farmer’s issue  
Indian economy has been primarily agriculture based on economy for thousands years and was a prosperous agricultural society throughout these times . Our society is dependent on farmers even now. When we started using pesticides, insecticides and genetically modified seeds in hope of earning more, these hemicals destroyed our soils and lives of farmers . Our farming techniques were high yielding and the natural fertilizers were gomutra and cow dungs known as gobar. We used to have surplus, high yielding seeds. Soon, in order to get more money, we forgot our own gau based farming and started using pesticides making agriculture expensive and highly unworthy for small farmers. We started injecting our cows with Oxytocin to get more and more milk and result is, poor quality of the milk. The same milk which strengthens our bone, physical and mental well being is now actually turning toxic for us. That’s why we want to promote the old,ancient gau based organic farming .

On education
He was quite blunt yet humble in expressing his view on current status of education. He says
“Look at the way education has been delivered overlast two centuries. I am not in objection of delivering education in English medium. I have objection with the way it is being imparted. In our Gurukul system, the main motto of education was overall physical and mental development. However, the current education system focuses on creating servant class and making “Macualy’s son” instead of making us proud son of Bharat Mata. Nobody wants to send kids to Gurukul system of education but we are committed to change status quo. I am also an engineer from prestigious NIT Warangal. I have corporate and business experience and I know importance of bringing back our culture and tradition. 

On Gau based farming
He was so passionate about this.He shares:
Cow is always useful for us, whether we are farmer or not. Whether it is Gomutra (Cow urine) which has various antiseptic and anti-bacterial property, Gobar (cow dung) is a rich source of fertilizer and also have germicidal property. Cow’s milk and milk products are rich source of vitamins, calcium and protein. We need to educate people about it. We need to tell our farmer brethren as well as society how cow based farming can decrease the cost of fertilisers , seeds, pesticides, insecticides to zero and can yield much better. When people realize the value, we can prevent our Gaumata from slaughtering and make our farmer community rich. We roped in Shri AkashChaurasiaji as he comes with extensive experience in the multi layer cow based farming. Akashji developed a model through his research and in such a way that one can earn approx Rs. 10.5 lakhs/ acre (1 acre = around 40000 Sq Feet of land). The crop is safe from any weed or pest attack. The total benefit a farmer earn is almost 10 times compared to what they earn now. He has also developed a system for water conservation and interception of soil flux which can recharge 10 lakhs sof water per acre and 4000 kgsof soil can stop the flow. He has provided training to more than 3,500 farmers across 16 countries.

Is there any religious touch to this?
He laughs.
Do you think I have a religious agenda behind this? Do you think CTE (Centre for Traditional Education) and Shivani Organics are doing this for religion? Absolutely not. Our all sessions are open for person of any religion who wish to learn and practice our thousands years old wisdom. We are not doing this for any profit. Our contribution to this program is just Rs. 300 per participants which will be used for meeting expenses of the venue including venue rent, equipment and completely organic lunch to be provided to the participants. The lunch cost itself is much more than what participants pay. We are surviving on donation of few good Samaritans who have come forward to help us.

How one can register for the event?
The event/ training is happening for 2 days i.e. 18th and 19th November 2017 at Bangalore. Participants can attend either day or both day but content of the training is same. The content will be delivered in Hindi. You may register as follows:

For 18th November:

for 19th November, 2017

We, at feel extremely proud for partnering such a great cause. We request all of you, irrespective of your profession or tradition or linguistic affiliation to attend such a wonderful session and cause.


Six Reasons Why Companies Lose Their Best Employees

Ask the leaders of almost any successful organization and they'll tell you that their key employees are among their most valued assets.

Unfortunately, many of them will leave. All too often, the reasons for their departure are avoidable.

Here are some reasons why companies lose their best employees and what can be done—today—to help you reduce the risk of it happening to you.

