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Great Leaders Often Spend Time – To See How Others See Them! Do You?

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An elderly gentleman went to the Doctor and with a complaint about a gas problem. “But,” he told the Doctor, “it really doesn’t bother me too much. When I pass gas they never smell and are always silent. As a matter of fact, I’ve passed gas at least 10 times since I’ve been here in your office. You didn’t know I was doing it because they don’t smell and are silent.”

“I see,” the Doctor replied as he examined him. When he was finished, he wrote a prescription and handed it to his patient. Take these pills three times a day and come back to see me next week,” he instructed.

The next week the gentleman was back. “Doctor,” he exclaimed, “I don’t know what medication you gave me, but now my gas… although still silent… stinks terribly!”

The Doctor retorted, “Good! Now that we’ve cleared up your sinuses, let’s work on your hearing.”

An extremely useful step in our leadership development is seeing myself as others see me. So I need to understand their perceptions of my behavior. My effectiveness in leading, relating to, or working with others is highly dependent on their perceptions of me. I may not agree with what they see, but their perception is our reality. Those around me have an opinion of who they think the real me is. Their perceived “truth” becomes the way they treat me. Their perception forms their part of the reality of our relationship.

The discussion of perceptions is often a thorny one as we work with individuals, teams, and organizations to improve their effectiveness. For example, we tend to define levels of service or quality through our own eyes and values. That may not be the way our customers or partners define it. There is no objective definition. There is only the reality that I see, you see, he sees, or she sees. Our personal perception is our personal reality. There’s no accounting for taste. Everyone forms his or her own opinion no matter how wrong we may think it is. If we’re going to improve the service or quality delivered, we need to first understand how those we’re serving, or producing for, perceive service or quality.

Like beauty, service, quality, honesty, or integrity, leadership is in the eye of the beholder. I judge myself by my intentions. Others judge me by my actions. My intentions and the actions that others see may be miles apart. Unless I know that, I am unlikely to change my actions or try to get others to see me differently. I can become trapped in their reality and get very frustrated when they don’t respond to me as I’d like.

Getting feedback from others on our personal behavior is tough. It often hurts. The truth may set me free, but it will likely make me miserable first. When we get feedback, we nod our head to the positive and supportive statements that agree with our own views. However, when it comes to our weaknesses or improvement areas we take those to heart and sometimes dwell far too heavily on them. We can get ten rave reviews for work we’ve done and one critical comment. That one comment hurts. If we’re not careful, it can fester into doubts and a loss of confidence. As a result, the truth that may set us free of our less productive habits becomes the truth we prefer not to hear. That’s human nature. What stunts our personal growth and gets us stuck in a rut is when we refuse to hear any more of it. As a parent, boss, or appointed leader of some type, it’s too easy to hide behind our position and avoid feedback.

The wider the gap between our own perceptions of areas to improve and the feedback we’re getting the more we may experience the “SARAH process.” This approach comes from grief counseling. The first letter of each stage spell “SARAH.” The stages are Shock, Anger, Resentment, Acceptance, and Help. When I get open and honest feedback on how others perceive me, I may be shocked, angry, and resentful. But unless I accept that as their perceptions of the real me (their reality of me), I’ll never progress to the final stage of self-help or seeking help from others in taking action on the feedback and making the changes called for.

Human nature seems to endow us with the ability to size up everybody but ourselves. As painful as it may be, feedback is a big contributor to our leadership development. Feedback is often a key element in personal learning and improvement. It helps us to size up and see ourselves as others see us. We may not agree with the perceptions of others, but unless we know how we’re perceived, we stand little chance of improving our relationships and effectiveness with them. Feedback also gives us another opportunity to reflect on our behavior from the view point of others. It provides outside perspectives on the exploration of our inner space.

Not all feedback is valid and helpful. Ultimately I have to decide what fits and what doesn’t. I have to choose the feedback that rings true to me. According to an ancient story, a man once approached Buddha and began to call him ugly names, Buddha listened quietly until the man ran out of insults and had to pause for breath. “If you offer something to a person and that person refuses it, to whom does it belong?” asked Buddha. “It belongs, I suppose, to the one who offered it,” the man said. Then Buddha said, “The abuse and vile names you offer me, I refuse to accept.” The man turned and walked away.

Oranges and Apples Are Fruits, So Is A Cucumber!

