Acknowledgements
Introduction
I: THE CORNER OFFICE SEEN THROUGH THE KEYHOLE OF EXECUTIVE
COACHING
Executive Coaching in the Indian context
The Human Side of Leader Development
II: ENHANCING EMOTIONAL INTELLIGENCE
The Place of Emotional Intelligence in Leader Effectiveness—B J
Prashantham
The Importance of the Emotional Side of your Personality
When the Flaw Turns Fatal
Low Self-Esteem Can Derail a Leader’s Career
III: SHAPING ATTITUDES AND BELIEFS
Why Attitudes and Beliefs Affect a Leader’s Effectiveness—Zahid
Ganjee
Transporting the Winning Attitude
What Makes People Miserable
Executives Succeed When They Refuse to Become Victims of Their
Circumstances
Celebrating the Feminine Side of a Woman’s Leadership Style
IV: DEVELOPING NEW SKILLS, STYLES AND BEHAVIOURS
Why Skills, Style and Behaviours Make Such a Huge Difference to a
Leader’s Effectiveness—Santrupt Misra
Catching Up on Missed Managerial Learning Milestones
Developing This Mysterious Thing Called Executive Presence
Growing a Business through Disciplined Leadership
Helping the Chosen One Claim his Succession Space
V: ACQUIRING GLOBAL COMPETENCIES
Why Global Competencies Are So Critical Today—Anil Sachdev
When Indian Executives Must Measure up to Global Benchmarks
It Takes Innovation and Effort to Crack the Competency Code
VI: MANAGING CAREER TRANSITIONS
Why Career Transitions are Always Challenging—Aroon Joshi
Waking Up and Smelling the Coffee
The Anxiety of Not Having a Position of Authority
Revisiting Functional Leadership
The Need for a Coach-Mentor Partnership to Facilitate Radical
Career Shift
VII: GRAPPLING WITH EMERGING EXECUTIVE AND ENTREPRENEURIAL
AGENDAS
How Do Executives and Entrepreneurs Grapple with Their Compelling
Agendas—R Ramaraj
When a Young Entrepreneur Has to Make a Life-Altering Decision
Coaching Principles Applied to Peer to Peer Business Mentoring
The Importance of a Thinking Partner
VIII: ENHANCING COACHING EFFECTIVENESS
What Contributes to Coaching Effectiveness—R R Nair
The Power of Public Accountability in Influencing Change
It Takes Trust, Time and Team Work to Succeed
The Pygmalion Effect in Coaching
An Introduction to Typical Coaching Processes and Some of the
Frequently Used Terms
Pradipta is a business leader with over three decades of experience
in managing large Indian businesses as well as British, American,
and Japanese Joint Venture companies in India. He pioneered India’s
foray into modern organized retailing as well as early digital
media and e-commerce.
He has experience in managing businesses in IT, Telecom,
Entertainment, Pharmaceuticals and Biotech Businesses. He sits in
the board of 20 publicly listed as well as private companies in
India, Sri Lanka, Japan, China, UK and USA.
Pradipta has led Industry and Businesses of Southern India by
Chairing Confederation of Indian Industries (CII). The CII members
represent about 50 per cent of India’s businesses and industries
(www.cii.in). At the national level, Pradipta significantly
contributes to assisting industries and government in policy
formulation by being members of CII’s National Committees on
affirmative action, ethics and governance and corporate social
responsibility. Pradipta co-founded Coaching Foundation
India Limited (www.cfi.co.in) that pioneers coaching of
entrepreneurs and business leaders, as well as Chennai Business
School Limited (www.cbs.org.in) that assists young professionals to
study management post-graduation in important industry verticals.
Pradipta also assists and coaches a large number of first-time CEOs
and young entrepreneurs to succeed in their
businesses. He co-authored India’s Global Power Houses
(2009). He did his under-graduation in Chemical Engineering and
Management at Bombay University and Harvard Business School. He was
invited to be a Fellow of Chartered Management Institute, UK, and
was president of Madras Management Association. Pradipta travels
extensively around the world and represents India in many global
forums and conferences. Ganesh Chella has, in a career
spanning over three decades, come to be acknowledged for his
contributions as a practitioner and thought leader in the
field of Organisation Development, Human Resources and
Executive Coaching.
