Day 90- Tackling the politics-100 Days 100 Skill Booster Sessions

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Give me a second.

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Switch on your camera guys. Let's, let's. I wanted to ask you a few questions before going ahead in this topic.

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With that we'll be starting it.

Okay?

Yes. Hi Chitra. Hi Karan. Hi. So you've been working in this team for the last two days right before me starting about this topic, like what is the, what is the observation you guys are getting? Can you tell me like what is your observation? Have you worked in the teams before? Like have you worked with more than 2, 3 people before in any projects in your experience?

I would say yes while learning design. So other than that I don't have a professional experience in a corporate or in a office environment.

Right, right. Okay. So this is your first as a project?

Yes.

Right. Okay, fine. So how do you feel? What are the, what are the feel you're getting in this last three, four days? Tell me.

What I see is the bombardment of opinions and a different perspective of thinking. Everyone has a very different eye.

Okay.

So we have to collaborate in that way and get into one single, you know, statement at the end. And everyone's objective remains the same but you have a different perspective of thinking. So okay, that is in both ways good. And a little of you know how to adjust makes sense.

Particularly last sentence, what you said is actually good that you have understood that point. I mean you are in the good track. Like the objective is same but the perspective for each and every people is different. Right? That's what you mentioned. Right. So if we all understand this one point we won't have much big dynamics in our team. See the thing is it's not about fighting and then we are calming down. And that is not called politics. What I'm saying is understanding the people's point of view and progressing the project itself is handling the project better. So many people think, hey, in our team there is no fight happening, everybody is okay. No, if you guys communicate properly and if you guys put your efforts effectively, maybe you can deliver 10x faster results as well. Maybe you guys can do a better project as well.

So.

It should be seen in the other way. Like the team healthy, the healthiness of the team and the communication, what is happening, it's affecting the overall output on the Sunday, right? When you guys are submitting the project on the Sunday it's going to really affect everybody's thing. So what happens is many people will think if we have gone in this perspective we could have delivered a better output. Hey, if this idea Would have been taken. Like let's say if my idea would have been taken in this aspect maybe we would have delivered a better project. So that feel will definitely come with everybody. Like let's say you would have also given some ideas, right? Your team. Who's your other teammates?

Ramraj, Nitish, Meghna.

Ah. Okay. Let's stay. Ram Raj.

Okay.

Ramraj. So Ramraj, are you here? So Ramraj may.

I'm here.

What happened? Yes, Jagdish.

I'm here.

But you only. Only Fuji mountains are here. Japan. Fuji mountains. You are not Black circle is there? Okay, sorry. Fine, fine. No problem. So Chitra is saying like when you guys are working in a team like there is some kind of a difference in opinion. And there are different perspectives available. So what do you think Ramraj? Come on. You are also working for the last three days, right? In your team. So what is your feeling?

Nothing like that. But our team is moving in in the right direction. I think. So everybody is collaborate with each other. I didn't see any ego system, any politics also. Here everybody is so friendly and everybody talk each other and discuss their opinion. Put their opinions and put their ideas present. The situation is. I mean right? Only I think so. I didn't find any difficulty also. So whatever. Whatever their thoughts have they definitely put their thoughts. Even some. Even some guy like Nan. Okay.

He.

He can't able to speak means. So he. He put his thought in my message. So that is also okay. I also told him that communication is not a big issue. Whatever you have your thought in mind. Just put it in my message also. We just need your solutions. Okay. No, not your talk like that. So he is also okay.

Okay fine. See it is. It is good that you are taking it forward. It is good that you are seeing it progressively. But it is not like our team is in right direction. Our team is all aligning. That will not happen in any team. More than two humans are there. Politics is going to be there. You understand, right? We can't change it. More than 2, 3 humans is there. Politics will be there for sure. And it's a. It's a universal law. And particularly more than 10 to 15 people are there in one design team or organization. There would be a. There would be more big difference of opinion will come. And people may get into a clashes as well.

Okay.

In an organization it has been psychologically researched that more than 30 or 40 people join together.

Okay.