1. Lack of a clear vision.
Employees want to feel passionate and excited about the business they work for. A clear and well-communicated vision is imperative. If an organization fails to communicate its goals employees can soon lose drive and direction. If there is an absence of vision, people may look for inspiration in a different organization.

2. The performance review fallacy.
Valuable employees want to know that they are valued. They want to know that their efforts are worthwhile. And if they aren't doing something correctly, they'd like to know that, too. Yet, all too often, employees feel that they are left in the dark on these issues. Then they get hit with something surprising at the annual performance review.
Let's face it: the annual performance review is a thing of the past, and it's time to throw it on the junk heap of history. Good managers are good communicators. They constantly solicit the opinions of their staff and are open with feedback. This isn't just good management; it's also good personal conduct that shows people you care about them.
If you do need to continue having annual performance reviews, then you should have one goal at every review you conduct: there should never, ever, be anything in the review that is a surprise to the employee.
3. Tailoring talent to tasks.
One of the ways to ensure key employees stick around is to make sure they are happy in their work. A key to happiness is to have them working on projects which match their talents and their desires. Many times, people are viewed a merely a resource (does the term "human resources" ring a bell?) that is slotted into a project slot based on availability. Over the long term, this can lead to job dissatisfaction. Part of the ongoing dialogue with your employees should focus on whether both parties feel their talents are being put to best use.
kanban board
Kanban boards are a simple, effective way to manage tasks
4. Letting work infringe on personal time.
Work fatigue is becoming a bigger issue for many white-collar workers, especially with technological advances. Sometimes, workers may feel that it is not enough to put in eight or more hours at the office. They are then subjected to work-related phone calls or emails at night and even on weekends. Or they must take business trips in which flights are made on weekend days without any PTO days given to offset them. Keeping people happy and productive is easier when they are given ample time to relax and get away from work.
5. Only giving negative feedback.
It's easy to be critical when people make mistakes. In fact, it's good management to reprimand unwanted behavior as soon as possible. But this can't be the only feedback people receive, or they'll become unhappy. Make sure that positive feedback is also given. Some simple feedback rules:
Negative feedback should be given immediately and in private. Positive feedback can be given any time, preferably while the news is still relatively fresh, and in public.
6. Lies, lies, lies.
This should really be listed as item number one. No one wants to be lied to, but organizations frequently lie to their people. According to Dominque Rodgers, contributing author at, here are three big ones:
  • "We promote work-life balance." See item number 4. If you are requiring people to work long hours, take work home, and lose sleep over ridiculous scheduling, you aren't promoting work-life balance.
  • "If we do as well as we project, everyone will receive an annual bonus." Dangling a carrot as an incentive is one thing, but if no one ever gets to taste it, there will be animosity. Don't promise, or even dangle, what you don't reasonably expect to deliver.
  • "We will give you an opportunity to advance your career in our company." Unless you can lay out specific goals, milestones, and rewards, it's best not to offer vague promises such as this.
Do you know? can provide best coach and trainer in your budget who can help you in setting your performance management system right and also can coach how to take performance interview and set it right. Connect with us at   

Disclaimer: Not our original article. Author and credit: unknown

Hello Friends,
We took an unusual longer break but have come with an excellent article you should not miss. Credit for this article goes to our friend Rajesh Kamath, co founder , More Than HR Global (MTHRG ) and soon MTHRG will have session on path breaker  with such speakers. Visit to know more regularly.

*NIPM 25th Naval Tata Memorial Lecture*

Padmashree Dr Prakash Baba Amte
*How to Serve Humanity for Upliftment of Society*

1st November 2017, IMC, Mumbai

1. The difficulty in the village of Hemalkasa was tremendous. Not only was it remote with no roads and no power, the tribals were extremely backward, with orthodox practices and with a dialect that was nowhere close even to Marathi. Dr. Mandakinitai Amte managed to create a dictionary of some commonly used words with some help of district officials, for interacting with the tribals.

