Sandra Colhando – What’s your personal story that led you here in supporting Indigenous women, women of colour and doing the amazing work that you do?

Katja Henaway – Thank you, Sandra. It’s a privilege to be here today, joining the lands of the Gadigal people of the Eora nation in Sydney. I have a deep connection to indigenous communities, having been born and raised in North Queensland by my Torres Strait Islander grandparents. I grew up within Torres Strait Islander and Aboriginal communities.

After a period of living and working in the UK and traveling extensively, I returned to Australia in 2008. As a mature student, I pursued a Bachelor of Community Management at Macquarie University, which provided me with a deeper understanding of Indigenous history and the policies shaping Indigenous Affairs in Australia.

Following my degree, I specialized in Indigenous engagement, collaborating with organizations to design tailored programs for Indigenous communities. My passion for creating unique programs led me to design initiatives for people of color and women of color across the country.

Sandra Colhando – I know you’ve partnered with organisations with governments as well. What would your advice be for an organisation that’s unclear about why and where to start this journey?

Katja Henaway – My advice is that contextualization is highly effective. I’ve often been asked by various organizations and leaders why they should tailor their programs. Some are concerned it may segregate or divide, but the key is this: to boost engagement, contextualization is crucial.

For instance, universities use indigenous pathway programs to increase the enrollment of indigenous students. Similarly, when they aim to attract more refugee and migrant students, they create specific programs tailored to their needs. The same principle applies when transitioning from university to the corporate world, but often, we don’t see this level of contextualization in corporate environments.

What works in schools, universities, and higher education also holds true in the corporate sector and government.

Sandra Colhando – And you’re saying there’s not much happening in the corporate sector? This kind of contextualise? 

Katja Henaway – In many corporations, we often assume that because they already have a diverse workforce, engagement with diverse employees isn’t a concern. However, when it comes to advancing career leadership development and supporting diverse leaders, especially in promoting and hiring more diverse leaders, contextualizing leadership development becomes incredibly valuable. It’s an area where corporations can explore further.

Sandra Colhando – Before delving into the results section, it’s worth noting that organizations worldwide are at various stages of feminine leadership development. We’ve identified three main stages in our work:

Initial Exploration: These organizations are in the early stages, primarily driven by a general awareness of the importance of feminine leadership. They might be asking, “Should we explore this trend that others are adopting?”

Emerging Initiatives: In this category, organizations have already begun experimenting with various women leadership initiatives. While they may have seen some results, these efforts might not yet be fully streamlined. They are building their expertise in this area.

Flourishing Leadership: These organizations have women leaders actively claiming leadership roles, with a more balanced ratio of women in leadership positions. They recognize the business benefits of promoting diverse leadership.

In your experience, have you noticed specific indicators that reflect an organization’s maturity in their feminine leadership efforts?

Katja Henaway –  Certainly, I’ve observed significant differences in organizations, particularly in sectors like large consulting firms, banks, financial institutions, and many legal firms. These organizations typically maintain diverse workforces, resulting in higher efficiency and overall high performance.

On the flip side, organizations struggling to diversify their leadership often exhibit lower team performance. This contrast becomes more evident when comparing these corporate entities to government institutions. In government institutions, leadership roles tend to be predominantly held by individuals of Anglo-Celtic, white, European backgrounds, reflecting limited diversity in the bureaucracy and upper echelons of leadership.

The key takeaway here is that organizations in need of performance enhancement can draw valuable lessons from the successes of large legal and consulting firms in promoting diversity and reaping the benefits of improved performance.

Sandra Colhando – I found your insights interesting, and I’d like to add that the tech industry is another sector that actively addresses diversity. However, it’s intriguing to note that even in industries like tech, which emphasize diversity, there can still be a struggle to achieve equal distribution and representation in positions of power.

I’m aware that you’re doing significant work in this space, collaborating with governments and conducting workshops for women from diverse backgrounds. As organizations and institutions embark on this journey, what, in your opinion, is the most substantial challenge they will face? And how do you believe they can effectively overcome it?

Katja Henaway – A significant challenge faced by many corporations in Australia, I believe, is their hesitance to take the initial step. This reluctance often stems from a lack of awareness about the people of color leadership or First Nations leadership sectors, including their size and capabilities. Assumptions are made that these sectors are small, and there is uncertainty about the feasibility of running programs or filling program spots.

These assumptions need to be dispelled as they are not helpful. From my experience, when developing such programs, although they often begin on a small scale, they tend to grow rapidly. Many of these programs are innovative and unique, often being the first of their kind. Consequently, the market is often unaware of their potential for success. With the right support and leadership, these programs can achieve significant success in a relatively short time.

In essence, the fear of starting is a barrier that needs to be overcome in order to make meaningful progress in promoting diversity and inclusion.

Sandra Colhando – I can relate to that. The fear of starting often comes from a lack of data and concerns about results. Initiatives can appear more challenging than they are.

From an organizational standpoint, I suggest starting with small, impactful actions when exploring feminine leadership.

For individuals within organizations, regardless of gender or hierarchy, promoting diversity can be achieved by advocating for inclusion within your sphere of influence. Your role, no matter how small, can make a difference in fostering a diverse and inclusive work environment. It begins with small steps, and collectively, these efforts drive meaningful change but how can I still promote this with whatever role in space I have?

Katja Henaway – Raising awareness is essential because decision-makers may not be aware of existing programs or the experienced program designers available. Creating awareness about successful programs and the engagement they drive is crucial.

I recall my initial contact with Women and Leadership Australia, where I reached out through their online form. I noticed they lacked indigenous women in their program. After a conversation, we decided to partner. So, reaching out to organizations, offering your expertise, and letting them know you’re here to help can be a great starting point. I was fortunate they responded to my message.

Sandra Colhando – It’s a powerful and straightforward approach—sometimes all it takes is seeking opportunities and proactively pursuing them.

I recently spoke with another woman leader who shared a similar experience within our community. She highlighted the absence of a formal women’s leadership program in her organization. Despite this, she actively sought out suitable programs and advocated for her own development. Many organizations allocate budgets for employees to pursue learning programs, so individuals can take the initiative and nominate themselves. This shift empowers participants and leaders, as they actively seek opportunities, fostering greater connection, recognition, and positive outcomes.

In the realm of specialized leadership development, it’s crucial to avoid clumping different categories together. Customization is key to address unique needs effectively.

So I have two questions around it. How does the approach to women’s leadership differ for indigenous and then coloured background and women of non Indigenous communities?

If you could probably share two three unique points, each of these intersections under women? What would that be for an organisation or anyone working in this area to focus on?

Katja Henaway – The term “women of color” has gained prominence in recent years, but it’s interesting to note that some subsectors within this network may not identify with the term. Indigenous women, for example, often see themselves as First Nations women, while African women might prefer to be recognized as black women. Cultural identity plays a significant role, and many individuals identify with their specific culture.

From a First Nations perspective, the need for contextualized programs is evident, as their experiences and requirements in Australia differ substantially from migrant and refugee women who have settled here. While women of color may relate to certain aspects, First Nations women have a distinct set of needs and experiences.

To cater to these diverse needs, the trend is moving towards more granular contextualization. Separate programs for First Nations women, women of color, and various subsectors like Pacific Islander women and South Asian women are becoming increasingly important. These separate programs can better address the unique experiences and requirements of each group.