Maybe the resolutions of the conflict arriving will be little lesser. But if it goes beyond that I'm sure people Will have a huge difference in opinion. Like let's say it may even lead to like let's say body shaming. Such. Such people. Political difference in opinion and talking about the capabilities and skill set of the people. Talking about the ethnographic reason. So it will get into personal reasons. I'm saying. Okay, so whatever you manage inside a team now with six to seven people. Slowly you will have to adapt it to the 40 or 50 people as well. Slowly you have to adapt it to 100 people as well. Because you will be working in an organization like this. I'm saying for everybody. Not just for Ramraj and Chitra. I'm saying for everybody is watching this. So you will be working in a bigger teams. It is not like you are not getting into fight. Your team is healthy. No, you should also understand. Is everybody heard properly inside the team? You guys have to just go and see today.

Okay.

Like let's say you said one point. Neeraj was not able to open up very. That's good that he. He said that. But what if Neeraj was very open? You guys can get more ideas, right? Yes, that is what I mean. As A, managing the work team dynamics, you get the best out of the person A, the person B, the person C. Okay. That is called managing the politics. You understand, right? It is not about nobody's fighting. We are in the right direction. That's okay. Good. Fine. At least tangibly nothing is happening. But politics is not just fight, difference, opinion. It's all about managing the entire team dynamics and bringing everybody as same. Everybody can contribute. See, that level of that level field itself is very difficult. Bringing that level field to the team itself is hard. That is why some leader needs to be there. See, that is the reason why we start in the Tuesday. We need to have a characteristic personality for each of us. Some people may be protagonist. Some people may be campaigner. Some people may be warrior. So we will have to understand what is our nature. See, that is why you should not go and talk to a team member. With respect to a difference in opinion. You have to go and talk to a team. Hey. See, you have a. You have an idea of campaigner. That means you communicate well. That means you. You take the message to the people effectively. Why don't you do this job properly? See, it's not. I'm saying results is also coming like this. And your past experience also says that something like this. So why don't you try this? See, then the person will be very calm. So let's say if people like Neeraj is Coming. Hey see look at the scale is looking like. You are not that what you call campaigner. You're a little what you call maybe a reserved person. Maybe you're not open to communication. But you are very creative on your side. You are on your own. Very, very creative. So why don't you do like this. Like from 3 o' clock to 6 o'. Clock. You take this brief, solve the problem and submit to me. I will take it forward with the team. What do you. What do you think? So they will feel comfortable now. Okay. I'm not going to present it. Ram Raj is going to take it. Let me give only the ideas. So it's your responsibility to make sure that guy is comfortable. And you don't tell that in public like this. You go and talk to him separately. Fine. Ramraj, you're good in very creativity. I saw your work as well. It's good that what we can do is you can do a group isolation work. I mean sorry, you can do isolation project and let me know on 6:30. Fine. And you ask them. Hey Ramraj, your idea seems too good. So why don't you present this idea to the team. Try. No Ramraj, I'm very scared. I will. I will present it. No problem. If he says okay then you encourage them. See you'll have to step back at that time. Right. So we should be very careful when to step back and when to also put the people in front.

Okay.

So this me, I am me me. That game should not come.

Okay.

So the entire nine people should be there two, three times. We can give a follow up for a person who's not coming to calls. But beyond that we should not waste the time.

Okay.

So the main objective for tomorrow submission of the project is everybody's contribution has to be there equally. And we will be seeing a particular question which is tomorrow which we are going to see something called how did you guys resolve the conflict inside the team. That is a major skill which I am going to ask you as well. Because if we are not able to answer that well then we have not learned anything in the team. It is like doing one more project. No, last week how you last week or before or maybe before this program how you did a project. It is more of like that. This objective of the project is how well you're communicating. See there are many different people like let's say people from different states and different religion and different what you call language. And they speak very like let's say people like him. Their exposure towards the city life is very Different. Ramraj, you are from which place?

Andhra Pradesh.

You are from Jitra.

I'm from Bangalore.