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“Everything you do right now ripples outward and affects everyone. Your posture can shine your heart or transmit anxiety. Your breath can radiate love or muddy the room in depression. Your glance can awaken joy. Your words can inspire freedom. Your every act can open hearts and minds.”

Wow! What a start to my personality report describing me as an ENFJ.  For a moment even I was swept off my feet with this flattering description of me and was sold on the tool.

It took time for me to come back to earth and start diving deep into my personality report. Its then I realized why it’s one of the most popular tool amongst 3 million fan boys and over 90 Fortune 100 companies.

This report gave me all that I love to hear and in liberal doses and I almost start to believe that its me. It’s like your astrologer who carefully delivers what you like to hear and hides the uncomfortable truths, so he gets to see you again and again and increase his revenues.  When I took the same test a few months later I turned out to be a INTJ.  Had my personality changed, or is this test not all it’s touted to be? I began to read through the evidence, and I found that many of the so-called psychometric tools are  about as useful as some book on zodiac signs which categorizes people into 12 signs and puts a large population under this monthly buckets.

It is but obvious that out of the 100 points stated about you at least 30% may strike a chord in you.  When its about others the focus will be the mismatch of 70% but when it comes to you and your self-analysis, you tend to be more taken in by the 30% match.

We tend to give high accuracy ratings to personality and value descriptions that we believe are written ‘just for us’, when they are typically vague and general enough to apply to anybody.   This is what we know as the Forer-Barnum Effect in psychology and I quickly realized that my test report did not or will not pass the Forer test.

The Barnum Effect refers to the tendency of people to accept vague, generally positive statements about their personality as unique to them even though feedback is likely to be true of most people.

I’m sure you would have taken a personality test at some point in your life and at the end of it came out feeling wow! how accurate the test is.  In fact most of the personality assessment tests use the Forer effect to great use.

Good for selling the tool but is this what psychological tests are meant to be used for?  Can they end up selling dreams and take people away from their reality?  This was termed by one of the psychologist / researcher to be an act of irresponsible armchair philosophy.

Now, if you’re a fan of one of these assessment tools, you might say it’s typical of me as an INTJ to turn to science to defend my position.  But in social science the most important aspect to assess a tool is to look at the reliability, validity, independence, and comprehensiveness of such categorization.    Unfortunately for many of the so called psychometric assessments the evidence points to the contrary.

Research shows “that as many as three-quarters of test takers achieve a different personality type when tested again,” writes Annie Murphy Paul in The Cult of Personaltiy Testing “and the sixteen distinctive types described by the Myers-Briggs have no scientific basis whatsoever.” In a recent article, Roman Krznaric adds that “if you retake the test after only a five-week gap, there’s around a 50% chance that you will fall into a different personality category.”

Then your question to me would be “Why then is the MBTI so popular?”  The simple answer is cause of two very important reasons.  One there are thousands of people who are invested in the MBTI as certified trainers, coaches, consultants and it is too hard to let go of your commitment of time, money and resources for something different.  Second is that the MBTI almost always gives the initial ‘aha’ moment immediately after taking the test, like in my example above and you would like to cling on to that as long as possible.  You tend to as Paul Murphy says get seduced by your own ‘ideal self-image’.  Once this happens, any questions on the ‘reliability’ and ‘validity’ will look like you are questioning the taste of the ‘communion wine’

What’s your alternative then?  Is there something more scientific with high levels of ‘reliability’, ‘validity’, ‘comprehensiveness’ and that which treats every human as unique?

Psychologists and scientists have spent over 50 years in building a psychometric tool which conforms to all of the above and that’s the Big 5 Personality Traits.  It meets the standards above. Across many of the world’s cultures, five personality traits consistently emerge: extraversion, emotional stability, accommodation, conscientiousness, and openness.

With 5 Factors and 24 facets providing 87 nuanced scores on a scale of 0 – 100 the Big 5 provides immense insights on the uniqueness of each individual.  In my own experience of administering the Big 5 psychometric test to thousands of people, I have seen that no two reports are same and there lies the power for greater acceptance for people.

The Big Five traits have high reliability and considerable power in predicting job performance and team effectiveness. They even have genetic and biological bases, and researchers in the emerging field of personality neuroscience have begun mapping the Big Five to relevant brain regions.

Why then is the Big 5 not being used widely in organizations?  You can call it poor marketing or simply the scientists and psychologists were too focused on the content and research to make it deep and insightful than spending time commercializing it.