2. The tribals used to go to the witchdoctors even in the worst circumstances. There were several illnesses when those quacks couldn't help. Yet, it was difficult for the Amte's to get patients.

3. The first patient was one rejected by a quack because his case was bad. He not only had attack of epilepsy but had also suffered from burns. The Amte's cured him in just days.

4. The second one was someone who was carried on a mobile cot over kilometers by tribals. He was unconscious and it was hard to even diagnose as communicating with tribals (who carried him) was so difficult. But the Amtes figured out that it must be a case of celebral malaria as mosquitoes were abundant and managed to cure him quickly to such health, that the patient walked back 30 kilometers with the cot on his head. This became an advertisement for the Amtes.

5. The 3rd patient was a victim of a bear attack and it was so bad that the scalp was torn and hanging from the skull and the eyes were punctured. The tribal's incredible tolerance of pain was so high that Dr Amte actually stitched back the scalp without local anesthesia (there were no facilities back then). The man went back cured but later died of starvation because he couldn't hunt for his own food due to starvation. This deeply distressed the Amtes.

6. Another example of the tribals' tolerance for pain was that one patient with 106 degrees fever walked for 4 days and 150 Kms for treatment. Luckily he was cured back to health in hours using basic treatment by the Amtes. All these initial successes helped them gain confidence of the tribals.

7. But the Amtes knew that this wouldnt be sufficient to uplift them. So education was critical - a school was started in 1976. But it initially failed miserably as tribals founds reasons why not to send children to school.

8. However, with great efforts, Amtes were able to get just 13 students in the first year. But one student went on to study in Nagpur Medical College and finally become an MD doctor. That buoyed the school progress.

9. Thereafter the students increased and more than 10 of them have gone on to become successful doctors and lawyers. Over 200 have become Teachers.

10. There were many challenges overall. For instance the abject poverty of tribals. The Amtes, as doctors, recommended the patients to take tablets after consuming meals. But where was the money for meals? The Amtes started cooking rice and Dal for many daily.

11. The tribals were great at living as community. The Amtes gradually got as many as 100 volunteers, some of whom also came from the cities.

12. After the Marathi movie on Dr Prakash Baba Amte was released, the number of visitors have gone up tremendously. Every day, over a hundred visitors come to Hemalkasa.

13. How did the animal farm come about? One day the Amtes noticed the tribals were carrying two monkeys they had killed (presumably for food) on sticks. One of the monkey corpses was pregnant and still had a baby alive who could be seen hanging out of the womb. The Amtes convinced the tribals to spare that baby in return for rice and Dal.

14. In similar way, they coaxed the tribals to spare all the young ones and bring them to the Amtes. There are now over 100 animals (mostly wild animals) who live as family with the Amtes. In early days, these creatures used to accompany the Amtes during their morning walks.

15. Dr Prakash Amte said that these animals are used for educational purpose too. For eg. The students can easily identify all kinds of snakes now.

16. These animals understand the language of love. It is civilized people who consider them to be dangerous. Even Dr Amte's 1 year old grand daughter has a snake around her neck and there are 30 deer feeding around her.

17. The Amtes shunned publicity for 30 years but after the movie, many young people have been inspired. They meet them and then start similar great projects all over Maharashtra for eg. In Beed district.

18. It is rather strange but Hemalkasa was the outcome of his father Baba Amte taking them out for a 3 day picnic where he showed the kids (Prakash and Vikas) the state of the Madia tribals and wished aloud that something be done to uplift them. He did not have to even request - Prakash became a doctor on response and moved there after marriage (his wife had no clue about Baba's iconic status, it was just love and Devotion to her husband that made her shift too)

19. Dr Prakash Amte shared that the one time that he got a very bad snake bite was not the snake's fault but his own as he had opened the snake's mouth too wide to show his fangs without realizing. The entire poison sac was emptied into Dr Amte. Luckily he could come back to health after being hospitalized and looked after by a team of doctors on Nagpur.

