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Creating Flow

The Freedom To Be

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Flow Consulting in collaboration with Bombay Connect

Presents 

    FLOW Organization Management Coaching 

 August 20th to 31st , 2012 Mumbai

FLOW Organization Management Coaching is a coaching clinic for the leadership of an organization. It invites organizational leaders, owners, founders, entrepreneurs along with their key team members for addressing current organizational challenges and to move the organization to the next level of strategic growth. Leaders are also welcome to participate as individuals, if they wish.      

Objectives

* Identifying the key organizational challenges and relating them to leadership, culture and organization structure.

* Generating insights on leadership, teamwork, decision-making, culture, ownership, role-clarity, empowerment, policy implementation, accountability and effective performance management

* Devising a course of action to move the organization to the next stage of growth

Logistics

Dates: 20th to 31st  August 2012

Coaching Session Timings:  Morning   – 10.00 am to 1.00 pm

Afternoon –  3.00 pm to 6.00 pm

 Time: Book session date and time by prior appointment.

Venue: Bombay Connect, 4th Floor, Candelar Bldg, 26 St. John Baptist Road, Near Mount Mary Steps, Bandra (W), Mumbai

Cost: Rs. 1,500/- per session

Registration: Write to bombay.connect@unltdindia.org or Call 022 32220475 / 9004256464

Next Step

In order to take the organizational coaching to the next level there is an option of continuing the coaching for the next three months, by choosing specific organizational project to work upon for tangible results. Some examples could be:

* Hand holding a start-up from initiation to product / service validation stage

* Moving from being a founder driven to professionally managed organization

* Creating alignment and trust among senior leaders for meeting organizational goals

* Re-structuring the organisation, with a focus on role-clarity and accountability.

Testimonials

 “MOS came across FLOW by chance and until then, we had not even thought about engaging a professional to help achieve certain goals. MOS is run single handedly with a core team that came together from different walks of life and groomed to work in a certain way. With the rapid progress that we experienced, newer talent was hired and it became evidently important to transition from a ‘one man show’ to a ‘professionally run’ set-up. Flow was consulted with solely this challenge in mind – to make the core team and the new professional blood work cohesively and each independently bringing their strengths to the fore and using their own emotions and thought processes rather than blindly clutching for support.

Flow infused freshness and empowerment in the organization that is visible even months later. The changes have trickled in a ‘top-down’ manner and what Flow has accomplished is a start of much needed efforts to enrich interpersonal rapport, understand accountability and decrease stress levels. Further, Flow has also conducted individual leadership coaching for a few key profiles. The health of an organization is completely dependent on the people and with Flow’s help, we now have awakened minds. A Flow ‘health-check’ is recommended to jump start organizations to move forward in the right direction.”

Mehul Desai, Founder and Chairman, Mail Order Solutions (India) Pvt. Ltd.

A major concern, recently, was the general feeling that many of those who had joined the staff in recent years were not in tune with the philosophy of the founders and the commitment and team spirit that had existed earlier was diminished as a result. A fortuitous meeting with FLOW through the Bombay Connect lead us to believe we had found the kind of facilitators we could trust implicitly to achieve our goals. While our project is still a work in progress, Flow has already helped us to reassess roles within the top administration, to establish clear lines of open communication and delineate individual roles. Individual and group meetings with staff members across all centres and discipline have given a clearer idea of areas of staff interaction and roles definition in the secondary layer of administration that need to be addressed.

Most importantly, the group sessions encouraged staff to voice their concerns and set the stage for more healthy discussions to sort out individual differences that now take place regularly, as individuals look within to re-evaluate their personal aspirations and understand better our organizational goals. We already see this new atmosphere of openness leading to better participation by staff members in group activities and organizational tasks even at this early stage, and look forward to continuing to work with Flow in the areas of strategic planning and organizational development to fulfill, re-energize and restructure our organization to meet the ever-changing aspirations of our stakeholders.”