The need for this level of contextualization is a recent development, reflecting the evolving understanding of diversity and inclusion.

Sandra Colhando – Shifting the focus to organizations in an emerging state, those who are just beginning their diversity and inclusion journey can find it overwhelming. For them, initiating a comprehensive women’s leadership program can be challenging. The question is, how can we make it more accessible for them to take that crucial first step?

Katja Henaway – The quickest and most efficient way for an organization to launch a program like this is to outsource it to a business with expertise. Instead of developing the programs in-house, consider finding a local business with a proven track record in this area and outsourcing the work to them. This approach leads to quicker success as the external business brings its network and experience to the table, relieving the organization of the burden of developing such programs on its own.

Sandra Colhando –
I like that approach—bringing in specialists to support and exploring partnerships.

Indeed, the results and impact of a successful women’s leadership program are crucial. It’s not just a matter of running the program; understanding the success metrics is key. The impact can be impressive, with notable outcomes such as:

Improved NPS and Inclusion Scores: A shift from 70 to 88% in NPS and inclusion scores.

Enhanced Gender Diversity in Leadership: More women claiming and advancing in leadership positions.

Personal Growth and Career Advancement: Participants overcoming mental barriers, addressing gender biases, and becoming mentors for others. So in your view, what are some of the key metrics you’ve experienced from your shared way an organization can expect or look forward to a successful women leadership programme?

Katja Henaway –
Key metrics often revolve around boosting diversity in leadership. When a diverse person takes on a senior leadership role in an organization, it tends to have a cascading effect on the entire team. We’ve seen this impact in various fields, including politics, where the elevation of a few diverse leaders quickly influences the entire landscape.

One of the most critical metrics is the presence of diverse women in senior leadership roles and the subsequent diversification of the entire organization.

Indeed, a colleague recently shared an intriguing insight with me—the power of one to three. Research has shown that when you have one woman leader in an executive role, you often see the emergence of three more. This research is fascinating, especially as my team is predominantly composed of women. It’s not about bias, but it certainly amplifies diverse voices and representation within the organization.

It’s amusing that, while I work with many influential women, they sometimes create teams comprising exceptional First Nations women leaders. I wholeheartedly support women’s empowerment, but it’s important to remember that diversity encompasses more than just gender.


Sandra Colhando – I want to pick up two questions from the audience. What are some of the top challenges faced by women of colour from your experience, maybe top three challenges that you commonly see?

Katja Henaway – Certainly, some challenges are prevalent, particularly concerning career development. Many career leadership programs in Australia tend to be easily accessible to Anglo-Celtic and white European individuals, which creates a disparity for First Nations people and people of color. This accessibility gap poses a significant challenge for women of color and various women’s groups.

Institutional bias and racism are also substantial challenges, supported by numerous reports and anecdotal evidence. Furthermore, we encounter cultural and religious challenges, as individuals from diverse cultural backgrounds face certain limitations based on cultural and religious beliefs. Managing these internal challenges can be a hurdle for our progress.

Sandra Colhando – Yeah. I was gonna mention the third bit was also us holding ourselves back. Because yeah, some way there could be a bias that we are outsiders to it. So claiming the space. here for a second question is how do you see the role of mentorship in women’s leadership development? And what has been your experience with it?

Katja Henaway – Absolutely, mentorship is incredibly important, even though it’s often underfunded. Research consistently underscores its effectiveness. In my personal experience, both as a mentee and mentor, I’ve found it to be extremely valuable. It’s essential to be open to mentoring from individuals of different ages, backgrounds, or genders. Sometimes, being mentored by someone much younger can offer powerful insights and growth opportunities, challenging traditional mentorship norms.

Sandra Colhando – I do want to take one last question –  For the L&D folks here, any tips on how to influence internal leaders on investing in the space of women leadership development?

Katja Henaway – Influencing and securing investments can be challenging within your organization. It’s often helpful to look for successful examples in other organizations or gather data and feedback from such cases. Building a strong business case with evidence and presenting it to your organization can be effective. Many consulting firms and online reports offer data about the gaps in women of color’s career leadership development and the success of investing in such programs. Building a compelling business case is crucial.

Sandra Colhando – Absolutely, including a results metric is key. Start with a pilot program and measure the results. When you can showcase positive outcomes, the need for further influence diminishes, and progress becomes more straightforward.

Gatik Chaujer: First of all, as we get started, what led you to the place you’re focusing on these three areas – leadership, future and work and employee experience?

Jacob Morgan : My family’s journey began in the former USSR, with roots in the Republic of Georgia. Fleeing in the late ’70s, they moved to Italy, where my parents met. From there, we migrated to Australia, where I was born in Melbourne, eventually settling in the United States. Despite my mom’s emphasis on emotional openness, my dad’s influence led me to avoid vulnerability, shunning discussions about mistakes or failures.

My professional journey took a turn due to disappointing jobs, notably one in Los Angeles for a tech company. Promised exciting work and travel, I ended up stuck in mundane tasks. A defining moment occurred when the CEO asked me to fetch coffee. That experience, 15 years ago, marked the end of my full-time employment under others. It propelled me towards my current focus: creating organizations with engaged employees, fostering future-ready structures, and cultivating great leadership.

Gatik Chaujer : Jacob would love to hear your views on vulnerability and leadership and what’s changing, and I know you have this distinct difference that you talk about and being vulnerable and being a vulnerable leader, I love that example about the Continental Airlines CEO that you speak about. So can you talk to us a little bit about your perspective on vulnerability and leadership?

Jacob Morgan : Vulnerability and leading with vulnerability are often confused. A case in point is the story of Hollis Harris, former CEO of Continental Airlines, who, in the ’90s, sent a vulnerable memo to his workforce during the company’s struggles. However, lacking leadership, he was fired the next day. In contrast, Fleetwood Grobler, CEO of Sasol, faced a similar situation with a heavily indebted company. He, too, acknowledged challenges in a town hall but added the leadership element. He shared his vision, expressed confidence in the team, and invited collaboration to achieve success. This combination of vulnerability and leadership turned the company around.

A practical example is handling mistakes. Merely admitting fault is vulnerable, but to lead with vulnerability, one must also demonstrate the ability to learn and improve. This blend of vulnerability and leadership forms the “vulnerable leader equation”: Vulnerability + Leadership = Leading with Vulnerability. Often, the focus is solely on vulnerability, neglecting the crucial leadership component.

Gatik Chaujer : As you shared those stories, I couldn’t help but recall another favorite of mine—the Stephen Elop Nokia saga in 2011, the “burning platform” story. Your ability to connect vulnerability and leadership in communication resonates deeply. It’s not just about admitting what went wrong; it’s about setting a direction, discussing what comes next, and demonstrating continued leadership.
Now, shifting gears to storytelling and vulnerability, your experience in coaching and training for over a decade mirrors the evolving landscape. A decade ago, discussing vulnerability and authenticity in storytelling was a tough sell. Success stories took precedence, and vulnerability had its share of stigmas. Today, there’s a noticeable shift, and a significant part of our work involves helping individuals and organizations embrace vulnerability in their narratives.

So what role does storytelling play in vulnerable leadership?