20. Some principles for social work :
A. Minimize your needs
B. Avoid public/ media glare
C. Provide Nirapeksha Seva (expect not even a thank you in return)

21. Dr Amte shared how they used to initially feel frustrated when after saving lives with such difficulty, the tribals would walk away without any expression of gratitude. But they soon realized that it was because the tribals lived in community where they helped each other without expectation - where was the need for Thanks then?

22. Working with scores others to make a change is not difficult. When civilized society, there are ego issues. But the Amtes accommodate volunteers and their egos without bitterness. So even volunteers later realize their own errors and correct them.

23. Times are changing - villagers now don't run away from education - in fact they demand education. There are many schools!

Heartfelt Gratitude to Dr Prakash Baba Amte and Dr Mandakinitai Amte for inspiring us no end! 👏🏻👏🏻👏🏻🇮🇳🇮🇳🇮🇳

Watch the document on Dr Amte

Thank you NIPM and Organizing Team

Hello readers,

In this week's article, we are introducing a very informative article on Kitchen Fire Safety. Whether it is home or a hotel or a corporate kitchen, the fire safety is very essential. It is one of the major hazard. Following are the tips for preventing kitchen fire.

Next to Electrical fires due to short circuits / overloading, commercial kitchens, are another major source of fires unless proper fire safety provisions are made. Recent fires
in one of the starred hotel in Karachi - Pakistan and in a reputed Mall-in Eastern India have again proved this.

Once again the outcome of the study conducted & attached herewith emphasis on the following important aspects of commercial kitchen fire safety -

1. SEPARATION: The commercial kitchens must be segregated from other habitable areas by at least 60 minutes fire rated walls/doors.

2. Fire Detection System: The kitchen (Cooking area) as well as non-cooking must be provided with suitable Heat / Multi-criteria / Smoke detectors so that any fire is
detected in its incipient stage. The canceled space viz. space above false ceiling shall also be equipped with detectors.

3. Kitchen hoods and ducts shall not only be cleaned at regular intervals (at least once in a quarter) but also provided with suitable trap doors / access panels for
cleaning and accessible. '

4. The exhaust ducts shall not be of Gl but either of CS or SS. Especially up to the scrubbers.

5. The exhaust duct shall be left above terrace level of the building and shall not pass through any other occupied area. The exhaust duct shall preferably be
independent for each unit kitchen.

6. The exhaust duct for oil fryers and Tandoors using dry fuel like wood/coal shall be independent and not combined.

7. All hoods must be protected by approved automatic fire suppression system using wet chemical or water mist as extinguishing media with facility to
automatically shutting off the fuel supply (gas or electrical powers).

8. lf gas is used as fuel (whether LPG or PNG) suitable gas leakage detectors with auto shut off arrangement must be provided.

9. The exhaust ducts as well as entire kitchen and sitting area including areas above false ceiling to be provided with automatic sprinklers system.

10.Area above false ceiling must not be used for storage of any kind of material.

1 1. Smoke venting system for commercial kitchens shall be. independent of other areas so that any fire in kitchen the deadly smoke should not spread to other
parts of the building.

12. Electrical panels and storage of Liquor shall be avoided in kitchens and if unavoidable-suitable protected and segregated from hot areas.

13.All commercial kitchens must be equipped with emergency lights, exit directional signs and at least two exits which shall be kept always clear of any obstruction'

14.The kitchen staff as well as security staff must be given regular training in use of portable fire extinguishers and fixed fire-fighting systems and regular drills must
be conducted.

15. The fire alarm system as well as fire suppressions system including gas leakage detection system must be integrated with buildings main fire alarm control panel to enable other occupants of the property to be given timely warning for evacuation.

Do you want a fire safety audit in your premises and training for your employees? introduce a highly trained and experienced trainer to cater you need at the best price.