Even before I start to advocate the use of Big 5 to others, I wanted to check if it will pass the Forer test.  For one, it succeeded in not only showing the positive impact of a personality, it was downright blunt in letting people know the negative impact as well, without sugar coating or fogging that is.  Our test groups were administered the Big 5 test within 5 weeks, 6 months and after a period of 6 years and the results were the same.  It therefore passed the reliability and validity tests as well.

I remember one of the CEOs of a large global IT organization who had taken the Big 5 test as part of a program almost 10 years back who was certain that his personality has changed and wanted to check just that.  He took the Big 5 test again and came to the leadership development program we were conducting for his team.  To his shock and not our surprise, he found that his report of old and the new one were same.  Obviously the scores on the Big 5 scales differed ever so slightly, about 1 – 5 points either ways.  This confirmed not just to him and his team, but our own belief that it was truly a reliable tool which has stood the test of time.

Ofcourse, the thumb rule in all cases of using psychometric assessment is that the respondent is ‘honest’ in his responses and is not answering based on an ‘ideal self-image’ of himself.

Although, I must confess that all the psychometric tools achieve one common goal when used in groups – it does start a conversation around the differences in personality and encourages people to look inwards and introspect about both the positive and negative impact of their personality in their transactions with the environment.

With over 30 years spent in administering, assessing and supporting people and groups, I must say that the primary criteria you must consider before choosing any personality assessment tool is whether it passes the ‘Forer Effect’?

Maybe it’s time to get some real deal! Check out the Big 5 test of your personality?

Asking for help can be traumatic experience!

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As humans we are wired to think and believe that we are born equal. It’s the journey which puts us in different contexts or life experiences. It’s therefore not easy for us to come to an acceptance that some of us have less of somethings in life when compared to others. It could be power, authority, money, health, family, relationships, food and many more.

So when someone comes asking for your help, it can be very humiliating or traumatic for the person asking. Remember, the default position for us is that we are all equal. The person seeking help has to deal with his ego and self-esteem. The act in the persons mind is considered as conceding the ground that you have more power or influence or even ability than the seeker.

You find that most misuse this power without even understanding the context of the help seeker. We judge people based on their current state or appearance and start to behave in a way that compounds the sense of trauma or humiliation that person is already suffering.

I have had leaders asking me to teach people in their organizations to seek help when needed. I tell them it is pointless to teach people to seek help as the person giving help or having the power to give help is not going to change. The fact that they are asking me in itself demonstrates that people working in their organization have been humiliated when they sought help. No one likes to be in that state for long and before time people stop asking. Statements like ‘why don’t you figure out for yourselves’; ‘don’t you have brains’; ‘why don’t you grow up’ and so on can be from the many unintentional one’s which would have accentuated the problem.

There is a need for you to be empathetic to people who come seeking help. You have the power not to abuse but to use and help. You are equally a seeker as much as a giver. Do not push people away when they come seeking cause you have a great responsibility.

How many come to you seeking help? It’s a good measure of how you have dealt with seekers in the past.

‘Credibility’ – 10 actions that go to enhance the quality of your leadership!

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If there is one thing that matters most for Leaders; its ‘Credibility’. Leaders who have credibility also have the voice of authority. How much authority they wield is dependent on what they have to offer to their people.

Building your leadership credibility is a long process but actioned in small doses.   It’s a reflection of your ‘character’ – the values and behaviors you exhibit and the ‘competence’ – the knowledge, skills and experience or past track record you bring to the table. The strength of these two aspects is what builds the trust in the people you lead. Both need to be together, having one without the other may not help build credibility. For example, you may come across as humble, honest, consistent and with high morals however, when you want your people to achieve something or lead them towards goals, your credibility suffers if you do not back it with past track record. The same applies vice-versa as well. You may have great track record but if it is not built on the strength of values, it may lead to lack of trust in the teams you lead.

How do you then enhance your leadership credibility? The following steps may kick-start the process.

  1. Be consistent in your behavior
  2. Be comfortable in your vulnerability. Demonstrate that you are comfortable with what you cannot do. Talk about it openly.
  3. Be transparent
  4. Keep your promises and commitment
  5. Be honest
  6. Show active interest in understanding people – listen
  7. Spend time talking to people
  8. Say ‘I don’t know’ when you truly don’t
  9. Constantly upgrade your skills and knowledge
  10. Pursue goals relentlessly

As you can see, the 10 points are not very difficult to action, it requires your intent to enhance your leadership credibility. Remember, that is what matters most!