Jacob Morgan – Well, I think it’s a pretty big part because part of being vulnerable is to connect with people.Storytelling holds significant importance in leading with vulnerability. Vulnerability inherently involves connecting with people, and storytelling serves as a pivotal means of establishing that connection. Whether sharing personal anecdotes, lessons learned, or challenges being faced and conquered, storytelling plays a central role in the vulnerability narrative. The way you communicate these stories, how they are presented, is crucial. In my book, I outline various personal attributes and traits necessary for leading with vulnerability. Among these, storytelling stands out as a crucial element—a connecting tissue that binds the narrative and contributes to the authenticity and connection derived from vulnerability. It’s a key aspect of the overall process.

Gatik Chaujer:
Absolutely. Vulnerable leadership revolves around connecting, communicating, and expressing authenticity. There’s a continuous need to bring in more vulnerability and learn to share stories and messages authentically. However, even today, Jacob, there’s a lingering challenge around vulnerability. Many leaders aren’t entirely comfortable with it. It’s not something that excites people because showing vulnerabilities might be perceived as revealing a “bad side” or looking uncomfortable. The hesitancy around vulnerability remains a challenge for many leaders. I’m sure you’ve got some research and some great experiences with some CEOs that you may have coached around, what are some misconceptions around being vulnerable that leaders have? And how have you shifted that for them? And what difference are they seeing? Leaders have these fears and misconceptions about being vulnerable? What are those? And what does your research tell you about how people can really be more powerful by being vulnerable?

Jacob Morgan – The first misconception is the fear that vulnerability will be used against you. While it’s true that it may happen occasionally, research on trust games suggests that people are more trustworthy than often perceived. On average, the likelihood of trusting someone is around 50%, but in reality, others can be trusted about 80% of the time. Vulnerability will be used against you at some point, but not as frequently as you might think. It’s a part of life, similar to facing rejection when asking for a promotion, a date, or more money. These occasional setbacks shouldn’t deter you from being vulnerable.

The second misconception, revealed through surveying 14,000 employees, is the fear of being perceived as weak or incompetent when showing vulnerability at work. The solution lies within this concern. To prevent this perception, it’s crucial to combine vulnerability with leadership. It’s not just about saying you made a mistake; it’s about demonstrating what you’ve learned. It’s not merely asking for help; it’s outlining how you’ll address the issue independently in the future. Leadership, coupled with vulnerability, is the key. By showcasing competence alongside vulnerability, you bridge the gap and show a commitment to improvement, dispelling the notion of incompetence.

Gatik Chaujer :
Absolutely, Jacob. Your point about not letting the fear of vulnerability hold you back resonates. In today’s transactional world, there’s a crucial need for leaders to shift toward more authentic relationships. Storytelling becomes a key tool for building these genuine connections.

I love your parallel with “failing fast” in tech organizations. Why aren’t we applying this concept to relationships? Starting with transparency and vulnerability can help identify what’s working and what’s not quickly. How do you see vulnerability, transparency, and “failing fast” intersecting in building effective relationships?

Jacob Morgan :
Absolutely, Jacob. “Failing fast” is not just about the failure itself but also about the crucial step of learning from it. Simply failing fast might not be beneficial unless you take stock of what you’ve learned. In stories from CEOs, I’ve heard instances where vulnerability was used against them. The key is the choice they made afterward—they could have chosen to never be vulnerable again, or they took a step back to reflect on what they learned about themselves, the situation, and the other person. It’s about moving forward with the valuable lessons gained and applying them to future interactions and relationships.

Gatik Chaujer : Absolutely, Jacob. It’s not just about being vulnerable; it’s about embracing vulnerable leadership. The essence lies not just in failing fast but in failing fast and then taking actionable steps based on what you’ve learned. That integration of vulnerability and leadership is powerful.

Now, Jacob, given your extensive experience interviewing and coaching numerous CEOs and leaders, do you observe a common pattern among successful leaders who effectively use storytelling? Have you found that those who excel at being powerful leaders often leverage storytelling as a tool to connect, be vulnerable, and demonstrate leadership?

Jacob Morgan : Absolutely. Speaking inherently involves storytelling. Every time you share something about yourself or express vulnerability, it’s embedded in a narrative. Mastering the skill of storytelling is crucial for controlling the narrative of your story. Many leaders I’ve interviewed emphasize the importance of storytelling in connecting with others and framing discussions effectively. It’s impossible to navigate leadership, especially with vulnerability, without the art of storytelling—how you express things and structure your narratives is integral to leading with vulnerability.

Gatik Chaujer:
Absolutely, Jacob. It’s fascinating to hear about your insights, especially with your wealth of experience in coaching and interviewing various CEOs. I appreciate the connection you’ve drawn between leadership and storytelling—it’s indeed integral to navigate vulnerability in leadership effectively.
On another note, your upcoming book, “Leading with Vulnerability,” sounds compelling, and I’m sure our viewers will be interested. We’ll share the link for preordering in the comments. Also, your earlier work on employee experience, as seen in “Employee Experience Advantage,” speaks to a crucial aspect of organizational success. The recent Gallup survey underlines the hefty cost of employee disengagement.

Given this, how do you see leading with vulnerability impacting employee engagement and motivation within organizations? If you have any stories or examples from your experiences working with companies or clients that illustrate this shift, it would be fantastic to hear about them.

Jacob Morgan:
Absolutely, leading with vulnerability significantly impacts employee engagement. It creates connection, builds trust, and allows employees to bring their whole selves to work. Julie Golden, the executive chairman of CGI, noted increased engagement anecdotally through their focus on vulnerability. Leading with vulnerability is a key factor in fostering a human-centric workplace, contributing to a positive employee experience and engagement.

Gatik Chaujer :Both stories of success and stories of failure have their place in leadership. Sharing stories of success can inspire and motivate, while stories of failure add authenticity and relatability. However, the key is not just in telling the story but in providing the steps taken and lessons learned. The combination of vulnerability, storytelling, and leadership is crucial for creating a meaningful impact on employees and fostering a positive workplace culture. As long as you’re not just talking about failure, you’re talking about the steps after? What do you think about stories of success versus stories of failure? From a leader perspective?

Jacob Morgan :
Absolutely, you need both. Having only stories of failure might raise questions about competence, while solely focusing on success may come across as arrogant. Balancing stories of failure and success is essential. Both offer valuable lessons, and everyone has experienced both sides. It’s crucial to acknowledge and share both aspects of your journey for a more authentic and relatable leadership approach.

Gatik Chaujer:
Absolutely, finding that balance is crucial. It’s natural to want to highlight successes, but authentic leadership involves sharing the whole picture, including failures and the valuable lessons learned. It’s in that balance that leaders can truly connect with their teams and build trust. So for leaders watching this, what would be your top three messages, top three tips? What would those three things be that you’d like to share with them?

Jacob Morgan:
Absolutely,Practice the Vulnerable Leader Equation: In everything I do, I aim to integrate both vulnerability and leadership when appropriate. In any situation with vulnerability, I ask myself, “Where can I also sprinkle in leadership?”

Vulnerability Mountain Framework: I follow the concept of the Vulnerability Mountain. I identify the scariest thing I could do (the top) and something I can do easily today (the base). I take steps each day, week, and month to climb from base camp to the peak, gradually improving and experimenting.