Our trainer: Mr. P L Bhattrai
Mr. Bhattrai is one of the best trainer you will find in India. He has 32 Years Experience in Fire Safety /HSSE Departments ( Including Academic Field) and also comes from Indian navy background. He has also provided his expert advisory and training services to Mahanagar Gas Ltd., BG Group, Asian Heart Institute, Alok Industries, Naval dockyard and many MNCs and Indian companies. 

What he says about his training and experience?
My goal is to control total Loss of the Company by adopting Fire Prevention/ Fire Protection,Life Safety Measures on the basis of Fire Safety Audit & Providing Proper Training, & Motivating Employees, by Corrective Measures to Save Guard Life and Property of the Plant & Maintaining safe plant environment .

Specialties: To adopt fire prevention and protection measures to maintain safe environment in the organization.
Organized Fire fighting training program me to the entire employee to meet any eventuality. 
Carry our executive and administrative duty in fire safety department.
Implementation of fire fighting systems if observed essential for adoption.
Proper maintenance of all type of fire fighting equipment's / systems in the plant to keep up condition.

Here is few of his testimonials:

"premlal is a very sincere and diligent person having very strong grasping power, well behaved. 
I wish his great success in his professional field"
Swapan Kumar Bandopadhyay 
Ex-chief Manager Fire and Safety,IOCL

You may take advantage of his services through on 
Fire Safety Training
Safety Management Training
Fire Protection Strategy, Planning and Training
Fire Management Training and SOPs
Disaster Management Training
Disaster Management contingency plan
Fire inspection training , SOP, Audit and recommendation
Safety engineering training
Risk Assessment 
Live Safety
Workplace Safety
Industrial Safety
Workplace Safety

Please get in touch with us at to fix a meeting.

Hello readers, trainers and learners,
Here is our latest article. This is a borrowed article from few year old email, but excellent. Please do comment

Don't Over-complicate Leadership Development
Tasha Eurich | Chief Learning Officer

The world is growing more complicated by the second. As Eric Schmidt, then-CEO of Google, said at a 2011 technology conference, humans create as much information every 48 hours as was created between the dawn of civilization and 2003. It's no wonder simplicity feels increasingly refreshing.

Both philosophers and scientists have extolled the power of simplicity. Plato said: "Style and harmony and grace ... depend on simplicity." Often when people are presented with easy-to-process 
stimuli - versus complex stimuli - they experience a spike in happiness.

In the business world, companies that harness the power of simplicity experience powerful returns. For example, Google's homepage is a white backdrop, a text box and two buttons. Behind it are more thana trillion Web pages.

Simplicity Will Galvanize Leadership Development

According to Andrew Lobo, former Sports Authority vice president of strategy and talent management, "in corporate America and the world over, people think complexity equals intelligence. Therefore, there's an inherent bias against doing things simply."

Chief learning officers adopting a simplicity mindset will experience a positive impact on leadership development.

What is a simplicity mindset? 

In 2012, ad agency creative director Ken Segall wrote in The Guardian that Apple's success "has been to distill its ideas to their essence. When [Steve] Jobs was not satisfied with thesimplicity of ... ideas presented to him, he would hit them with 'the Simple Stick.'" This, Segall said, was a vital component to the company's success.

Simplicity is valuable for two reasons. 

First, it increases impact by specifically targeting what's needed. For instance, if an organization offers 500 Web-based courses, some might impact the business, but many might not. It would be more effective to offer the 10 most effective courses. Second, simplicity helps communicate leadership developments value. If programs feel confusing to participants, they are more likely to fail.

Here are three ways to simplify leadership development programs and make them more effective.

1. Pare down leadership development strategy to its essential elements.

For a leadership development strategy to be successful, executives must understand it.

Are learning leaders explaining the strategy in a simple, compelling way?

As a guideline, consider a strategy's essential elements: What business needs exist? What impact will efforts have? And why do they matter?