 

Ola! A Childlike Approach Towards High Quality Service

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In one of my recent business trip where I didn’t have much to do in the evening after winding up my day. With no one for company and feeling bored in my hotel room I decided to spend my time in the restaurant and enjoy some beer and the in-house live band.

This place is one of my favorites as the service staff seems to somehow read my mind and provide me with excellent service. It’s not a one off, the service levels were consistent and of high standards.

I thought of spending some time with the Manager and pick his mind to understand what makes his team deliver such high standards all of the time. My idea was to understand if his insights can be used in other companies where I consult.

He asked me to just be around for a while and see for myself how his team and himself used the concept, what I term as OLA! in staying ahead and deliver quick and efficient service which delights their customers. The concept is similar to what infants and kids use to learn, grow and endear themselves to people i.,e Observe, Listen and Ask (OLA!)

He said, his team was highly alert and sensitive to the concept of OLA! The team members would be very observant of the happenings around the restaurant which was almost like a hawk-eyed approach. Ever alert to the movements of guests, facial expression, quizzical looks, waving hands et al. He said that the teams approach was nothing short of a team providing VIP security – always observant and alert. The moment they found that a guest was showing signs of movement, they slowly moved closer to the table, just to encourage the guest to speak up or ask. I saw in over 2 hours of observation that none of the guest had to call out to the waiters at any time – they reached them even before the guests uttered a word.

The other interesting thing about the team was the team was listening all the time to any noise (not snooping 😊) but alert to vocal signals from their guests. Even if it was a little gasp of Oh! or Ah!, they would make themselves available to find out if they could do anything for the guest.

And the last was that they ensured ‘asking’ the guests from time to time (without being intrusive) whether all was good and they were satisfied by the service and food being offered.

The OLA! approach helped them provide fast and efficient service to their guests most of whom like me were repeat visitors.

It’s almost the way a child learns in early life. The 3 skills exhibited by the child is Observe (the environment around), Listen (to the sounds around) and Ask (ask repeatedly and shamelessly until it finds the answer).

I thought that’s the way to go and be child-like in our service to clients no matter the industry. I can assure you it works in building great bonds and long-lasting relationships. Your clients are not buildings and machines after all.

 

Availability heuristics and its use in influencing your decisions

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What comes to your mind by the mention of ‘Kashmir’? I’m sure you would have been immediately drawn to think about the abrogation of article 370, the turmoil in the state, stone pelting and the general state of strife. It does not immediately bring to our minds to the beautiful landscapes surrounded by snow-filled mountains, lakes, streams and the wonderful hospitality of the people of Kashmir.

Why does this happen? What influences our conclusions?

It is the continual and extensive media coverage which repeatedly plays out clips which project strife which gets well engrained in our minds and enables instant recall. What we call as top of the mind thoughts or availability heuristics.

Availability heuristics is the mental short-cut which helps us to draw conclusions based on what comes to our mind immediately. Repeated exposure to events, news and objects creates an enabling environment for us to draw conclusions based on availability.

When I say ‘post it’; what came to your mind surely will be the stickers which we often find in offices (if you are working) and for a teenager in college who is active on social media it would trigger a facebook, instagram, snapchat or a twitter post.

When we know that availability heuristics plays an important role in enabling people to draw conclusions, we can put them to use in influencing decisions as well. Making available images or communication to people in a million different ways can deeply influence their minds in drawing conclusions and base their decisions.

There are lessons we all can learn from the television media on ways in which we can influence public opinion and decisions. You can use these methods in teaching, parenting, and even in organizational development.

We need to examine what? are we making available to our audiences already and is it creating its own systemic bias towards the good or bad.

It surely can help us predict our errors and make more informed decisions by eliminating the prejudice which might have crept into our minds due to availability heuristics.

Depression – Are you suffering without knowing?

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Sometimes the pressure to smile and keep smiling against all odds, shuts the doors for people to express or discuss how they actually feel. We have been conditioned early to answer to a ‘How are you?’ question with a ‘I am fine’; ‘great’ etc. We have not been taught to respond to this question with actually how we feel in the moment. People should know that it’s okay to be not okay. That’s the only way discussion will take place.

Talking about how you feel in the moment acts as a great safety valve to release pent up emotions which eat you away slowly and gradually like termites until its too late. We understand depression only as the point when someone visits a shrink and is in extreme distress. Rarely do we indulge in discussions around the type of depression which afflicts us without actually exploding the way we know of.