Use the Vulnerability Wheel: I created a tool called the Vulnerability Wheel. At its center is intention. I make sure not to share or do anything without a clear purpose. It prevents turning engagements into therapy sessions, which isn’t suitable for a workplace setting. I always ask myself, “Why am I doing this? Why am I sharing this?”

These are foundational practices I recommend starting with.

Gatik Chaujer : I also know that some of our viewers are from the HR or learning and development community, Jacob, in organisations, they had manage HR learning and development. I know a lot of our viewers are from that, from that space. And for those of them watching this, who are keen and who get it, they want to create a culture of vulnerable leadership, they want to create a culture of sharing, they want to create a culture of authenticity. But they may be trying to figure out what’s the best way to go about doing it. Any advice, any tips for HR and learning leaders on how they can start building a culture of vulnerability within the organization?

Jacob Morgan : Absolutely, you lead by example. It starts with you, right? I mean, you can’t tell other people to do it, you have to lead by example. If you do it, other people will do it as well. So if I were an HR leader, I would probably start practising it myself, I would start having conversations with other leaders inside the team in the organisation about what leading with vulnerability means and how to practice it and implement it, I would start teaching it to other people, at the very least introduce the language to your team in your organisation so that they’re familiar with what it is. But by far, the best piece of advice is, if you want other people to emulate the behaviour, you gotta start doing the behaviour yourself.

Gatik Chaujer : We’ve got a few questions coming up there, Jacob, what can we do to get sharper on our storytelling with vulnerability skills because she says there’s a thin line between storytelling and oversharing. So how can we kind of sharpen that? What can we do?

Jacob Morgan : Yeah, I mean, you can definitely overshare. And we all know people who overshare at work and in our personal lives. And the reason why those people overshare is because they forget to focus on the intention. Usually, when people know why they’re sharing or doing something, they tend to be very clear about what it is that they’re sharing, and why it is that they’re sharing it. And oftentimes, when you are engaging and interacting with somebody who’s just talking nonstop, and they’re just sharing everything and talking about anything, that’s somebody who has no idea why they’re doing it to begin with, they’re just doing it. And so the simplest answer to that question is take a step back and say, what is it that I want to share? And why is it that I want to share it? Once you answer those two things, then you’ll find that whatever comes out of your mouth after that, or whatever you do after that is going to be much more clear, much more defined, much more targeted, and it’s going to create a little bit of a self-censor, so that you don’t just, you know, start blabbing about everything in anything.

Gatik Chaujer:
Another Question is – what are the impairment impediments to being vulnerable and taking action? And is there an example that you could share?

Jacob Morgan – The biggest impediment to being vulnerable is often yourself. Fear of how others perceive you, particularly as weak or incompetent, can hold you back. Overcoming this involves adding leadership to your vulnerability and fostering motivation. Motivation is crucial for translating words into actions, ensuring you actively learn, grow, and improve. So, the primary obstacle is internal, and cultivating motivation is key.

Gatik Chaujer :Thank you so much for making time to come in on The Leaders’ Cafe.
We will be out with the details of the next Leaders Cafe’ shortly. And thank you very much until we meet again, have fun and happy vulnerability. Happy storytelling

Gatik – What’s your view around development of managers and leaders and getting them future ready in Ericsson’s language?

Priyanka – As I mentioned, I’m thrilled to be here and share my thoughts. I firmly believe in the two-way learning nature of these forums. I learn a lot from our audience’s questions and value open dialogue.

In response to your question, early in my career, a mentor emphasized the critical role of leadership in any organization. He stressed that even with the best strategy and technology, without strong leaders, failure is inevitable. Conversely, when facing challenges, strong leaders can lead to success.

For me, leadership development is foundational. It’s key to Ericsson’s success and any organization’s success. We prioritize investing in our leaders alongside technology and other aspects of the business.

Throughout our long history, we’ve faced tough times. In 2017, we were in a challenging situation, but our people and leaders believed we could overcome it, and we did. This experience shaped my leadership journey.

Leadership development is our secret sauce. We invest in our leaders with development programs, interventions, and learning opportunities. What sets us apart is our commitment to nurturing future leaders, creating a strong leadership pipeline.

Gatik – Absolutely, Priyanka. Your journey from the challenges of 2017 to Ericsson’s current leadership position is truly remarkable. It’s inspiring to see such a rapid transformation.

Now, I believe our audience is also feeling connected and inspired by this journey. It’s a classic example of a burning platform experience where you went from severe financial and technological challenges to being at the forefront of your industry in a relatively short time, just three to four years.

So, the burning question for many, including myself, is: How did you do it? What are the key ingredients? Can you distill it down to the core principles and philosophies of leadership and manager development at Ericsson that contributed to this success?

What are some core principles or philosophies around some specific core principles and philosophies around Manager Development or New Age leader development that have really helped you in this journey?

Priyanka- Certainly, Ericsson’s journey has been marked by our commitment to a unique culture built on a strong sense of purpose: making the unimaginable possible through connectivity. This culture, guided by core principles and philosophies, has been instrumental in our success.

First, we emphasize fostering a growth mindset. In our ever-changing industry, challenges and opportunities constantly arise. We encourage our leaders to view every situation as an opportunity and invest heavily in nurturing this mindset.

Second, we’ve crafted a Win-Win narrative. It’s crucial to articulate what we expect from our employees and leaders and what they can expect from us. We’ve committed to being there for our people in every significant moment, with curated conversations, flexibility, and empowerment. This approach makes every leader feel like a CEO running their own business.

Additionally, we’ve invested in our 10,000-plus leaders, equipping them with the behaviors we value most.

Empathy, compassion, encouraging open communication, promoting collaboration, and recognizing collective success are among these behaviors. Our leaders understand that in our organization, collective success is highly valued.

In summary, our core principles and philosophies are communicated clearly to our leaders, and they have a significant impact on our culture and where we are today.

Gatik – Absolutely, and it’s evident, Priyanka, that your passion shines through in your insights. You’ve highlighted the importance of constant investments in leadership, and it’s clear that leaders are at the forefront of your organization. You mentioned behaviors like growth, empathy, and speaking up, which are crucial in your HR journey. Ericsson has been a pioneer in this area, even before it became a widespread practice.

As we continue our conversation, I’d love for you to share insights and tips for our community, especially fellow HR professionals who may be on their own journey of building manager competencies. But before we delve into that, could you elaborate a bit more on the importance of behaviors like growth and empathy? These were not as commonly discussed a few years ago, and there’s been a significant shift in organizations prioritizing these values.

So what are the focus areas are the competencies or behaviors that Ericsson is focusing on for its new age managers now? versus three years, four years back? And how is there a difference in how you’re getting people?

Priyanka – Certainly, it’s quite a thought-provoking question. It forces me to reflect on our long journey at Ericsson, where building leaders has been our primary focus. We view leadership development as an evolutionary approach, recognizing that our leaders and development techniques must evolve continuously. This adaptability is essential in today’s world, where change is the only constant.

We’ve witnessed rapid transformations in our industry and the world, such as geopolitical shifts, technological advancements, and the COVID pandemic. To navigate these changes effectively, we rely on our leaders to guide their teams. Investing in them has been the key to our seamless transition from challenging phases to thriving ones.

