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Real Stories, Real Impact: Transformative Success in Action.
“Thank you all for a very fulfilling program experience! Superb facilitation, moderating, and content.”
“Amidst PMI’s reconfiguration, the pandemic struck, exacerbating the anxiety and stress already present due to multiple change programs and workplace uncertainties. The IMF Mindset Transformation Program played a pivotal role in fostering greater engagement and cohesion throughout PMI, supporting the organization transformation work not only persevere but accelerate. As a unified team, we successfully completed a comprehensive overhaul of PMI operations in three years, surpassing the original five-year plan. Motivated by the challenges posed by Covid-19, strong leadership, and the invaluable integration and support of the IMF Mindset Transformation Program, we were able to address, leadership, employee and organization needs, and achieve remarkable success.“
Project: Transition and Change Management
Analog to Digital Transformation PMI 3.0
Industry: Professional Development & Education
Challenge: Accelerate the shift from analog to digital while fostering team unity and inspiring a shared vision, using digital technology to revolutionise customer value delivery. This transformation, from 1.0 to 3.0, wasn’t just about upgrading digitally; it was a quantum leap that occurred amidst the COVID-19 pandemic, demanding a resilient and adaptable mindset, fortitude, and flexibility amidst unprecedented emotional, mental and personal strain.
Solution: Support employees across six continents during periods of high stress, exponential growth, and innovation, providing comprehensive assistance to navigate the challenges and opportunities of the digital transformation journey.
Outcomes:
Key Takeaways: Employees rally together and commit to others’ success and shared goals when one creates a culture infused with wellbeing, openness, shared purpose, strong leadership, vulnerability, and inclusivity.
Key Features:
Mindset and Behavioural Shifts
Note: Data was collected using an internationally recognised Positive Wellbeing scale used to evaluate projects, programs, and interventions aimed at enhancing overall wellbeing. It facilitates a deeper understanding of wellbeing at both individual and organisational levels.
The scale evaluates positive action and change by covering key aspects of psychological functioning, including optimism, autonomy, agency, curiosity, clarity of thought, and positive relationships, as well as positive affect.
In addition, qualitative data was gathered through one-on-one interviews, focus groups, and leadership feedback collected by our team and PMI HR.
National India Infrastructure Fund
Title: Improve Retention, Team Cohesion & Prioritize Engagement
Improve employee engagement through stronger emotional connection to their workplace. Align Values and Enhancing Leadership and Team Cohesion Across NIIF.
Client: NIIF (National Investment and Infrastructure Fund)
Industry: Sovereign Fund Infrastructure Investments
Challenge:
Enhance alignment between leadership and employees by bridging gaps in employee perceptions of the organization’s core values. Address challenges posed by the geographical dispersion of teams across Mumbai, Delhi, and other locations, which impact leadership effectiveness, team cohesion, and productivity.
Engagement Strategy:
1. Leadership Alignment:
Engaged leaders directly to ensure awareness and commitment to addressing key challenges.
Conducted interactive sessions in Mumbai and Delhi to identify and resolve misalignments.
Fostered open communication to enhance employee engagement and inspire enthusiasm for the organization’s future.
2. Values Assessment:
Conducted a comprehensive assessment to identify employee challenges and bridge perception gaps related to core values.
3. Mission and Purpose Communication:
Ensured organizational purpose was clearly defined and widely understood, fostering a high-performing and resilient workforce.
4. Group Coaching:
Held an intensive group coaching session at the NIIF Goa offsite, fostering a democratic approach to problem-solving.
Implemented accountability mechanisms to track progress and ensure goal achievement.
5. Management Follow-Up:
Conducted ongoing follow-ups with leadership to sustain alignment and institutionalize improvements through detailed reporting and strategic planning.
Outcomes:
Improved Alignment:
Strengthened the connection between team operations and organizational core values.
Enhanced Cohesion:
Improved interpersonal relationships and teamwork across geographical locations, especially between Mumbai and Delhi offices.
Accountability and Continuous Improvement:
Institutionalized changes through structured follow-ups, ensuring sustained progress and adaptability.
Key Takeaways:
Structured Engagement: Direct, proactive engagement enhances team cohesion and alignment.
Values Integration: Regular reassessment ensures employee perceptions remain aligned with core values.