The problem is accentuated with the stigma associated with the use of the word ‘depression’ to describe genuine mental distress in people. The need to project a positive self-image and all the talk of positive thinking and positive outlook actually causes people to shy away from addressing the issues as they occur.

The ever increasing cases of stress related or accentuated health problems in the world is a pointer to the fact that somewhere we are missing the point. Talking about how you feel and encouraging others to do so is an excellent way to avoid or overcome problems of a depressive mind.

Imagine if your response to the same question ‘How are you?’ is ‘Not feeling good’ or ‘I am upset’ (only if you feel that way). What do you think such a response will do in the moment? Most certainly it will open the door for some conversation around why you feel the way you feel. I am not suggesting that it will give you answers or quick-fixes for your problems. Talking about how you feel at times and the reasons you feel that way will in itself throw up solutions.

It’s important to talk not just in your personal life but also in your workplace or for that matter any walk of life. It just might aid your mental and physical health.

So let’s encourage people to talk…. Let’s lead by example. Denial is no way to feel good.

Share if you agree. You might just contribute to saving a life!

Are emotions wreaking havoc with your decisions?

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A recent event got me thinking about the way I go about making decisions.

My dearest companion and a very beautiful accessory, my smartphone hit the ground and the impact left a dent and a small crack on the screen. No damage was done to the software or its functioning. It was working as smooth as butter. But the damn, crack was slowly becoming an eyesore for me and eating me from inside. I ‘didn’t like it’. The underline is to highlight how our feelings are at the core of all our so-called carefully thought out decisions; or so we believe.

Your likes or dislikes are the emotions which trigger the next few steps which strengthen our logic or reasoning towards making a decision. In my case, the ‘feeling’ that I didn’t like it, directed all my attention towards the disadvantages of having a smartphone with a cracked screen. I started to build a story around why I shouldn’t be moving around with a cracked screen and listed all the possible reasons for change. Inspite of my best effort to steer clear of buying a new one by countering it with equally powerful reasons to stay was of no avail. I kept getting drawn towards getting a new one. Buy I did! Drilled a hole in my pocket as well.

Hold on…. It didn’t stop there. Once I got the brand new beauty, I ‘felt good’ and ‘I liked it’. I started to now build up a new story about how it was good to have this new phone and the advantages or the benefits of trade-off.

This is what got me to think on our decision making process and how our feelings deeply influence our decision making without even we realizing it.

We tend to identify and look at the advantages or the positives of everything we like and feel good about and direct our attention to the disadvantages for that we do not like.

The scary part is that all the while we are imagining that we are making conscious and informed decisions. We are failing to see how our emotions are shaping the decision making process. As Paul Slovic talked about the affect heuristic, in which people make judgments and decisions by consulting their emotions: Do I like it?, Do I hate it? How strongly do I feel about it? In many domains of life Slovic said that people form opinions and make choices that directly express their feelings and their basic tendency to approach or avoid, often without knowing that they are doing so.

We make so many decisions in our life; about marriage, hiring a new employee, moving to a new house or city, buying things, networking and examiners who award marks to students…. If you reflect, most of the decisions are based on the ‘feel’ good or bad factor to start with. It can at times have disastrous consequences and cost you dearly in terms of health, wealth, relationships and happiness.

How do we ensure that emotions don’t wreak havoc with our decisions? I leave this for some other time.

At this moment how are you feeling? 😊

Unspoken rules reflect your organizations culture…

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“People observe behaviors; not the written words”

An employee’s first day at job is exciting and at the same time period full of nerves. Several questions arise in their mind – Did I make the right decision?; Will I be able to fit in ?; Will I be welcomed in the team?  ; and so on …

It’s also the day when ‘expectations meets reality’ and a reality check of the promises made during the hiring process. In fact, I always maintain that as much as the leadership is anxious about the new hire meeting their expectations , the employee is also unsure.

The first day and the next few weeks are going to be the period in which the attempt will be to find answers to the above questions. The only way is by observation of behaviors of the leadership and the rest of the team. Most answers come out of the unspoken rules which are prevalent in the organization.

Unspoken rules define your culture

I recall my experience some 28 years ago, when I was hired by this company as a sales rep. based on my track record. The day of my joining, I was told how ‘delivering results’ is all that mattered in the organization and how the organization allows space for employees to experiment and find innovative ways to grow business.