“At the heart of our approach is the belief that people are our greatest asset.”

This belief has been integral to Ericsson’s culture, resulting in employees who stay with us for years, even decades. We prioritize creating moments that matter, demonstrating empathy and a deep sense of humanity.

Our leaders play a crucial role in this. They’re not just managers but coaches who engage in meaningful conversations with our people. They create an environment where employees feel psychologically safe and are encouraged to speak up. This approach fosters innovation, growth, and unprecedented career journeys.

We’ve shifted our focus towards power skills and continuous learning, embedding them in our organizational DNA. Leaders are encouraged to engage in continuous learning to stay updated and ensure real-time interactions with their teams.

However, it wasn’t always smooth sailing. Transitioning to a hybrid work environment presented challenges. We had to build trust, foster teaming, and maintain a sense of belonging in a virtual setting. It was an iterative process that required significant investments in leader support and development.

Gatik – I know our community consists of a lot of business leaders, a lot of HR leaders, a lot of learning leaders in various organizations, big mid size small and like I said, So what would be your top recommendations to the folks watching this video wanting to strengthen their leader Manager Development future proofing the leaders, what would be your top two three suggestions, advice or best practices ready that you could share?

Priyanka – Certainly, I can share some key practices we value at Ericsson when it comes to learning and employee development.

“First and foremost, we have a zero-tolerance policy for zero learning. This means we emphasize continuous learning and make it a non-negotiable aspect of our culture. It’s not just about providing learning opportunities; it’s about every employee taking charge of their own learning journey. We firmly believe that every employee is the CEO of their career, and their leader is their mentor, guiding them on this journey. We provide various learning resources, tools, and technology, but the responsibility lies with the individual to decide what, where, and how they want to learn. This approach empowers employees to be proactive about their development.”

Secondly, we focus on growing careers for potential, not just proven competence. We consider every employee as talent and are committed to investing in their growth. This means offering opportunities like shadowing, job rotations, and international roles to help them achieve their career aspirations. We encourage employees to envision and plan their career paths, and we provide the support and resources they need to make it happen.

Lastly, our organization is deeply committed to developing our own talent. Approximately 60% of our leaders are homegrown, which reflects our dedication to nurturing and promoting talent from within. We invest in our people, helping them transition to new roles, whether horizontally or vertically, and succeed in different territories. This commitment to our employees’ growth is a cornerstone of our culture.

In summary, our key practices revolve around continuous learning, employee empowerment, and a strong commitment to growing and developing our talent from within.

Gatik – So the first one I’m going to pick up is this question – According to you, what’s the first step in this direction for upcoming organisations? And the question is, what is the first step in this direction of investing in future leaders or succession planning?

Priyanka – Absolutely, here are the key takeaways:

Trust and Acceptance: Building trust and gaining acceptance from employees is crucial for successful succession planning. Employees need to see real positive outcomes resulting from this commitment.

Open Talent Market: Embracing an open talent market approach where every position is advertised and visible to all employees promotes transparency and equal opportunity. Anyone can apply for open positions, ensuring a fair selection process.

Comprehensive Succession Planning: Implementing a thorough succession planning process is essential. This includes short-term, medium-term, and long-term plans for critical positions. Identifying skill gaps and proactively investing in individuals to prepare them for future roles is a key component.

Hiring for Potential: Encouraging leaders to hire based on potential rather than just proven competence is essential. Developing and grooming employees for more complex roles should be incentivized to foster a culture of growth and development within the organization.

Gatik – Absolutely, Priyanka, I completely resonate with your insights, especially regarding the importance of leadership buy-in. For smaller or midsize organizations looking to implement effective succession planning, it’s vital to focus on gaining the support and buy-in from their leadership teams. This could involve showcasing the value of succession planning through case studies and real-world examples. Additionally, reaching out to experienced leaders like Priyanka and seeking guidance from their network can provide valuable insights and direction. Building a strong case for succession planning and demonstrating its benefits can pave the way for successful implementation in organizations of all sizes.

Another question ‘d be curious to know how Ericsson manages intergenerational teams, right, where the learning styles may vary generationally for Gen X, millennials and Gen Z. What have your experience internally been around this? How has Manager Development changed across different intergenerational groups, is there a difference in the way you look at leader manager development?

Priyanka – Absolutely, and this is a significant consideration given the diverse generational mix in today’s workforce. At Ericsson, we’ve embraced this diversity and recognized that people have various learning preferences and styles. Our approach has always been evolutionary, ensuring that we don’t leave anyone behind.

“Flexibility is crucial. We provide multiple learning options to cater to different preferences, whether it’s classroom-style, flexible, or modular learning. We believe that learning should resonate with an individual’s personal style; otherwise, it won’t be effective.”

Additionally, we encourage learning cohorts that include members from different generations. This allows individuals to learn from each other, bridging the gap between legacy and new technologies. Learning together fosters collaboration and camaraderie, creating a more rewarding experience than a one-size-fits-all approach. In summary, flexibility in learning styles is our key mantra to accommodate the diverse needs of our multi-generational workforce.

Gatik – What foundational skills should a first time manager prioritise while developing to ensure Successful start in the leadership role. What foundational skills – maybe top three top five should be prioritized to help a first time manager be successful in starting their road.

Priyanka – Absolutely, let me condense it:

For first-line leaders, embracing essential qualities is vital. At Ericsson, we highlight humility, clarity, and courage.

Humility: First-line leaders must be open to ideas, feedback, and continuous learning. A growth mindset is essential.

Understanding Expectations: Leaders need a clear understanding of the organization’s principles, behaviors, and culture.

Courage: Leaders should have the courage to be open, transparent, and engage in clear dialogues with their teams. Building relationships is crucial.

Open Communication: Effective, open, and transparent communication is foundational. It strengthens relationships and drives successful team outcomes.

Never Stop Learning: Leadership doesn’t mean stopping learning. It’s crucial to embrace continuous learning as a lifelong process for personal growth and leadership success.

These qualities are foundational for first-line leaders.

Gatik – I’m sure the community has taken away a lot. And thanks, Priyanka, for making time, I know you’re super busy driving all these amazing things at Ericsson. But thank you so much for making time to contribute and create value for the community.

Priyanka – I think I just feel it’s been a truly reflective experience for myself. So thank you so much for giving me this opportunity. Appreciate it.

Sandra – Welcome everyone. After successfully running the leaders cafe in India, we are excited to inaugurate The Leaders’ Cafe in Australia today. In our Leaders’ Cafe Live series we were credibly excited to welcome a guest speaker who came to Australia as a young refugee and broke several shackles to emerge as a leader in the typically male dominated banking industry. We are speaking with Ana Marinkovic, Executive General Manager small business bank at NAB. Can you share some of the highlights that brought you the way you are today?

Ana – Sandra, my experience may not be unique, as I’ve met many who left their countries for various reasons. My childhood was idyllic until it suddenly turned into chaos. I left home at 12 and reunited with my parents much later. This journey taught me that life’s titles, possessions, and social standing are transient, but resilience, impactful choices, and helping others endure.

It’s also taught me the value of authenticity, both in personal and corporate life. Authenticity is the foundation of trust and loyalty. So, my journey over the past few decades has been filled with invaluable lessons.