Okay. So totally different. Different places, right? The girl who is brought up in Bangalore will open up a lot. Compared to the person who's like him who's just now getting into the exposure of the bigger world. So it may be very different. So it is our responsibility as a team to bring this level field for everybody. Same. Then what you can see, your team will be thrusted forward. See, I will tell you one very important thing. There is a huge benefit for you also. It's not like you're just helping that guy. No. It's about you. When you as a team project this project. Like let's say if I keep a challenge for you guys before Sunday in your team, you're going to pick one winner to work for a big design organization which is going to give you 6 to 7 LP the moment. If I say that, you will see the real politics coming in now. Yes. Because I have not kept that boundaries, right? No. Last time it happened. Last time what happened is there was a design studio who came that. That design studio was actually a very good design studio in India. They have two, three different streams of project. So what happened is we formed three teams. They worked on three briefs and they said we are going to pick one or two students for the final. We are going to work with these people. Like everybody started. Every day I'm getting each and every message from the people. This team member is not working. That team member. It is affecting our overall performance. You can. You can bring a new person from the team. You guys did not do that, right? Next week it is going to happen next week. I'm going to do that only because you guys are just getting warmed up with one project. And we are going to take another project. Next Tuesday mission hackathon where you will be awakening your creative genius. Where I'll be telling you what to do There the constraints will be more at that time. You should remember this point. Because everybody wants opportunity, right? Everybody's trying hard. They want to get heard. They want to show their project skill set. They want to get hired. Right? So how do you manage that situation? Tell me. If a person like Neeraj is there.

Okay.

Typically what we'll do. It's good that that guy is not talking. Let me grab this opportunity. Okay? Neeraj. Fine. You can. Okay. No problem. You give me no problem. I'll take care. Right? So our mindset will be very different when we are given an opportunity or a performance appraisal. Like let's say what happens typically in the April month. Okay. You guys would have not known about the Ramraj. Do you know about the performance appraisal? How it happens year end, April, May in your organization there is no performance appraisal.

No.

No. Okay. In many organizations I'm telling you, there'll be typically something called performance appraisal.

Okay.

So company will give you a budget to give for some people. Like let's say they will give some kind of a budget. Like let's say 5, 6 crores.

Okay.

That should be divided with based on your performance. Like let's say chitra has got 12 LP.

Okay.

In that 12 LPA there will be 1 or 2 lakhs for her performance bonus. That means if. If she works hard she. She'll be getting the 1 lakh. If she. If she not delivered the thing like let's say a little.

Okay.

Then she will get a little four scale rating. Like let's say five means best, four means little. So she will get 80,000 if she performs. Okay.

Okay.

She will get only 60,000 if she's poor.

Okay.

Satisfact. Fine. She'll get only 30,000. 20,000 if she's poor. Completely not good. They will not give bonus. But they will try to change her to the other team. Or maybe remove her from the team. So this is what is the scale rating.

Okay.

So what happened in the performance management system is if it is given like this, no problem. The point here is they will compare you with out of 10 people. Only two people can get the best star rating. You understand, right? Sorry. Only one person can get the best star rating. Only two person can get the four star rating. Only 3% can get the three star rating. And mandatorily one person has to move out of the team. This is how the management will come and hit you. They will tell the boss, right? So now what happens? The boss thinks about the team. Okay. 10 people are there. Like let's say what do I do for him. The problem is not giving the first place. He will give for anybody.

Okay.

Again the problem will come. But anyway he will have some justification. Why second and third it's okay. But the mid performance, this is what is the big problem. So people will always have a. Will always have this thing. Like no, I did the best. Me and Chitra are somewhat equal. Me and Ramraj delivered the same output, right? We also delivered huge concepts and everything. So what happened? That will come and the big problem will come in the last performance. Because somebody has to go out of the team, right? If I ask you guys in your team. Like let's say if you guys have to eliminate one person. Let's say same like in the big boss. We'll have to eliminate one person. Right? Before we go to the next round. If I give you voting. We did it in the last mission.

Okay.

What we did is. We did in the two. Two batches before we. We made a self voting. Anonymous self voting. Like let's say if. If Ramraj is there in a team.

Okay.

All of them have to vote for Ramraj except him. Like let's say Chitra will vote one other person will vote zero. That means it's not very. They didn't come. They're not very happy making Ram Raj as a leader. That's okay. No problem. 010101. Only two options is there.

Okay.

And also Chitra will come in limelight. So everybody will vote. So let's understand among our team who is getting the least ratings. So you guys are itself telling who is least. A manage external manager is not coming and peeping. Or maybe he's not telling which is good. And the anonymous rating itself says that. Like let's say if Ramraj is getting only 90 notes. If Chitra is getting 20 votes. So Ramraj is out.

Now.