Need: "Nearly half of our workforce is retiring in the next decade,"said Bob Chapman, senior director of talent management at Xcel Energy. 

Impact: "We must expand and improve our offerings to grow leaders at every level."

Why it matters: "Our leadership development initiatives are a critical success factor for our business's continuity.

In the same vein, learning jargon might do more harm than good.

"Whenwe kicked off succession planning, I never used those words because our CEO would react negatively," Lobo said. "When he came back from a store tour upset that three district manager positions were taking a long time to fill, I said, 'I can help. Why don't you, me and the head of 
stores get together twice a year and we'll figure out who's ready and how to help those that aren't.' He said, 'OK, let's do that.'"

Once learning leaders are communicating clearly to executives, take things a step further and ask: How are we explaining leadership development strategy to our leaders? Is it clear and easy to understand?

Results of an informal December LinkedIn poll indicate that companies haven't mastered this. Based on a sample of 12 leaders, 58 percent rated their company's leadership development programs as "somewhat"; or "very" complicated.

Lisa Collings, senior director of leadership, development and talent at earth-imaging company DigitalGlobe, said "communication about leadership development must be easy to understand. This helps those with potential and interest to understand what it takes."

2. Give leaders only what they need.
Most car owners don't care how their engine works; they just want to drive. The same goes for leadership development. Learning leaders must adopt a simplicity mindset to assess and grow the capabilities of leaders in their organization. The behaviors associated with effective leadership 
are already simple.

"Leaders get things done, provide direction and make people feel better about themselves," said Kurt Kraiger, department of psychology chair at Colorado State University and chief strategy officer at 
software firm jobZology.

Following that logic, if the core behaviors associated with successful leaders are consistent, learning leaders must ensure integration across programs. Xcel Energy's Chapman said: "We can't tell 
our first-level leaders one thing, our middle managers another and our senior leaders another."

For example, if an organization trains mid-level leaders on delegation but does not provide similar skills to front-line leaders, front-line leaders could face a conundrum if they don't have the 
capability to downwardly delegate to level their workload as their managers empower them to own more projects.

It's like how one might feel when cleaning out a garage: a sense of accomplishment and ability to quickly find what's useful and necessary. A 2011 Quarterly Journal of Experimental Psychology study illustrates the psychological benefits of de-cluttering, finding that participants who were able to tune out irrelevant information showed clearer thinking and improved memory.

At least quarterly, learning leaders should stack their leadership development strategy against current development activities. For each development program, ask: "Is this measurably contributing to our 

This may feel politically risky because it may involve cutting sacred cow or legacy programs.

Either way, the message is clear: if a program isn't executing on the company's leadership development strategy, cut it. One de-cluttering opportunity can often be found in organizational competency models.

According to talent acquisition firm Korn/Ferry, about three-fourths of companies use them. They are believed to identify unique behaviors required for success. But a 2011 Center for Creative Leadership report questions the value of competency models in identifying unique behaviors.

In lieu of competency models, Lobo suggests defining specific behaviors. "For store managers [at Sports Authority], it's their ability to reinforce customer service standards in their associates," he said. 
"That doesn't sound cool. It's long and quite tactical. But we knew these customer service standards worked. We implemented it. Our sales increased within a month."

Further, don't inflict leadership development on leaders. Pat Lawrence, senior vice president of human resources at Re/Max, said learning leaders need to make development a choice.

"I used to believe that everyone needed training," Lawrence said. "I'd bring everyone in. But a week later, we didn't know whether the session changed anyone's behavior. We want these things from our employees, but sometimes employees don't want the same things, and that's OK. So we asked employees to take control of their own development."

She said she started by offering a Toastmasters program to anyone who was interested. "We were surprised by the number of people who wanted to join." Re/Max now offers most classes to everyone, with the requirement that participants have an objective for attending and show behavior change afterwards.

Rose Medical Center in Denver uses a similar approach. The company built a corporate university with 17 leadership development courses. Any employee - from environmental services workers to the CEO - can attend any class. Employees are encouraged to review the university catalog with their manager, but the choice is up to them.

