Ravinder Bisht

It was a delight speaking on "Employee Experience in the age of AI - designing work that feel human". ETHRWorld "AI will make processes faster, data richer, and decisions sharper, but speed and scale are not substitutable for meaning, accountability or ethical responsibility. Leaders are the guardians of employee experience and their job is to ensure that technology amplifies people's capabilities and not diminish their morale..."

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Culture Is a Leadership System, Not a Sentiment Over the years of working closely with Indian CXOs and boards, one pattern has consistently stood out. Culture is frequently discussed in emotional terms—engagement, pride, loyalty—yet it is often managed informally and inconsistently. In reality, culture is a leadership system. It is shaped by how authority is exercised, how decisions are made under pressure, and how consistently standards are applied across plants, offices, and leadership layers. Culture does not sit in posters or town halls; it resides in everyday leadership choices. My work with Great Place to Work® and Top Employers Institute certification frameworks has repeatedly reinforced one insight: culture is not what organisations aspire to be—it is what employees experience daily. In many Indian organisations, that experience is uneven—strong at the centre, diluted at the edges. What senior leaders believe they are signalling is not always what employees actually receive. Culture lives in promotion and succession decisions, the quality of performance conversations, tolerance for poor behaviour from high performers, and leadership responses to failure or dissent. Employees infer culture not from values statements, but from patterns of leadership conduct over time. For boards and promoters, this reframing is critical. When culture is treated as sentiment, it is delegated—often to HR or communications. When culture is understood as a system, it is governed. Governance means clarity on leadership expectations, consistency in people decisions, and accountability for cultural breaches. Organisations that build strong cultures do not necessarily invest more in initiatives. They invest in consistency—between what leaders say and what they do, between stated values and operational decisions, and between intent and execution. Culture transformation does not begin with communication campaigns. It begins when leadership teams accept that culture evolves only when leadership capability, people systems, and accountability mechanisms are aligned. Indian enterprises that recognise culture as a system are far better positioned to scale sustainably, professionalise leadership, and retain institutional trust. Culture, ultimately, reflects leadership choices—repeated every day.

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The Leadership Lessons Hidden in Everyday Moments! Some of the most valuable insights in leadership come not from formal training or strategic planning but from the moments that challenge our instincts and shape our approach.  One lesson that has remained central to my professional growth is “the importance of pausing before responding”. In high-pressure environments, the expectation is often to react swiftly—provide solutions, navigate challenges, and maintain momentum. However, I have found that the most impactful decisions and conversations benefit from a deliberate moment of #reflection.  A situation that reinforced this occurred during a complex negotiation. Initially, my instinct was to respond immediately, to clarify, to reposition. But by pausing, I gained a deeper understanding of the underlying concerns, allowing me to craft a response that was not only effective but strengthened trust.  Similarly, in #leadership, the ability to take a step back—before making a decision, before delivering a message, before reacting to unforeseen circumstances—can be the difference between a transactional exchange and a lasting professional relationship. A measured response signals thoughtfulness, instills confidence, and fosters meaningful engagement. As professionals navigating evolving industries, this principle extends beyond communication—it influences leadership, strategy, and interpersonal dynamics. How do you incorporate reflection into your decision-making processes?  

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Leadership has always fascinated me, especially when it comes to managing the senior-most levels of an organisation. After nearly two decades of working across hierarchies—from executive roles to engaging with CXOs—I have realised that effective leadership at the top cannot be just confined to textbook theories. It requires a more practical and a trust-driven approach with mutual respect . Here is my take define the big picture and the why behind along with clear expected outcomes leaving the how to them  i.e set visions with them and not tasks Senior leaders possess expertise and years of experience—micromanagement weakens trust, while autonomy fosters empowerment , ownership, and the performance that reinforces trust. Senior leaders should be treated as strategic partners—engaged in input, brainstorming, and co-creating long-term roadmaps—fostering collaborative leadership and shared ownership of the company’s vision. Leadership at the top should focus on KPIs, milestones, and strategic alignment—reviewing outcomes, not daily execution and how of it Act as a sounding board. By asking thoughtful questions rather than prescribing answers, leaders sharpen strategic thinking and inspire senior executives to find the best possible solutions. It is important to understand what's your style as a " great company is a group of great leaders only". Regards