Sandra  – One thing that resonated a lot with me, it was initially a little bit of a shock, but that resonated with me is the line that you say it’s okay not to belong. And, you know, we talk a lot especially in organizations about belonging as the foundation of actually being true, inclusive and getting people to feel safe to speak. And here, I’m listening to you as a woman leader who travels the mile and said, You know what, it’s not okay to belong.Would you like to share a little bit more about what you mean by that?

Ana  – I’ve had various reactions to my differences. I’ve mastered the art of not belonging and fully accept it. I understand that my unique experiences, accent, and perspective won’t change. These aspects define my identity more than my CV does.

“In boardrooms, I’ve faced comments about my fashion, assertiveness, honesty, and even suggestions to change my name, soften my accent, or develop a taste for wine. But these are just labels. Over time, I’ve learned to focus on feedback about my work, strategy, leadership, and not let the noise affect me. It’s become a survival tactic that’s served me well.”

Sandra  –  Sometimes, I’m reminded of the many stories that play in our heads when we’re talking to clients and coaches. We often compare ourselves to others or try to fit in or emulate someone else. I often think of horse races, where the fastest horses wear blinders. It’s liberating to focus on our goals and not get caught up in the chatter of belonging.

But there’s also the reality of being a woman from a multicultural background. I’ve faced challenges from questions about my name not matching my appearance to comments on my accent. There were times when I was the only multicultural woman in a leadership forum, and some suggested hiring people who looked different to represent stakeholders. Despite these challenges, I’ve continued to stand up for what I believe in and push forward.

There are also articles like HRD recently talking about discrimination based on accidents, where career opportunities are mixed, missed by equally qualified candidates with non standard accents and even more pronounced for women. Another article in a financial review that talks about how job seekers in Australia with ethnic names are 57% less likely to be considered for leadership roles. What do you feel even if it’s unconscious based, it needs to be systemic discrimination by organizations against diverse professionals? What are your thoughts?

Ana – In the Australian corporate landscape, upper management and board levels often lack diversity, reflecting a reality we face. Moreover, in my role overseeing millions of small businesses, I encounter expectations about a certain executive prototype. Being an ethnic banker in a predominantly male, monolithic industry presents unique challenges, not only in the workplace but also with customers.

Unconscious bias is pervasive. For instance, a customer assumed I had conflicted feelings about Ukraine due to my appearance and accent, highlighting how perceptions can lead to misconceptions. Another customer asked to change my sender name in a newsletter, citing stereotypes. These biases are deeply ingrained.

Addressing this issue requires collective effort, ongoing attention, and a focus on diversity in positions of power to drive change effectively.

Sandra – What’s the situation right now in corporate Australia in making inclusion real?

“Ana On Making Inclusion Real  – There have been positive strides toward inclusion and diversity, and I see it extending beyond just the male-female binary. There’s significant progress, with organizations realizing that diversity isn’t a mere preference; it’s a necessity. This shift is driven by social responsibility and the need to better connect with our customer base for improved commercial outcomes.

However, progress isn’t happening as swiftly as it should, especially in a multicultural country like Australia. Some agenda items may take precedence, which affects the pace of progress.”

Sandra  – I often also see when you’re talking about this case, as women being champions of diversity, equity inclusion, they’re either the leaders talking to running these forums, where do you see male allyship coming to this picture What would you recommend, say your senior male colleagues to do in organizations to support more inclusivity?

Ana  – I believe in consciously looking beyond gender, cultural heritage, or skin color when evaluating individuals. It’s everyone’s responsibility to promote meritocracy and uplift talented, hardworking people, regardless of their background. Both men and women share the responsibility in this regard.

In my own career, I’ve received substantial support, advice, mentorship, and sponsorship from some male colleagues and leaders. Women supporting women is an important aspect of this agenda. While we often discuss men supporting women, it’s equally vital for women to view each other as allies rather than competitors and work together to advance this cause.

Sandra – In the last few years, I’ve seen the shift happen on women supporting women, or at least the shift disrupting, and I’m pretty happy looking at that shift. What else can we do to support each other?  Besides you mentoring, coaching, what else can we do to together rise in this situation?

“Ana On Women Supporting Women – I recently came across a perspective that strongly resonated with me: “Women are over-mentored and under-promoted.” It makes sense when you objectively assess the situation. The real challenge isn’t finding a mentor; it’s demonstrating to the system that you’re ready for more significant responsibilities and promotions.”

While having a mentor and a sounding board is crucial, mentoring alone won’t determine your career path. It’s vital to focus on building critical experiences that pave the way for advancement.

Sandra– So if you want to reflect back and all the mentorship opportunities that you feel grateful for, what could you? What did you do at that time to get those mentors for yourself?

Ana –  Being different and coming from a unique background when I entered the Australian corporate world, specifically in a banking graduate program 20 years ago, I believed in demonstrating my worth through results and the impact I could make on my work’s quality. I embraced hard work, often putting in extra effort without additional identity burdens, which opened up opportunities that others might have missed.My dedication and results gave me access to a diverse network. I was confident in seeking help and had an insatiable thirst for learning and improvement.

“Actions often speak louder than words. My “luck” was a product of genuine efforts to make a difference and continually improve. People notice and want to help when they see your commitment to their success. It’s about earning the right to ask for help and advice when needed by consistently contributing and demonstrating your dedication.”

Sandra – The first step in seeking mentorship and support is foundational. It’s been a personal challenge for me, particularly when I made a mid-career transition to Australia. I arrived here after having a successful career in India, coaching clients and organizations that were on my wish list. I reached a point where I didn’t need feedback, as I had people working with me.However, in Australia, I became a newcomer and had to start over in my middle age. I realized it wasn’t about completely changing who I was; it was about redesigning myself. I had to step out of my comfort zone, seek feedback, and adapt to a new coaching approach. In my previous life, I never asked for mentorship, but in my new life, I had to break out of that pattern. Nobody comes to you; you have to actively seek support. Fortunately, many people are willing to help when you take that first step of asking, even though it can be challenging.

To seek mentorship, you have to place yourself in those situations and actively ask for support. However, there are internal obstacles we often encounter, like the Cinderella complex. Some of us might think, “I’ll just do good work, someone will notice me, and I’ll get my seat at the table,” which isn’t necessarily true. What are your thoughts on this Cinderella complex that some people may have?

Ana – I find it a bit challenging to relate to the Cinderella complex because I’ve always been an outsider from day one. When you carry that label, your focus shifts to fitting in, making an impact, and finding your place in the world. You don’t dwell on whether you deserve your job at a technical level.

The risk with Cinderella complexes or impostor syndrome, as some call it, is self-sabotage. It’s crucial to approach every situation rationally. If you’ve already faced disadvantages in life, avoid adding to them with self-doubt. That’s my advice.

Sandra – A brilliant point indeed. Firstly, avoid putting yourself in that cage because once you’re in, only you can let yourself out. Most of my work revolves around empowering women leaders who excel in organizations. Many face the double bind dilemma – being seen as either too soft or too aggressive. Women often receive feedback about toning down their assertiveness, a critique rarely given to male leaders.

As someone assertive and vocal, have you encountered feedback about being too assertive or aggressive? How would you advise handling this double bind dilemma?