3. Don't let irrelevant metrics be distracting.
Only results matter. For example, many organizations fixate on Kirkpatrick levels of learning measurement. Instead, learning leaders must prioritize metrics that indicate both qualitative and quantitative improvements in skills.

For example, the impact of leadership development at Rose Medical Center resulted in the following:

a) Patient satisfaction went from middle of the pack to No. 4 out of more than 150 hospitals.
b) Voluntary nursing turnover dropped 63 percent, resulting in a savings of about $8 million.
c) The hospital was named a "Top 25 Hospital to Work For" by Health Exec News.
d) Employee engagement shot to No. 1 in the division.

Not everything can be captured by numbers, however. Simplifying leadership development programs also involves monitoring qualitative and anecdotal improvements. "Of course we need to have quantitative analysis," said Jan Walstrom, chief learning officer at global engineering company CH2M Hill. "But that's not what I look at. My primary metric is that I listen intently to the conversations that go on. I can tell you whether we're moving the needle."

Re/Max's Lawrence said as a member of the executive management team, she often went into meetings with ridiculous reports on how many people were trained, but she simplified things and got a more positive response. "Now I report what leaders are doing to improve their  effectiveness [and] what's being observed in their performance. That's what executives want to hear. Numbers don't always capture outcomes."

[About the Author: Tasha Eurich is the founder of The Eurich Group, a boutique consultancy, and author of Bankable Leadership: Happy People, Bottom-Line Results and the Power to Deliver Both.]

Looking for a right leadership development programme? Visit to find a suitable one and to do a need assessment and chose a suitable trainer, facilitator, get in touch with us at

We,team Reservaa spent a whole week to think, what should be our next article. We wanted to have an article which can help general people, employees, HR professionals, learning and development managers and after long debate and discussion zeroed on the topic, a movie which can seriously engage its audience and must have a good outcome.

The movie in discussion is "12 angry young man".

This movie has different version and you can choose any one.
What is this movie all about
Its about a suspect who is alleged to kill his father. The entire case is based on circumstantial evidence and the judge ask 12 juries to discuss the case and come back with their opinion whether the suspect is a guilty or not guilty. Only condition is, their opinion should be same.  There is no leader, only one person to coordinate. We don't want to reveal the entire plot. Just watch it.

What does it cover?
This movie covers
1. Situational leadership
2. How to handle conflict
3. Assumption and perception
4. How perception can guide us in wrong direction
5. Persuasion
6. Emotional intelligence
7. Group discussion
8. Communication skills
9. Leadership qualities
10. Rational decision making
11. Culture and its impact
12. Human behaviour and why They behave in certain way
13. Bias, ego, stereotype and "I"

This is one of the such rarest movie which has all of these subjects covered.
Duration required: 4 hours

Cost: 0 to go ahead (no cost if you self do it, if monitored by a trainer, depend on the cost of the trainer). Consider cost of electricity, water, tea and stationary :)

How to use this movie?
Select your audience on whom you want to use / impart any of the above or any one of above. It can be your selected employee from the different group, newly promoted managers, managers who lack this skill and you may also use it for employee engagement and employee communication. Bring them in a room, where a good projector or a good 50" and above TV with good sound quality. Do not tell the audience what they need to do. Just ask them to watch the movie.
At the end. Do a group discussion and brain storming based on their observation on above mentioned skill. For set of question according to your need, please write us at
Don't worry, this is complimentary for the limited period of time. If you need a trainer monitored activity for this, is happy to provide this.
For whom it is suitable?
This is suitable for audience of all age group.

Is this movie available in other than english language

Yes, following are the language and the title link:

1957 version

1997 version with few changes

Hindi version

You may also visit for many such free and paid training happening in your city as well as online.

For any assistance, feel free to revert us.

Team reservaa
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