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VISIBLY BUSY 🥸 vs JOYFULL & CONTENT 😃!! One of the leading discussions in Organizational Psychology 📖 centers around how employees are perceived and evaluated within the workplace 🏢 . Notably, recent studies are shifting the focus from those being judged to those doing the judging. This area reveals significant opportunities for development-exploring such topics can be especially valuable for individuals who have a particular style or tendency in their approach to judging others 🧐 😏 . In my experience interacting with various professionals in corporate environments, I’ve noticed a common perception: those who are visibly busy 🫥 😏 😮‍💨 , constantly on the move and projecting how much they have to do are often viewed as more productive and valuable than their calm, joyful colleagues. Unfortunately, this has led to the misconception that people who appear happy and relaxed 😌 must not take their work seriously. I’d like to challenge and dispel that myth. 💣 Changing our mindset and embracing a growth mentality takes deliberate effort. Numerous studies have shown that individuals who are confident, act with integrity, and genuinely enjoy their work tend to exude happiness, calm, and joy, not just in their personal lives but in their professional environments as well! It’s important to distinguish between being busy as a status symbol and experiencing true happiness and contentment. In many circles, especially among some leaders, busyness is regarded as a sign of ambition, competence, and success. It can become a form of conspicuous display, where a packed calendar substitutes for actual achievement or fulfillment. This can foster a culture where projecting busyness takes precedence over genuine productivity or satisfaction. (Of course genuine busyness is not the topic of discussion here 🤓 ) Someone who is truly happy and content might still lead a busy life filled with meaningful activities, but they don’t need to showcase their busyness to others. They find peace and satisfaction internally, whether their schedule is full or not 😄. In contrast, those who feel compelled to constantly demonstrate how busy they are may be seeking validation 🤔 or covering up feelings of inadequacy 😶‍🌫️ . Ultimately, the real difference lies in the source of one’s well-being. Happiness and contentment come from a sense of fulfillment and inner peace, whereas “busyness” as a status symbol is often about appearances and a desire for external approval. Let’s recognize that being joyful, calm, and happy at work is not a sign of weakness or lack of seriousness, but a testament to resilience, self-awareness, and true professionalism. This post is dedicated to all the joyful individuals we encounter each day in our workplaces! 😃 🫡 🌻 #Corporatemyths #leadershipstyle #professionalism #Happy #Joy #corporate #perception #busy #calm #resilience #selfactualization

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Where Classroom Training Ends, Real Learning Begins We often invest heavily in classroom training programs, celebrating their completion as a milestone. But here’s a critical truth I’ve learned while leading initiatives like UGAM and UNNATI: Where classroom training ends, real field training—and transformation—truly begins. The effectiveness of any program is directly tied to the feedback mechanism implemented by managers on the ground. If managers actively engage, ask thoughtful questions, and translate learning into action through consistent follow-up, behaviors start to change—and with them, performance improves. But if managers or hierarchy neglect this vital role—if they fail to check in, measure application, or hold their teams accountable—then all the training, effort, and investment risk going down the drain. This raises an important reflection: How robust is feedback loop post-training? Are managers equipped and aligned to coach learning into sustained behavior change? What are the hierarchical checkpoints to ensure learning transcends the classroom and becomes real-world impact? Training doesn’t end with the final slide—it’s just the beginning of a journey that needs real leadership commitment on the field. #SalesTraining #LeadershipDevelopment #FieldTraining #FeedbackCulture #LearningInAction #SalesExcellence #OrganizationalGrowth