Ana – It’s crucial to be conscious of how you present yourself and your style. However, trying to strike a perfect balance between assertiveness and not being too aggressive can be a losing battle. I’ve received feedback about speaking too little and too much, and it’s challenging to please everyone.

“On Double-Bind Dillema : My approach is not about being liked by everyone, but about being respected, leading with integrity, and staying true to my values. It’s about authentic leadership and being able to look in the mirror at the end of the day, liking the person I see. I ask myself, who do I need to thank, and who do I need to apologize to after the day I’ve had”

Sandra – I want to come back to the topic balancing work life. Are there any strategies, any insights tips you have for us?

“Ana – I’ve never believed in work-life balance. Instead, I believe in doing what suits your personal circumstances and family without apology. I’ve always loved my career, which has been a central part of my life. It doesn’t mean I love my family any less; it just means we focus on quality interactions when we’re together. Balance, to me, is when you and your loved ones are happy with the life choices you’ve made and continue to make. That’s the only balance I strive for.”

Sandra – How does one communicate that balance with work as well?

Ana – It’s crucial to aim for a job that doesn’t bring negative feelings about Sundays or Mondays. In Australia, where unemployment is low, we often have the power to choose our work environment and leaders. It’s about working in a space that motivates rather than demotivates you. The responsibility for these choices lies with the individual.

I wouldn’t work in an environment that doesn’t allow me to be authentic, and if an organization’s values don’t align with your own, focus on what you can control and lead by example to make positive changes. However, if there’s a fundamental conflict, it might be time to consider a different organization.

Sandra – what would you recommend as a good book for us to read?

Ana – I’m a fan of biographies because they reveal that even those who have achieved extraordinary success in their professional or personal lives faced steep and challenging journeys. I’ve read many biographies, but one that stands out is Otto von Bismarck’s. He unified the Prussian states into modern Germany, and his life story, tenacity, and handling of political complexity left a lasting impact on Europe, influencing the factors that led to the First and Second World Wars.

I enjoy exploring characters like Bismarck because they offer insights into the human condition, human context, and the choices people make, regardless of whether their stories are positive or negative.

Sandra – One woman role model that you will look up to.
.

Ana – I look, it’s always been my grandmother. Unfortunately, she’s no longer with us. But she’s the woman that taught me the importance of Independence and the importance of education.

Sandra – How would people describe you in one word?

Ana – The kids would say the strictest mum that they know. Husband would say you need to take more time off and go to Italy or Spain on holidays. And I think colleagues and my teams would say someone that’s a transformational leader. Someone that likes to challenge the status quo? 

Sandra – And what would Ana say?

Ana – I’m passionate about building highly engaged, effective teams that make a meaningful impact. I believe in the power of small actions that can greatly affect people’s lives. That’s why I’m dedicated to serving the small business customer segment, where the decisions my teams make daily have a significant impact on many families across Australia.

Sandra – What’s the mantra you live by?

Ana – Master the art of not belonging.

I want to take this opportunity to pick up some questions from the audience as well. Why do we need to confirm when we want people to bring diversity and different ways of thinking?

Ana – I’ve mastered the art of not belonging, and it’s become my mantra. I firmly believe that diversity, including diverse experiences, thinking, cultural perspectives, socioeconomic backgrounds, educational experiences, and technical expertise, is what fosters a successful, vibrant, and progressive culture. I don’t see homogeneity as the best path forward. It’s not just about what you believe but also ensuring your actions align with those beliefs. Who you hire, fire, promote, mentor, and sponsor should all contribute to building a diverse culture and giving people opportunities.

Sandra – As a woman, how do you tune out such noises which indicate you got there because a quota had to be filled? Or was it because of hard work involved in your promotion?

Ana – I’m not a big fan of quotas for this reason. I believe in hiring based on meritocracy. However, this requires creating a system that ensures women have equal opportunities to learn, develop, and advance as men do. It’s crucial to have a strong track record of excellent performance, confidence in your abilities, and the ability to communicate this convincingly. Your elevator pitch should be punchy and based on lived experience rather than a sense of needing to justify your presence.

Sandra – how do we change from mentorship to sponsorship in organizations?

Ana – The distinction between mentorship and sponsorship is crucial. Many have asked me to be their mentor but treated it as a transactional interaction, asking a few questions over coffee and not following up. To turn a mentor into a sponsor, show that you’re gaining value, putting effort into self-improvement, and embracing feedback for continuous growth. This creates a mutual interest in your success. Authenticity, selflessness, and shared values are key. If it doesn’t click with one person, keep searching until you find someone whose approach resonates with you.

Ana – Leaders are not born, leaders are made, and they’re made by their actions and the actions around them every single day.

Sandra – On that note, wishing all of you a wonderful journey in discovering your identity and creating that identity and then dancing with it. Thank you once again, and for spending that time and sharing completely authentically. 

Ana – Thank you so much Sandra for this opportunity. And if anyone has even taken a little bit of advice or help or helpful word or two, that’s been a success.

Gatik Chaujer – Would love to get a sense of how the journey has been, like, specifically about building an effective team from the ground up? Let’s start with that.

Gaurav Agarwal – Building 1mg has been an incredibly gratifying journey. For me, the core purpose behind this startup was to build a team that embodies our collective leadership values. We strive to do the right thing every time, even if we stumble along the way. And when we make mistakes, we take responsibility and work to rectify them.

Our success and strong brand presence in the ecosystem are reflections of our leadership style and values. The journey has been both gratifying and challenging, filled with roadblocks and setbacks. But through it all, we have developed resilience and a steadfast belief in seeing things through.

Looking back to our early days, we were naive about how things worked and how to exercise effective leadership. But over the years, we have learned and grown. We have embraced concepts like radical candor and servant leadership, becoming practitioners of these principles.

It’s an ongoing struggle to build better organizations, constantly refining our approach. The journey has been full of lessons and learnings, shaping our own unique leadership style.

Gatik Chaujer – Tell us about the origins and implementation of the “Be Your Own CEO” culture within your startup’s leadership team. How do you embody this culture? Did you encounter any challenges along the way? Our viewers are eager to learn from your experiences and avoid common mistakes. Please share your insights.

Gaurav Agarwal – The “Be Your Own CEO” culture in our leadership team originated from the values we learned from past organizations that resonated with us. We realized the importance of individuals taking initiative and ownership to drive change. We wanted to create an organization where everyone feels empowered to make things happen and take accountability. However, implementing this culture came with its challenges. We had to ensure that failure was not punished but seen as an opportunity for learning and growth. We provided autonomy and decision-making authority to individuals, enabling them to make progress without unnecessary encumbrances. As the company grew, maintaining the “Be Your Own CEO” mindset became more complex, but we continued to emphasize self-conviction and humility when things didn’t work out. Another crucial aspect of our culture is valuing the team before individual contributions. We reward and recognize teams for their collective achievements, emphasizing the importance of collaboration and teamwork. We periodically reassess our values and consider incorporating additional sub-values to drive specific behaviors. For example, in our product team, we introduced the value of “quality of ideas and execution” to encourage effective ideation and swift execution.

Gatik Chaujer – Yeah, I saw that something called Done is better than perfect. Isn’t that one of your values?