Kate Currawalla, President, Maharashtra Dyslexia Association

Being a start-up we were looking for a platform where we could help each employee to identify themselves with the brand and have a sense of belonging to the brand, also since we had a mix set of people who have been part of Bennett for a long time and the once who have been hired in the recent past, the people in the team came from diverse culture and values. Our objective was to bring about cohesiveness in the team so they understand each others values, work style, and together work as a team with common objectives and values. We wanted our employees to understand who we are? Where are we heading?

FLOW first met up the Leadership of the Organisation individually and designed the workshop accordingly. It was decided that there would be a two day workshop, first for the Leadership of the Organization and we would then phase this out and have another workshop for all the employees of the Organisation. The workshop designed by Flow was exactly like the name of their Organisation. It just flowed effortlessly where people started talking without any inhibitions and various questions came up which were answered within the team by the various process owners. The second day got further intense and we were gradually getting where we wanted to be. The Team Leads started connecting to the Brand Prime Connect as the brand they come from and they belong to rather than their past associations and slowly the discussions started transforming from me , I and then to we and us and what the employee’s together want for Prime Connect and where we together want to see Prime Connect. The two days’ workshop brought about cohesiveness among the leaders and we are looking forward to extending the workshop into the second phase where each and every employee of the Organisation identifies with the Brand and works with same set of values and beliefs and Corporate Ethos.”

Mohua Banerjee, Head – Human Resources, Media Network & Distribution

“Flow Consulting gives an amazing insight into organisational development and direction. Allowing people to get a macro view of where they want to go, while addressing the micro challenges in getting there!”

Lee Bolding– Founder and Partnerships Manager, Atma

“The concept of an organization development in comparison to an individual’s growth was very enlightening. It was very interesting to understand an organization’s sustainability through the Organization Life Cycle”

Veena Shetty, Manager Training, Bayer India

Facilitator

Ajay Kalra, is a certified Organization Development  practitioner and business coach. He is passionate about enabling organisations to reach their full potential through a pragmatic balance of strategy, task and people development. Being a Chartered Accountant he brings a process oriented and structured approach to each assignment.

Having over a decade of corporate experience, he has worked both in the domain of finance and human resources at organizations like Price Waterhouse Coopers, Schindler and Edelweiss. His last corporate assignment was as COO – Human Resources at Edelweiss Capital. He is a certified Myers Briggs Type Indicator (MBTI) trainer with an expertise in using personality type theory for leadership, coaching, conflict resolution, team building, career enhancement. He has undergone sensitivity training and Organizational Development Certification Program (ODCP) conducted by the Indian Society for Applied Behaviour Sciences (ISABS). In his work as an OD practitioner he uses a variety of methodologies ranging from organizational life cycle, systemic change, process work and gestalt amongst others.

He is a visiting faculty in management schools on the subjects of change management and learning organisations. He is interested in dream interpretation and creative writing, and conducts open programs on the same when time permits. A published writer with a love for poetry, he believes change is a convergence of many forces.

www.flowconsulting.in

www.creatingflow.wordpress.com

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“What do you do?” We are often asked. The question leaves us stumped. Depending on who’s asking, our answers may range from – organisation development, HR consulting, leadership development or team building. Some people end up thinking we offer life skills. Well the actual answer is peculiar. We do neither of the above, yet all of the above. Let me explain.

First, why is it difficult to explain what we do? Second, what we do and what emerges out of it.

My work is purely experiential, hence difficult to explain. It is like asking someone eating a chocolate ice cream what does it taste like. He will say “it tastes like chocolate ice cream”. Now, if you have tasted chocolate ice cream you will recall that taste from memory. But if you have never eaten it before, then chocolate ice cream are simply words and you are as clueless as before.  Since what I do is not something I have experienced others do, I don’t really have words to explain it. In which case I use common words that people will relate to – OD, HR, Training, Coaching etc. Of course these have so many connotations based on the listener’s association with these words, that he simply puts my work under one of these buckets, and is quite satisfied thinking he has understood what I do. But that is not what I do.