Are you guys understanding or not? So how do you react to the situation if you are the last person in the team? So tell me Ram Raj, what will you do? And they are saying Ram Raj, you have to move out. Come on, don't talk like philosophers. Okay. Talk. Really. What do you really react when somebody says that? No Ram Raj, this placement opportunity is not for you. And I am saying Ramraj, in your team we already selected a lot of people and you have to step out. Ramraj, come on tell me what will you react?

First of all I will ask that what is my pain? I mean what is my mistakes so that I can rectify it in next opportunity. And I will ask them that give me one chance. So the why? Because I don't know where I did wrong. So now I came to know that this is my pain points and this is my mistakes. So gave me one chance. I will prove it myself. Like that.

Good. Good. Excellent. So Chitra, same goes for you. Like let's say if you're given the same situation like you're. You're out of the team.

Okay.

And you're also being told like we can select a lot of people, Chitra, but for your. For you we can't take it forward. So what is your Answer. Tell me.

I would say it's very bad news to hear that. I would ask you. I appreciate your decision. But I would like to know what was my. You know, feedback about me.

Okay.

In this case. Hold on. Lamraj also said almost the same answer. So I will tell you here. Sorry, we cannot disclose any reason. Because this is a corporate decision. This is a team's decision. We are going to remove almost 100 people from the entire organization. And in the design team will have to remove two, three people. And that's you.

Okay.

Same happens in the interview as well, right? They will tell you. We'll get back to you. That's it. No answer will come. So I'm just telling you because their responsibility is not to take care of your career.

To.

To tell you. This is a feedback. Hey Baba, go and learn this point 1. This is went you wrong. This is where you went wrong. They don't have time here. Because they have lot of people to reject like this, right? So they are not telling you any reasons.

Okay.

So they are openly saying. No Chitra, we. We can't reveal the reasons. Like let's say there could be other point also, right? If they reveal the reason that will become a problem for many, many, many people. Confidential. So they're saying it's a political decision. What we took. Chitra, we can't tell you now tell me how will you react?

That's a really tough situation. My.

My.

I. I am capable of so and so skills. I am. These are the skills. What I am known to. This is what I am good with. I appreciate you would reconsider your decision.

No, this is. This is being defensive. Or maybe you. You apply for the next one. No, that's. That's okay. Fine. But also learn one more perspective. It is not only the manager who has worked with your team, right? Or maybe the my boss. It's also your colleagues who work with your team. So you can ask your colleagues. Okay. First you said. Right. Thank you for the. I mean I appreciate your decision. Fine. Maybe you can try for one more opportunity.

That's okay.

But if you really wanted to know, being a team player, a very good team player. If you're removed in any organization or interview or anything. It's your responsibility to think what you said in the last one year of the project. What you behaved, what you acted, what you delivered. You tried to bring it down in the paper.

Okay.

What was the expectation of the organization? And you go and talk to your colleagues. Hey Ramraj. I worked in a team for you with a Week. You tell me how is my behavior? You tell me how did I react? Tell me when I was talking, how did I sound like? See, there are many people in certain team. Like let's say the way in which the person talks itself, I can understand. He's not allowing anybody in his team to take any decision. He is actually a decision maker. He may be a. What do you call? He may be a leader or a ruler. Something like that. Right? Like let's say the military general they call it. Right? Like one rule, it's okay. But how well the team manages him, it's up to him on this team. Right? So it's not like that you are going and talking to a team. You understanding. Okay, what did I do? Then two, three people, you have to individually ask them. Hey, no Chitra, when you talk like you sound, I'm just telling example, not you. Okay, I'm just telling an example. No Chitra, when you talk like you are only telling about you are right. Always you're not hearing other people perspective. Note it down. Thank you. Next one. Hey Ram Raj. What did you hear about me?

Okay. Okay.

You write it down. If two, three people are telling the same thing again and again, then that's your biggest feedback. No communication needs to change. Like your tonality is different. Like you did not contribute well in the ideation part. So when all team members participated, you did not appear for the first few meetings. That is why you did not get the right opportunity. So there are mistakes with our side also. You have to write it down. Same goes for any organization. Even if they tell you or not, mostly whatever the reasons they tell, it's not going to be true. Because they only observed from external perspective for one or two days. Right? But the real feedback will come from your team. If you have to manage your performance and the design career well, you have to build a very, very nice relationship and rapport with your team. No matter what, whether it's a small team or bigger team, you have to build it from the day one. Whether you're entering into the organization or you're doing an internship with few people, it's ok.