In about 3 months all I observed was to the contrary. I was delivering the results as expected but was confused when my sales manager pulled me up for not making the mandatory 13 cold calls per day as per the requirements of the job. He went on to say that no matter the results, you got to make those cold calls. I was closing more deals than the rest of the team because of my vast network but was being lectured about how making ‘n’ number of calls will lead to ‘x’ number of conversions.

As illogical as it sounded, this company was rewarding people for ‘fitting-in’ than for being extraordinary.

In this case, the unspoken rule seemed to be: “playing by-the-rules matters more than results” or “my boss rewards mediocre employees and fears top performers.”

The behaviours organizations promote and tolerate, determine their real They are more powerful than any written rules. Or that a mission statement, for that matter. Many times it is the unspoken rule that promotes mediocrity in the organization and is reflective of the culture that prevails.

It’s important therefore for organizational leadership to understand the true reflection of the culture. What unspoken rules do is to; erode trust,

I find that even today after almost 30 years of working and consulting with organizations. There is often a gap between what the organizations communicate and their reality.

When the leadership behaviour is different from their spoken word, employees turn cynical and lose faith and trust in the organization’s vision, mission and values. I find that many managers talk about promoting innovation, creativity, collaboration, teamwork, initiatives, openness but their behaviour seems to promote mediocrity, competition, conformance, politics, fear and individualism.

It’s time to conduct an audit of all the unspoken rules in your organization. That’s the only way you can bridge the gap and build a culture of trust and growth.

Here is a list of unspoken rules I have come across in my interviews with several thousand employees across multiple organizations;

  1. Anyone can speak up as long as you are in agreement with your boss
  2. Collaborate but we will reward you for your individualism
  3. Take initiatives but with your bosses approval
  4. We promote creativity and innovation as long as you don’t upset the status-quo
  5. There are two rules in this company; 1 – the boss is always right 2. When he is wrong, refer to rule 1

Which are the funny and whacky ones you have come across? Share in the comments. Will be interesting to know….

Time To Throw Out Education Which Treats Humans As Raw Material In A Production Assembly Line🤔

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What really differentiates us ‘humans’ from the rest of the living beings in this planet?

That we have our unique personality, independent thinking, special abilities, interests and more importantly we can identify these and develop them with purpose.

Yet, our education system puts all individuals through the same universal templates, rituals and patterns of study and expects them to perform at extraordinary levels and more so also enjoy what they do.

My thoughts on this arose by observing a simple ritual in an Indian temple. Here was a family who had brought their little child who had started crawling for a ceremony called ‘annaprasna’ (where the child is going to have his first taste of solid food). Towards the end of this event, several objects were neatly laid out at a short distance from the child; which included books, tools and instruments, money, jewels etc. The belief is that the child when grown up will be inclined to or do well in areas based on his choice of object. For example, if he chooses books, he will do well in knowledge work, and if money is chosen then he would be wealthy; so on and so forth.

The origins of this can be traced back even to the times of Mahabharata. Each of the Pandavas picked up a weapon of their choice and then were trained on the same for many years by their great guru Dronacharya. That they became the masters of their trade points to the fact that if we can identify and build on the strengths or natural inclination of a child early in his life, he/she can become a master and achieve great success in the field.

I have been advocating this for many years in schools, colleges and organizations. While people tend to initially agree that it’s the best course of action, somehow resist to implement it in their real world. They prefer to choose certainty (which is not guaranteed considering the varied results we get of children who have passed out from the same school under the same tutelage and similar training) to making the leap. This was also amplified from my observations from the story above. I could see that the parents and the whole family were deliberately trying to attract the child towards what they felt would be the right object to pick. The free will of the child was lost then and from then on I am sure he will be put through the grind which may not necessarily be his choosing but what the societal norms demand.

Imagine if schools actually helped kids identifying their talents right from a very young age and growing their skills for the next 12 years instead of letting them all follow the same routine and leaving them confused in life after graduation.

Don’t you see that happening all around you and all of the time? Isn’t it time to change the way we enable growth and development?

Psychometric tools are highly useful in identifying the natural predispositions of individuals and our research after thousands of administration at a senior level in organizations have confirmed. The only problem we see is that it is too late for many to rewind and start again.

Have you ever felt that you or any of your near and dear one’s have been put through the grind against their will or inclination?

Please share your comments and share widely, together we stand a chance to influence the future generations.