So what do I do? Simply put, I engage people in conversations. With themselves or with each other. It is my belief that all that is manifest in the outer world is on account of the inner conversations of people. These conversations may comprise of beliefs, values, ideas, notions, concepts, theories, philosophies, prejudices, perceptions, views, opinions, judgements. Call it what you may, all these form part of our inner conversation, that becomes our self-identity. When this personal inner world relates to another person’s inner world it creates a relationship. When there are more people bound together, it creates a culture. Cultures gives rise to systems, processes, policies – stated or unstated- to manage a social unit. Be it a family, organisation or a nation.

In the work we have done, I have observed that engaging people in facilitative conversations brings awareness of mindsets, values, strengths, weaknesses, cultures, roles, systems. It also highlights how these are related to each other and helps to identify what is functional and dysfunctional in a particular situation. These conversations are very real. By that I mean pertinent to the person’s current life situation. Since neither of this is intellectual or cognitive, it impacts people at a feeling level. These conversations have the capability to impact mindsets and beliefs, during the course of the conversations itself. Even views the person may hold about himself. Quite unlike intellectual learning, where concepts are gathered, to be put to good use later. Which in my experience rarely happens. It only adds to the concept bank of a person, without creating any shift in consciousness.

So what use is this? The beauty of it is, that it can be put to any use. Ranging from helping individuals get in touch with themselves more deeply, facilitating full self-expression to building organisation cultures. The outcome is mostly a by-product of these conversations. A recent interview and interactive process we did with the leadership team of an organization to my mind built individual and group self-awareness, opened communication blocks, examined individual styles to organizational roles, identified key organizational blocks, built ownership to the organisation brand and vision and identified the next strategic initiatives for organizational growth. Did we start with these objectives? No. We simply started and ended with facilitating conversations that were unarticulated. Bringing multiple perspectives to awareness for exploration and enhancing the gestalt of an individual to experience himself and another. Whatever objectives were achieved, were an outcome that of that process.

I often tell people, what I do cannot be told or sold. It can only be experienced and recommended. People who have experienced our work and found value in it, become our brand ambassadors. We recently did a group coaching exercise for young adults, as a part of a two year leadership program called Gandhi Fellowship. Enclosed below is a testimonial from Tripti, the Head of that program. It was one of the most fulfilling assignments and the comprehensive testimonial is reflective of how we work. Even though the focus in this assignment was the individual and not the organisation, our approach in all cases remain the same. Facilitating the unsaid.

In conclusion I am reminded of the saying “The proof of the pudding lies in eating it.”

And, knowing what Flow does lies in experiencing it!

Testimonial from Kaivalya Education Foundation

{http://www.gandhifellowship.org}

Flow conducted a five day Personal Reflection process for the fellows of the Gandhi Fellowship program. The brief to Flow was to design a process that would enhance the fellows’ self-awareness, get them to systematically begin exploring the question, “Who am I?” and thus be able to reach clarity about themselves so as to enable each fellow to articulate to herself his/her early version of their ‘private dream’; which is a the pivot around which the Gandhi Fellowship program is designed.

 Flow had to design a process that explored the innermost questions of each individual but it had to be done in a group and it had to be designed for 40 people. How to design a standard process that can be customized to the needs of each individual? And most importantly how to do this an environment that is emotionally and psychologically safe? These were the issues around which Flow had to work.

 Added to this was the challenge that these were no regular corporate employees, who would do a process simply because they had been asked to. The Fellows are individuals who will not do anything only for the sake of it and they are people who will ask questions and demand reasons for what they are getting in to.