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𝐌𝐄𝐄𝐓𝐈𝐍𝐆 𝐎𝐁𝐉𝐄𝐂𝐓𝐈𝐕𝐄 𝐌𝐔𝐒𝐓 𝐁𝐄 𝐈𝐌𝐏𝐀𝐂𝐓𝐅𝐔𝐋, 𝐖𝐈𝐓𝐇 𝐂𝐑𝐎𝐒𝐒 𝐋𝐄𝐀𝐑𝐍𝐈𝐍𝐆 & 𝐋𝐈𝐍𝐆𝐄𝐑𝐈𝐍𝐆 𝐌𝐄𝐌𝐎𝐑𝐈𝐄𝐒 In many organisations, meetings begin with figures, reviews and old commitments. 𝐎𝐧𝐜𝐞 𝐚 𝐝𝐢𝐬𝐜𝐮𝐬𝐬𝐢𝐨𝐧 𝐜𝐞𝐧𝐭𝐫𝐞𝐬 𝐚𝐫𝐨𝐮𝐧𝐝 𝐝𝐚𝐭𝐚, 𝐭𝐡𝐞 𝐚𝐭𝐦𝐨𝐬𝐩𝐡𝐞𝐫𝐞 𝐛𝐞𝐜𝐨𝐦𝐞𝐬 𝐫𝐢𝐠𝐢𝐝 𝐚𝐧𝐝 𝐩𝐞𝐨𝐩𝐥𝐞 𝐰𝐢𝐭𝐡𝐝𝐫𝐚𝐰. Conversations driven purely by numbers tend to lose warmth, and people slowly disconnect even while sitting through the session. 𝐅𝐢𝐠𝐮𝐫𝐞𝐬 𝐦𝐚𝐲 𝐛𝐞 𝐢𝐦𝐩𝐨𝐫𝐭𝐚𝐧𝐭, 𝐛𝐮𝐭 𝐭𝐡𝐞𝐲 𝐜𝐚𝐧 𝐦𝐚𝐤𝐞 𝐚 𝐫𝐨𝐨𝐦 𝐝𝐮𝐥𝐥 𝐰𝐡𝐞𝐧 𝐩𝐨𝐬𝐢𝐭𝐢𝐯𝐞 𝐞𝐧𝐞𝐫𝐠𝐲 𝐢𝐬 𝐦𝐢𝐬𝐬𝐢𝐧𝐠. 𝐅𝐢𝐞𝐥𝐝 𝐟𝐨𝐫𝐜𝐞 𝐚𝐧𝐝 𝐭𝐡𝐞 𝐚𝐫𝐦𝐲 𝐛𝐨𝐭𝐡 𝐬𝐡𝐨𝐰 𝐭𝐡𝐚𝐭 𝐩𝐞𝐫𝐟𝐨𝐫𝐦𝐚𝐧𝐜𝐞 𝐫𝐢𝐬𝐞𝐬 𝐧𝐨𝐭 𝐨𝐧𝐥𝐲 𝐰𝐢𝐭𝐡 𝐫𝐞𝐬𝐨𝐮𝐫𝐜𝐞𝐬 𝐛𝐮𝐭 𝐰𝐢𝐭𝐡 𝐳𝐞𝐚𝐥, 𝐢𝐧𝐬𝐩𝐢𝐫𝐚𝐭𝐢𝐨𝐧 𝐚𝐧𝐝 𝐚 𝐬𝐞𝐧𝐬𝐞 𝐨𝐟 𝐛𝐞𝐥𝐢𝐞𝐟. A meeting gains momentum when leaders move from “𝐈 𝐧𝐞𝐞𝐝 𝐭𝐡𝐢𝐬, 𝐈 𝐧𝐞𝐞𝐝 𝐭𝐡��𝐭” to what their people can earn and achieve. Speaking about their benefits and growth opportunities lifts the room far more than numbers. 𝐏𝐨𝐬𝐢𝐭𝐢𝐯𝐢𝐭𝐲 𝐠𝐢𝐯𝐞𝐬 𝐦𝐞𝐞𝐭𝐢𝐧𝐠𝐬 𝐭𝐡𝐞 𝐭𝐨𝐧𝐞 𝐭𝐡𝐚𝐭 𝐫𝐞𝐯𝐢𝐞𝐰𝐬 𝐧𝐞𝐯𝐞𝐫 𝐠𝐢𝐯𝐞. Recognition shifts the atmosphere in seconds. When the manager of a 30-people meeting identifies the 4 best people on the basis of passion, willingness to work, learning curve, behaviour and new product performance, the room immediately lifts because appreciation creates connection. 𝐏𝐞𝐨𝐩𝐥𝐞 𝐟𝐞𝐞𝐥 𝐦𝐨𝐫𝐞 𝐚𝐭𝐭𝐚𝐜𝐡𝐞𝐝 𝐭𝐨 𝐚 𝐦𝐞𝐞𝐭𝐢𝐧𝐠 𝐰𝐡𝐞𝐧 𝐭𝐡𝐞𝐢𝐫 𝐞𝐟𝐟𝐨𝐫𝐭 𝐢𝐬 𝐫𝐞𝐜𝐨𝐠𝐧𝐢𝐬𝐞𝐝. Addressing the bottom 2 is also part of building a serious culture. Feedback rooted in behaviour, logic and data, and delivered privately, avoids humiliation and opens the door for improvement. 𝐑𝐞𝐬𝐩𝐞𝐜𝐭𝐟𝐮𝐥 𝐜𝐫𝐢𝐭𝐢𝐜𝐢𝐬𝐢𝐬𝐢𝐦 𝐡𝐞𝐥𝐩𝐬 𝐩𝐞𝐨𝐩𝐥𝐞 𝐫𝐢𝐬𝐞; 𝐮𝐧𝐧𝐞𝐜𝐞𝐬𝐬𝐚𝐫𝐲 𝐩𝐫𝐞𝐬𝐬𝐮𝐫𝐞 𝐜𝐥𝐨𝐬𝐞𝐬 𝐭𝐡𝐞𝐦 𝐝𝐨𝐰𝐧. Keeping more people engaged strengthens the meeting. Calling out individuals who show strong passion, acknowledging a rising learning curve or appreciating improvement in new products invites wider participation. Even asking someone from the last rows what they understood from a slide helps bring the room together. 𝐂𝐫𝐨𝐬𝐬 𝐥𝐞𝐚𝐫𝐧𝐢𝐧𝐠 𝐢𝐬 𝐨𝐧𝐞 𝐨𝐟 𝐭𝐡𝐞 𝐬𝐭𝐫𝐨𝐧𝐠𝐞𝐬𝐭 𝐬𝐢𝐠𝐧𝐬 𝐭𝐡𝐚𝐭 𝐚 𝐦𝐞𝐞𝐭𝐢𝐧𝐠 𝐡𝐚𝐬 𝐰𝐨𝐫𝐤𝐞𝐝. What people remember after a meeting is never the number of slides. 𝐓𝐡𝐞𝐲 𝐫𝐞𝐦𝐞𝐦𝐛𝐞𝐫 𝐰𝐡𝐞𝐭𝐡𝐞𝐫 𝐭𝐡𝐞𝐲 𝐟𝐞𝐥𝐭 𝐚𝐩𝐩𝐫𝐞𝐜𝐢𝐚𝐭𝐞𝐝, 𝐢𝐧𝐜𝐥𝐮𝐝𝐞𝐝 𝐚𝐧𝐝 𝐮𝐩𝐥𝐢𝐟𝐭𝐞𝐝. 𝐖𝐡𝐞𝐧 𝐞𝐧𝐞𝐫𝐠𝐲 𝐬𝐭𝐚𝐲𝐬 𝐰𝐢𝐭𝐡 𝐩𝐞𝐨𝐩𝐥𝐞 𝐞𝐯𝐞𝐧 𝐚𝐟𝐭𝐞𝐫 𝐭𝐡𝐞 𝐦𝐞𝐞𝐭𝐢𝐧𝐠 𝐞𝐧𝐝𝐬, 𝐭𝐡𝐞 𝐩𝐞𝐫𝐟𝐨𝐫𝐦𝐚𝐧𝐜𝐞 𝐭𝐡𝐞𝐲 𝐝𝐞𝐥𝐢𝐯𝐞𝐫 𝐧𝐚𝐭𝐮𝐫𝐚𝐥𝐥𝐲 𝐫𝐢𝐬𝐞𝐬. When meetings manage to create that hangover of positivity, performance strengthens without being forced. #Leadership #TeamCulture #FieldForce

