"Organizations and individuals were at a
pivotal juncture, both striving for similar
objectives – organizations aiming for profits and individuals pursuing earnings. While profits and earnings represent two facets of the same coin, both parties approach them distinctly"
RAJAN KALIA
The Mindset
The Three Shifts
​One
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The first mindset shift is the recognition that human beings should not be treated or referred to as mere resources. The current term 'human resources' in the corporate world urgently requires revision. Alternative terms like human capital, people operations, people excellence, or any other more human-centric phrase should be adopted. We can no longer afford to label human beings as mere resources.
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Two
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The second mindset shift required for success in today's corporate world involves transitioning from a supervisory role to embracing a coaching approach. The younger generations, Gen Z and millennials, have been raised with a light touch parenting style that emphasizes dialogue and coaching. When they encounter supervisory behaviors and micromanagement in the workplace, they tend to disengage rapidly. This trend has contributed to early attrition and, ultimately, the phenomenon known as the 'great resignation. 'Employees now not only seek coaching in the workplace but are also quick to leave companies and leaders who exhibit a supervisory rather than coaching style.
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Three
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The third mindset shift is centered on agility. Leaders and organizations must adapt to the BANI (Brittle, Anxious, Non-Linear, and Incomprehensible) nature of the modern world. A leader must consistently innovate to deliver results, regardless of the prevailing circumstances. Organizations must steadfastly uphold the promises made to their customers.
Purpose & Performance
Quadrant 1
The first mindset, 'People are People' also aligns with the first quadrant of the NWPL model, where Purpose and Performance converge.
Performance & Connections
Quadrant 2
The second quadrant of the model pertains
to the skills required for achieving optimal team performance through the establishment of deep connections between leaders and their teams.
Connections & Innovation
Quadrant 3
The third quadrant of the model stands out as particularly intriguing. It places a dual focus on both internal and external aspects of the organization. This quadrant encourages leaders to cultivate collaboration skills within their teams, across different functions, and beyond the organization's borders.
Innovation & Purpose
Quadrant 4
The fourth quadrant focuses on the future and the consistent addition of value to your team during every interaction. Your team looks to you for investment in their careers and success. In the new world, leaders can no longer rely on a command-and-control approach.