 Flow Consulting designed a process that effectively and intelligently worked around the above-mentioned challenges and constraints. The design of the process was accurate to the last minute and yet left room for ideas and emotions to flow when needed. Within a tight design there was room for adaptation, participation and even co-facilitation. The beauty of the process was that by the second day fellows themselves had begun to contribute to the facilitation process.

 The process stretched the limits of all, the fellows and of members from Flow Consulting too. A process of such intense nature that extends for five days can be a emotionally and psychologically draining but Ajay, Payal and Jaya flowed through the ebb and flow of intense emotions with consummate ease.

 What I appreciate most was their ability to connect with, respect and appreciate the uniqueness of the Gandhi Fellows. This attitude percolated to the fellows and so they were able to draw  real appreciation and respect from the Fellows.

The most evident outcome of the process has been that the Fellows have learnt how to accept the emotion they are feeling at a given moment and  then give word to their emotions. This ability to connect to the ebb and flow of one’s emotions is the first step towards taking responsibility for one’s feelings, which in turn is a giant step in reaching true maturity. Flow has made a huge contribution to this growth in the journey of the 40 fellows.

Tripti Vyas

Head: Gandhi Fellowship Programme

Kaivalya Education Foundation

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As the participants poured in and took their places, the streaming light from the large windows flooded the room, making it seem more spacious than it was. Each had their own expectations. Their own dreams. Yet for these two days, their roles as social entrepreneurs got them together. This was a leadership retreat and they had come here to learn about negotiation, delegation, time management and engaging stakeholders. At least, that is what they had planned for their training needs.

The two facilitators had a plan for the training, as well. The projector in the middle of the room was part of the plan. So was the power point they had prepared. They were confident. They had done this before. Two hours of presentation and two hours of engagement. It was a safe bet. For them, and for the participants. With the structure in place, what could go wrong?

Apart from the participants and the two facilitators, there was something else in the room. An unseen alive force. Something vibrant, yet still. It was the spirit of that room. Created out of the unconscious intermingling of the deepest desires, fears and beliefs of all those present. It was witnessing the gathering unfold. It had a life and a plan of its own.

The ‘training’ began with a question. A question each, that a member wanted to explore. That question led to more questions. Questions of all kinds. Probing, searching, looking in the deepest corners of the person. Like, a slithery snake made of questions let loose inside, looking for what was hidden, unacknowledged and unappreciated. Some questions were evaded, some were answered. It did not matter the snake had access to what was inside. It knew. Now the task was to bring the hidden to light, the results of the first exploration.

What emerged was a child and an engineer. The child was rebellious. The engineer analytical. Neither were listening or reflecting. The child wanted and the engineer rationalized. How could learning happen? It didn’t. Yet the framework was rattled. Was shaken. Learning would happen. The process had begun. The seed was sown. It would grow in its own time.

The sharing moved the spirit of the room. Other participants wanted to find the people hidden inside them. The hidden stories waiting to be told. Very soon, the projector was swept aside unused and the power-point forgotten. What really mattered now was to explore and share the unconscious spirit. Drink from the well of the unknown. A bitter portion that illuminated life.

As we explored the room was filled with more participants. Characters from within. Unseen yet very much alive in each participant.

We came across a small girl that wanted to play in the rain. Yet was afraid of getting wet.

We found a guerrilla warrior ready for the next battle. Yet not strategising enough to win the war.

We discovered another small girl that was now grown up. Yet finding it difficult to say goodbye to her old self.

We found a grass-root leader who had found his roots at a young age. Yet to develop the capacity to have difficult conversations.

And each character had a story to tell. An untold story. We narrated its story and set it free.

At the end, the participants felt lighter. The facilitators felt fulfilled. There was meaning in discovering and sharing stories. It was not part of the training plan. It was not part of the skill-list the participants had posted. Yet it was real. Healing. Self generative. Like a dip in the icy cold Ganges waters at Rishikesh. It pricks you all over. Yet invigorates your soul.

The ‘training’ that was planned for four hours extended to two days. The spirit of the room had staked its claim.

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