Okay?

But the way in which you start your career like this, it will skyrocket like anything. So are you guys getting what I'm trying to say? Yes.

I wanted to ask you since you said a manager will come and tell me that you are not, you know, capable in the team or something like that. But what do I tell the manager? This is like out of the manager's room or somewhere that I Have to ask each and everyone about my feedback. But when a senior manager is telling me you are not capable or there's some defect or bad effect, how do we respond to them?

Okay, so how do we respond is actually it's a very subjective question and we can, we can, everybody can take it very, very differently. That's our ability to respond that. But what I would say in general we can have few points. Okay. The first point is you have to be in a smiling face to understand why is he telling that. Okay, first, as you said, you can appreciate that. Thank you sir. I appreciate that you are being open. First of all, many managers are not open. So they just put the point saying you're out of the job. That's it. They don't even tell you didn't perform well. They won't even tell that you didn't perform well. There is one teammate in the last two weeks, okay. He got. He got this. What you call. They removed him from the team.

Okay.

They did not even give him the warning. Chitra, are you here? Okay, okay, fine. No problem. Just listen, listen.

Fine.

So he is not even given a warning. Really happened not story.

Okay.

This guy was removed and he got an email from the HR that he's been moved into bench. He was totally shocked. This guy. He went to the manager and then he said, manager, I wanted to talk to you. Manager is saying, no, I'm busy, I'm busy. You come tomorrow. Manager again, second day manager is saying busy, busy, busy, come tomorrow bcbc come tomorrow. Four days it is going. The email starts coming and he has to move on the team. So here he doesn't even know what happened. Even the manager is not willing to talk to him. You understand, right? Many times the manager coming to you and telling this itself is a good success. I'm saying so he wants to build a relationship with you. That is why he's coming and telling the rejected reason or no reason or anything. It's good that what you can respond is you can respond them by saying thank you. Thank you manager for coming forward and telling many organizations this doesn't happen. I'm really glad that I'm in the team. If you could tell me three points where I could improve. Treat me like I'm going to be the biggest contributor in your team tomorrow. A person like me is going to come tomorrow. What would you advise? Three pointers to me. Tell me. Maybe he can tell or maybe he cannot tell. Only two possibilities is there. Once he tells, maybe noted down. If he cannot tell. Sir, can I Also understand some reason has prompted you to take this decision out of me. If you could also tell me like Jagdish, if you can go and talk to this person, you can get a feedback. I don't know, I'm just a hr. I'm just a manager. I'm told that we have to do this decision. We did it. But if you could also go and talk with this person, you can also get a feedback. Jagdish. So can you point out that person? Sir, I'm not going to go and complain them. I'm going to do it for my personal improvement. Sir, I'm really sorry. Sir, can you tell me what are the one reason you've been successful in this manager role for a lot of time? What can I learn from you? Because you're very good in handling this situation of announcing the result of me that I'm not hired. I would like to know like how you reach this position. Give me one tip or suggestion how I can do it. So he may tell go well along with the team or manage the team dynamics. He may give you one response, right? Understand from that perspective as well. Because the person who is sitting in opposite to you is also influencing your career a lot of way. So you need to get that perspective also from that person. From that feedback of the person, you can understand what went wrong. Like let's say if that person says maybe you can talk to your your own colleagues. That means you did a problem with your colleagues or maybe some problem happened within your colleagues. So you will have to root out the real reason. If you're not rooting out the real reason, you may not grow forward.

Okay?

Like let's say the manager may say hey no, this person got a problem with arrogance. The person who got in in my team. So what happened is he's little arrogant. But the thing is he's not very open to the feedbacks. If when a manager or teammates or somebody gives a project he's like no, he will only do his in old style. He will not understand the requirement of the team well. So what happened is everybody is getting little pissed off with him. So they don't want to talk to him comfortably because he's from the north India. Our office is in South India. So the communication barrier is very very long. Right? So this person thought okay, I'm a North Indian. That's why people are not talking to me. See a small problem, how it roots out into a very, very big problem. Slowly and everybody stopped talking to him. When he's going and talking with the people. People are not even coming close to him and giving the feedbacks. So they're saying, okay, you talk to him or you talk to him. They're just pointing out the fingers. They're not telling the real answers. Why, why this person is not able to do. Then he came to know he's from nid. Nit National Institute of Technology.