After a successful corporate career in Human Resources for
16 years, Ganesh founded totus consulting, a strategic HR
consulting firm; Coaching Foundation India Limited, a
pioneering institution for coaching and leadership development
and totus HR School, an HR capability-building institute.
He has authored the book Creating a Helping Organisation:
5 Engaging Ways to Promote Employee Performance, Growth &
Wellbeing and co-authored the book Are You Ready for the
Corner Office? He has a very large body of published articles
and blogs to his credit.
Ganesh is an alumnus of XLRI, Jamshedpur, a
professional member of the India Society for Applied
Behavioural Science and trained and certified as a Coach by Dr
Skiffington, Australia and Coaching Foundation India.
Leadership coaching is gaining growing acceptance in India as an
important input in preparing senior business leaders for the top
jobs. The authors’ unique approach of presenting real-life case
studies is very effective in providing insights into common issues
that leaders deal with, and how they can be handled.
*Managing Director & Chief Executive Officer, CRISIL*
An engrossing account of real-life cases that highlight the complex
situations of leadership development. It is enriched by the fact
that it is put together by accomplished professionals who have been
on both sides of the table. Told in a narrative that is engaging,
the book is a great ally for mentors and aspiring leaders
alike.
*Harsh Goenka*
This book is the ‘Panchatantra’ of Executive coaching. The authors,
who are pioneers in Executive coaching in India, have developed
keen insights into the challenges facing aspirants to the corner
office, and have presented real-life case studies to illustrate the
core tenets, distilled from their insights. The stories themselves
are very absorbing and the underlying truths are even more so.
*R. Seshasayee*
These cases are stories of our everyday professional lives. We see,
in each one of them, a bit of our own selves, a slice of our
context, and shadows of our colleagues. Leaders aspiring for the
‘Corner Room’ need to be able to style flex, as one dominant style
will have limitations.
*Santrupt Misra*
When it comes to developing global leadership competencies, our
‘world view’ and what we choose to give attention to, from a
contextual intelligence perspective becomes important—how we use
language, how we demonstrate nonverbal behaviour, our communication
style, our attitudes and values towards groups and community and
our time consciousness. All these aspects define and shape our
leadership. These cases illustrate how coaches with credibility,
senior leadership experience and global exposure are able to
help enhance the contextual intelligence of their coachees.
*Anil Sachdeva*
This book takes us through twenty-five enriching journeys of
personal and professional development. The authors distil very
valuable, experiential, insightful and practical insights from
these narratives, relating them to the Indian context, and
presenting them in a creative and very engaging format. A book with
immense value, not just for aspiring leaders, but for all
professionals looking to make an impact and a difference.
*Anand Nayak*
A path-breaking book set in the Indian context that wonderfully
blends key coaching insights with reinforcing case studies. The
authors’ deep understanding of coaching comes alive in this
easy-to-read book that distils the essence of typical leadership
challenges encountered by persons aiming for the C-Suite. A
must-read for coaching practitioners and senior leaders!
*A. Krishna*
Most often, development of leaders is left to chance—but this book
shows how transformational changes in behaviour can be obtained by
focused coaching inputs. A must-read for all CEOs to understand how
they can develop their future leaders. Equally, a must-read for all
aspiring CEOs to gain insights into the barriers to realizing their
leadership potential and how they could overcome them.
*Krish Shankar*
Behaviour is the ‘vehicle’ through which we deliver what we know
and can do. These behaviours are shaped by our attitudes and
beliefs towards many things we encounter. While these attitudes and
beliefs are useful aids in our life journey and allow us to ‘fit
in’ and grow, when the world around us or our context changes
significantly, these beliefs can become obstacles to effectiveness.
The case studies in this book illustrate how leaders’ attitudes and
beliefs need to be worked with to bring about sustainable
behavioural change for greater effectiveness.
*Zahid Ganjee*
While more and more leaders seem to be realizing the need to
leverage coaching to improve their effectiveness, the cases in this
book raise important questions about some of the conditions that
need to be present for such coaching interventions to work. This
includes searching questions that the coach and coachee need to ask
themselves.
*R. R. Nair*
Each of the 25 vignettes captures different situations and
addresses challenges that CEOs would encounter as they grow and
make a difference to their organizations. The stories focus on
getting people to bring about change by themselves, which is the
true secret of effective coaching. A must-read for all aspiring
leaders since it helps anticipate potential challenges in their own
evolution as leaders.
*Govind Iyer*
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