Leadership Commitment: Ongoing involvement from management is essential for the success of alignment initiatives.
Key Features:
Bespoke Workshops: Tailored sessions addressing specific local challenges and dynamics.
Values Reassessment Tools: Methodologies to regularly assess and align employee perceptions with core values.
Accountability Frameworks: Clear accountability structures established at the Goa offsite, fostering a culture of responsibility and continuous improvement.
Mindset Shifts:
From Siloed to Integrated Thinking:
Before: Employees and management operated in isolation, focusing primarily on local office dynamics without a broader sense of unity.
After: A shift occurred towards viewing the organization as a cohesive entity, recognizing how individual actions contribute to collective goals.
From Resistance to Values Alignment:
Before: Skepticism or a lack of understanding regarding the organization’s core values was prevalent among employees.
After: Employees internalized and embraced these core values, understanding their relevance and significance in their daily roles and NIIF’s overall mission.
From Individualism to Team Accountability:
Before: Employees prioritized personal success or immediate team goals, often without considering cross-office or organizational objectives.
After: A culture of mutual accountability emerged, emphasizing each team member’s role in achieving shared goals and fostering greater collaboration.
Behavioral Shifts:
Increased Engagement in Dialogue and Feedback:
Before: Communication gaps between different levels and locations hindered effective dialogue.
After: Employees actively participated in sessions designed to bridge these gaps, promoting open communication and continuous feedback.
Proactive Participation in Alignment Activities:
Before: Employees were passive recipients of company policies and directives.
After: They engaged actively in workshops and coaching sessions, contributing ideas and committing to both personal and team development aligned with organizational values.
Follow-Through on Commitments:
Before: There were inconsistencies in the implementation of decisions and strategies across different offices.
After: Regular follow-up meetings and accountability frameworks ensured commitments made during the offsite and other engagements were upheld, fostering consistency and reliability.
These mindset and behavioral shifts collectively enhanced team cohesion and alignment with the organization’s core values, ultimately supporting NIIF’s goals of improving infrastructure investment outcomes. This transformation also contributed to a more inclusive, engaged, and responsive organizational culture.
“Now fearless, my mind has become more alert and calm. I have experienced a significant improvement in my mental focus, memory, life and leadership skills. I have developed better judgement, become more discerning, have greater confidence, and am quite happy to accept the uncertainty and impermanence of life.”
“Given the high levels of stress prevalent in modern corporate life, the Retreat offered a comprehensive understanding and expertise in holistic wellbeing, and personal growth. Moreover, the practices learned are tailored for everyday individuals, aiming to promote better health, mental focus and clarity, and resilient living.”
“Absolutely Amazing! The experience is customized, and if one is remotely serious, then the possibilities of unlocking the powers of your mind, unfurl beautifully.”
Project : The Over-Stretched CEO
A Mindfulness and Self-Reflection Retreat
Client: C-Suite Leaders
Industry: Cross-Industry
Top executives from various sectors face relentless demands and pressures that often detract from personal growth and organisational vision. The challenge was to facilitate a transformational experience that would allow these leaders to detach from the rigours of daily corporate life, engage deeply with their inner selves, and refine their leadership approach in alignment with broader personal and professional aspirations.
Solution:
A meticulously designed weekend retreat provided a serene sanctuary conducive to mindfulness and self-reflection. This retreat guided participants through a holistic journey, focusing on key aspects of their lives, careers, and relationships.
Outcomes:
Key Takeaways:
Key Features:
Mindset Shifts:
1. From Isolation to Connection:
2. From Fixed to Growth Mindset:
Behavioural Shifts:
1. Increased Openness and Vulnerability:
2. Active Listening and Empathetic Engagement:
3. Commitment to Continuous Learning and Development:
These mindset and behavioural shifts collectively contributed to a more cohesive and supportive C-suite leadership community, better equipped to navigate complex challenges and drive positive change within their organizations and beyond.
“This experience is going to benefit me for years to come. I am way more resilient and view challenges and problem solving from a totally different lens.”
“The training program was a tremendous challenge, as well as a fantastic journey! The entire team supported our inner growth with immense dedication. Each session was highly supportive and open. I am now committed to my wellbeing every single day!”