Okay.

And he's a technology guy. He knows things very well. If I'm a team lead or if I'm managing that person, I would never allow that to happen because that person has a lot of capability. Because of this reason, I will not allow him to go and go for the other team to work on. Then what happened? He approached me. He mean he's from engineering team. So he said jagdish, he's a friend of me. He said jagdish, I am having this problem, I'm having this issue. What should I do? I said, you can go and talk to your manager. He said my manager is not willing to talk to me. No, you try to find an appointment, go and talk to him. He said, okay fine, let me talk. And I also said the same thing. Problem always doesn't lie the outside world. Mr. So and so, okay, 80% reason is because of us. Please understand this only 20% reason is because of external. Every time when you're getting a problem with respect to the politics, handling all these things in the office environment and other thing, 80% is because of us. Please point always the finger to you. It's always us. 20% of maybe external, 20% maybe the company has removed you because of the management decision or they they have reduced the budget or they have, they have brought some other automation in your teams. That is okay, that's only 20%. But there are some teammate members who are already there in the team, right? There are six people who have retained in the team. Only one person you is removed. What did that six people do? So there is not a problem with organization. It is also problem with your behavior or maybe your attitude or your skill set or your knowledge or anything, right? So ask that it's our responsibility to root out that real reason. The very moment when you are rooting out the reason only you are going to go thrust it. Brain Tracy always says that get lot of reasons why did you fail? If you can able to take a paper, a sheet of paper and then if you can able to write the reasons. What went wrong? What went wrong? What went wrong? What went wrong? What went wrong? And how could I have been better? How could I have been better. How could I have been better in the lifetime? You will not do the same mistake again. He always says one thing. All billionaires are one mistake learners.

Okay?

We have not become billionaires. The reason, because we are two, three mistakes learners and we still don't learn. We keep on doing the same mistake again and again and again. I also have the tendency in my. In my earlier career days, same mistake I'll do repeatedly. I'll be like, I'll not even listen to some people. I'll just do it again, again, again. Over the time we've evolved, right? Over the time I realized that that is my tipping point. I have to change it. I have to evolve. I have to become a different person, right? So everybody will have that feedback. And even if their team goes healthy, in your opinion, you should still ask feedback Even after Sunday, Ramraj, you can still ask one conversation to all of your teammates personally. You have their numbers, right? Hey, I need just two minutes time. Hey, tell me like how was my behavior? Hey, tell me will I be able to grow forward if I have this tell me one correction feedback so that I improve. Chitra can also do that with all the people. Like every every people. When you try to do this way, automatically your health will improve, your team health will improve, your health will improve and you will understand. Okay? Like let's say I've seen few people in our projects itself. Overall their communication is like very. They want to build their own idea, very simple. They don't want the other ideas to happen. It's okay, fine. But that should not be carried forward into the organization. Then what happened? Design field is not for you. Because design is all about hearing out the perspective of others. It is all about building that.

Okay?

So we need to get this clarity. We need to get this understanding. And this is how you respond. Chitra, for your question, okay. Many times we have to ask our questions ourselves first before asking others. And then when you ask also you should ask three reasons. And what I could have been done better. And if you don't know the reason, point out to the person whom I can get the answer. That's where you can find out. And by the person's feedback, whatever you're getting, you can really know what is the reason. And this guy understand he is a real reason. Then he become calm. Initially he was agitating. Initially he was going and getting a fight with his manager. And he came running and said to me, I'm going to bring a big fight. I said please be calm. So then he has a Perception in his mind. I'm a North Indian. That is why they are ignoring me. I said nobody has that intention. You don't think that the person problem is with the communication and he has to correct it. There is nothing called North India or South India here. See, he is bringing up this. So many people will build up a different reason for it. Right? So it is very good to understand why that person is telling like that. And we have to be very, very careful with this kind of a people. Because they may bring some more issues. Because in our organization there is something called whistleblower.

Okay.

