A number of IT, telecom and BFSI organisations assist their employees by giving them the freedom to choose a training programme. These training programmes prepare employees to effectively manage goals, innovate and work towards more effective decision-making;

How can an organization calibrate the sales team during change? For any sales change intervention, it is important to define the business model, goals, objectives, and the right structure.

There are two dominant factors that fall within the circle of influence of a leader to produce results: strategy and the ability to execute that strategy. The area where leaders have been shown to struggle the most is in the world of execution.

No two projects are the same. Inspite of having all the strategies, all the approvals in place; one project has a smooth sailing while the other one has a turbulent ride. The success or failure of any project or any assignment in an organization depends a lot on the team dynamics of the department.

Lavleen Raheja is the Chairman and CEO of FranklinCovey India & South Asia and NeuroLeadership Institute India & SouthAsia since its inception in 2002. He has an experience of 25 years with premier organizations and a wide range of leadership groups across diverse industries, including Automobiles, Retail, Banking, Consulting, Telecom, BPO and IT. In this interview, he talks about his latest book “The Ultimate Competitive Advantage”, co-authored with Shawn D. Moon and Sue Dathe-Douglass that arg

The success of any organization lies in not only creating a clear strategy but also executing it. In order to successfully execute these strategies organizations have to have a deeply involved team as Involvement level is = Commitment level.