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What if the real measure of leadership is not how much we build… but how deeply we elevate the people inside it? This question stayed with me after listening to my mentor speak about human-centred design. It reminded me of a truth I have seen across every team, every turnaround, every transformation. Workplaces do not shape people. Leaders do. And how we design the environment around our teams quietly determines whether potential expands or contracts. When I reflected on the message, five insights became very clear for me. 1 - People are the blueprint. Not the structure. Not the strategy. Not the technology. Every system becomes more effective the moment it is designed around how humans actually think, learn, focus, and feel. When leaders honour this, performance is not forced. It unfolds. 2 - Hybrid work is not a debate about location. It is a question of intention. People come to the office for one thing. The ability to do meaningful work. Our responsibility is to design environments where focus, collaboration, and belonging coexist instead of compete. 3 - Strengths are instruments, not labels. Great leaders activate their strengths with precision. Not to look powerful, but to make others stronger. When each person plays the right instrument, the organisation becomes an orchestra rather than noise. 4 - Trust is the real architecture. In times of uncertainty, people do not need perfect answers. They need presence. A leader’s steadiness becomes the emotional foundation of a team. Where trust lives, fear leaves. And where fear leaves, performance returns. 5 - Vision is only real when the path exists. Ideas are easy. Execution is leadership. The moment a leader translates vision into rhythm, structure, and accountability, culture begins to breathe with purpose. These ideas reminded me of something my dad once alluded to. Transformation begins when we truly observe the world as it is, not as we wish it to be. And my mentor teaching echoes this. The moment we bring awareness into our actions, the ordinary becomes powerful. Leadership is no different. We are designing environments of possibility every single day. Some consciously. Some accidentally. But all with consequence. Let me ask you! 1-5, which one will you start immediately? And… What is one small design choice you can make today that helps your people do their best work tomorrow? I post daily on generational leadership, purpose, and presence. Follow, save, repost, share your reflections in the comments to help others lead with intention and keep the conversation alive. #harveysfoodforthought #HarveysLeadershipBites #ThoughtsWithHarvey #Harveysdailyleadershipreflection #HarveysLeadershipRhythms #TheLeadershipSignal #LeadWithIntention #Leadership #ExecutiveLeadership #Mentorship #LeadershipReflections