Gaurav Agarwal – We have always been determined to turn our convictions into reality, even if it meant working through the night as a team. However, as we grew larger, we realized the importance of focusing on significant opportunities rather than chasing too many marginal ones. While smaller problems had a substantial impact when we were a smaller team, they may not have the same step function change in our trajectory as a larger organization. To address this, in the product team, I introduced the concept of “quality of ideas, quality of execution.” It involves assessing the value and impact of ideas before execution, without requiring approvals. The key question is whether the anticipated value was achieved through execution.

Gatik Chaujer – In building a high-performance team, startup organizations often face challenges related to hiring top talent from diverse backgrounds, resulting in a mix of individual rock stars. This diverse leadership pool can create issues with ownership, accountability, and maintaining team cohesion, often leading to situations of artificial harmony.

I’m curious to know if your organization has experienced similar challenges and how you overcame them. Could you share two or three specific tips on addressing these issues and fostering a successful team dynamic?

Gaurav Agarwal -When assembling a team of accomplished individuals, conflicts are inevitable. Hiring senior leaders comes with its challenges as they bring their own personalities and values into a new environment. I’ve learned two important lessons from our experiences. First, during interviews, it’s crucial to evaluate a leader’s personal accomplishments rather than relying solely on organizational support. Second, successful leaders avoid making immediate drastic changes and instead take the time to understand the organization’s dynamics and establish trust. Lastly, the initial team a leader works with greatly impacts their success within the first few months.

Our value of “Beyond CEO” sometimes works against us because we expect leaders to adapt quickly, but our company is no longer a small pool. It’s a challenging environment where experience navigating large organizations is crucial. Trust is vital, and our quality standards help us set the right boundaries without hindering progress. We provide feedback to keep everyone on track but allow autonomy to thrive.

Gatik Chaujer – In the startup world, there is often a conversation about trust among founders and leaders. Interestingly, while we embrace experimentation, agility, and failing fast in product development and workflow, we struggle to apply the same mindset to building relationships. Trust is seen as something that takes time, but in fast-paced organizations, we need to learn how to build trust quickly. One approach is to start with trust from day one and let it be broken if necessary. Some organizations are doing well in this regard, but it remains a challenge. What are your thoughts on this?

Gaurav Agarwal – In my early days at Zynga, I had a game producer named Blake McLaren who asked me if I gave people my trust or if they had to earn it. At that time, I arrogantly believed trust had to be earned. However, over the years, I’ve matured and now I give people my trust when they join our team. I’ve come to realize that there isn’t one right way of doing things, and trusting individuals allows the organization to evolve and discover new approaches. I now set success metrics aligned with our values and business goals, and as long as individuals meet those criteria, we don’t interfere unless they are way off track. This approach fosters better conversations and feedback, focusing on what truly matters. It took me time to learn this, but it’s an ongoing learning process for me.

Gatik Chaujer – I agree, it varies from person to person, and it’s not an easy task. However, in our coaching work with leadership teams, we emphasize that building a team of interesting individuals is a form of risk-taking. Leaders who excel at taking risks in business decisions can apply that strength to team development. Gaining an external perspective is crucial for raising awareness and facing challenges. We’ve observed that startup leadership teams dealing with issues like diversity, growth, trust, and uncertainty can become too immersed in the details. They often require an external view and a push in the right direction. That’s where coaching comes in. Coaching and training, whether internal or external, play a vital role in helping startup teams become high performers.

And from a learning standpoint, what role do you see off of leadership teams in a startup ecosystem to develop a high performance team? What role do you see coaching, training, playing in helping a startup team become a high performing team?

Gaurav Agarwal – I think it’s absolutely critical. I was exposed to coaching during my time at Zynga as a senior leader, where I had a personal coach assigned to me. Since then, I’ve recognized the importance of having a coach who can listen, empathize, and provide tools and techniques to tackle decision-making and strategies. Some may feel hesitant to seek coaching, fearing it implies a personal inadequacy, but I’ve found that a third-party perspective can effectively dissect problems and offer valuable insights. Coaches bring a wealth of diverse experiences and access to a toolkit, much like a math or physics teacher. Consistency is key, whether the coach is paid or free, mentor or friend, as it provides ongoing support and draws upon their experiences to guide discussions on organizational culture and values. At the beginning, we often prioritize business aspects over culture, but I believe getting the cultural elements right is crucial. In our case, being older founders allowed us to leverage our past experiences, and we fostered a culture of trust through open communication and transparency. Having someone who can objectively assess our actions and provide a toolkit for reflection has been incredibly valuable.

Gatik Chaujer – I encountered a situation where a high-performing team achieved remarkable results quarter after quarter. However, when we conducted a team assessment, their attention to results came out as red. This discrepancy surprised the founder, but it highlighted the need to focus on the team’s alignment with results, not just the outcomes they were achieving. This external perspective is vital.

Got an interesting question about your value – to be your own CEO. How does it work in a startup context versus being a more stable or scaled up organisation?

Gaurav Agarwal – Yeah, it’s a tough question, and I’ll be honest, it’s something we’re struggling with ourselves. But here’s my take on it: Being a CEO doesn’t fundamentally change, regardless of the size or stage of the organization. It’s about having a vision and rallying people around it. In a startup, individuals can have a direct impact and make significant changes. As the company grows, the CEO’s role shifts to influencing and convincing others to align with the vision. It’s about empowering individuals within the organization to take ownership and drive initiatives. So, while the scope of influence may change, the essence of being a CEO remains the same: leading with a clear vision and enabling others to become leaders in their own right.

Gatik Chaujer – Absolutely, I agree with you. Defining the elements of the founder’s mentality is crucial. It could include a bias for action, frontline obsession, or a focus on cash flow. Helping individuals understand and embody these aspects is key. Consensus is important, but it should align with the overall vision and purpose of the organization.

Gaurav Agarwal – You’re absolutely right. As a founder, I’ve come to realize that it’s not enough to just talk about customer obsession. I need to demonstrate it through my actions and prioritize it for my team. We often struggle to define what the founder’s mentality means and hesitate to give others the same latitude and empowerment we have. It’s important to clearly identify and define what we’re looking for from individuals and provide them with the same opportunities to embody the fundamentality we seek.

Gatik Chaujer – Maybe the last question that will take off is what is your measurement of a high performance team? How would you measure a high performance team?

Gaurav Agarwal – I’ll do my best to provide an off-the-cuff response, but it’s a challenging question. From my experience, high-performance teams exhibit strong initiative and ownership. Trust is a vital element, where team members can be candid, engage in healthy conflicts, and support one another without letting anyone fail. Additionally, these teams push each other to achieve their best, creating a sense of constant growth and energy. At one mg, we have teams that embody these qualities, and I often feel inspired and motivated by their achievements. We also encourage other teams to learn from them through internships. These values of setting high standards, fostering trust, and promoting initiative and ownership are essential in high-performance teams.

What is your measurement of a high-performing team? 

Gatik Chaujer -I’m glad that my thoughts resonated with you. When it comes to measuring the success of a high-performing team, I’ve learned that there are five key measures: trust, healthy conflict, commitment, accountability, and focus on results. By assessing these factors and tracking progress over time, we can see tangible changes and the impact of building a high-performing team. I appreciate the opportunity to share my insights, and I look forward to staying connected and discussing more about teams interning with each other.

Gaurav Agarwal – Thank you so much for having me. It was really a pleasure. Thank you so much for organizing this.