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A practical tool that Vivek Gambhir and I share in HeadStart is the #3MovePlan, a simple way to think about your career journey as a series of pit stops. -Start with your landing role, maybe it’s leading a P&L, heading a function, or launching your own venture. Then work backward: -What do you need to achieve in the next 3 years? -What capabilities do you need to build? -What milestones should you hit every 12–24–36 months? As most leaders will tell you, having even a rough plan gives you a competitive edge. Watch the video and reflect. Get your copy of #HeadStart and build your own roadmap. Link in the comments Penguin Random House India

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Coaching Day at Kolkata – Building Skills Beyond Business A productive and fulfilling day in Kolkata marked another step in our journey of learning, collaboration, and growth. From 10:30 AM to 3:30 PM, along with my team — Vijay, Sharmistha, and Subhankar, we connected with 17 Healthcare Professionals (HCPs) in the field. The discussions were engaging, scientifically driven, and aligned with our mission of creating meaningful partnerships in healthcare. Following our field activity, we held a coaching session at our Regional Office, bringing together the entire Kolkata team. This session went far beyond daily business reviews — it focused on mindset, skills, and professional excellence. 🎯 Core Coaching Themes As part of the developmental journey, I covered four key topics designed to strengthen our team’s personal and professional foundation: 1️⃣ How to Make Money (Financial Freedom) – Building awareness about financial discipline and future planning. 2️⃣ Pathways of Career Growth – Navigating the stages of professional advancement with focus and intent. 3️⃣ Generative AI & Its Future in the Pharmaceutical Industry – Exploring how AI is transforming data interpretation, marketing, and field excellence. 4️⃣ Time Management – Enhancing productivity by aligning priorities with performance outcomes. 📘 Official Learning Modules The session also reinforced our scientific and business acumen through structured modules on: • Consumer Behaviour • Targeting & Segmentation • Pancreatic Exocrine Insufficiency (PEI) in Diabetes • Liver Disease and Its Associated Risks 🧭 Reflections The 4.5-hour session was energetic, interactive, and insightful. Seeing my Managers and TBMs engage with curiosity and enthusiasm made the experience deeply rewarding. As a Coach and Mentor, I find true satisfaction in helping teams think beyond the obvious, develop practical skills, and ignite a continuous learning mindset. These interactions not only strengthen our business capabilities but also nurture leadership from within. Continuous learning is not a one-time event — it’s a culture we build together. Chandra Mohan Janapareddi (CM) Coach | Mentor | Business Leader | Lifelong Learner #LeadershipDevelopment #CoachingCulture #ProfessionalGrowth #TeamEngagement #LearningJourney #PharmaLeadership #GenerativeAI #FutureOfPharma #TimeManagement #CareerGrowth #FinancialFreedom #ContinuousLearning #SkillDevelopment #BusinessExcellence #ChandraMohanJanapareddi

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