What happens is like let's say if we indulge in any kind of a malpractice or sexual harassment or if you, if you do any kind of a. Like let's say if I'm using Ramraj's ethnographic to make a fun of him or anything. If one email Ramraj puts in whistleblower, next day itself, I'm out of the organization. Whether I'm a CEO or whether I'm a cfo, whether I'm a technical leader. I mean I am in whatever position I am. They will keep a small inquiry if they true, if they know the truth. This is happening next moment that person is out of the organization. In our organization, many people have been removed like that for many reasons.

Okay?

So that's why we need to be very careful. So that is why people are not willing to come and give him forward the feedback. You understand, right? In organization also the hands are tight for many people. The moment if they start telling any reason, this guy may get offended and he will go and immediately rise some things in the whistleblower. Right? Whistleblower is for everybody. I'm saying in every organization there'll be a platform like this. But it's a. It's a neutral platform. People who have joined yesterday in this organization can also complain. People over the CEO also can complain, right? And then immediately go to the HR one team will come and inquire all the real reasons what happened, what happened, what happened like a police inquiry. And they'll find the truth immediately. The team is very intelligent. Immediately they'll root out. Here's the check, here's the pf. Here is the statement. That's it. There is the door. You can leave. You know, that is how the policies. Every corporate will have this policy. Because if they start justifying with you and the other people then they will have to only talk with you for the next one week or one month. There is no apology, there is no nothing. If it is found, it's out. So understand that workplace politics is very, very important. When you're handling rejections, when you're talking with your teammates. And please understand, more than two, three people are there, politics will be there. We are all humans.

Okay?

And also please understand, when you go forward in the corporate ladder, moving forward, the more forward you go, the bloodier the politics will be. The more senior you go, the bloodier the politics will be. And you won't even understand what is happening in the top. In the lower level it is okay. But when you go on the top of the corporate ladder, you will see a huge things happening and you will feel so bad. And sometimes you will feel like why did I even reach this position here? It's not even required. I could have stayed there as a lower level position itself.

Okay?

But that's not a healthy sign. We have to grow ahead in our career.

Okay?

So I just told you whatever is my perspective in my experience before opening up the mind map. But please hear it for the next few minutes. What is there also as the point? Okay, so what are the core concepts and mechanism of this workplace politics? Effective communication strategies. I already told you that. Right? So maintaining professional integrity. Like let's say whenever you're talking to the team, you need to make an ethical decision. You need to evaluate options. Like let's say if many people are participating in ideation sessions, you should be also willing to understand what happens. And also very, very complex scenarios will come. And how do you manage your personal professional values. See if your values is not totally aligned, you will get a lot of problem with that team. Like let's say if your value is attention to detail in design, if many people are pouring out rough ideas and all these things, you will get really angry. You will see a mismatch in the team and then you will, you will cry and then you will come to me and then say jagdish, I don't want this team. Put me another team. So that value match will be a big problem. And also managing conflicts.

Okay?

So you need to understand, understanding the workplace dynamics. I talked about this. Building alliances and leveraging support. That is like when you go and talk with the people, you get a good support from your organization. Or maybe in your team or maybe in your side as well. Hey, Ramraj is right. Let's all work in the Ramraj's favor. Somebody else may say, like let's say if I'm team of Ramraj, Ramraj is building a very good alliance with me, then I can also Tell Hey Ramraj idea seem to have a potential. Let's work on that. See then the voice will be really high. The reach will be really high for Ramraj. Okay, so like let's say you can take situation behavior impact. What is that? SBI model. Please understand this Situation behavior impact. You can understand the situation what behavior people created or you are exerting. What are the impact of that? When you understand this, Chitra, like let's say you asked me a question. Situation behavior impact. You ask in this manner. When you ask a question to your manager, you will get a constructive feedback. What are the situation happened? How did you behave? What are the impact? Because of this, the impact is the team got collapsed now. Now the team nobody is working. The team is completely abandoned now. That's the impact. That means it's a very very wrong thing, right? So we need to understand that and also mechanism, assertive communication and active listening. That's why I told you you have to ask question and listen very carefully. I told you, right? With the manager, if you're able, if you're not able to understand or listen to what is the real. What are the factor which went wrong with us then we won't find the real reason if we keep on, I mean arguing or discussing or something.

Okay.

The response that articulate design decisions logically and diplomatically. So you need to understand this. Maintenance, professionalism, ethical decision making. I don't have to talk much but you guys know it. In a complex situation, how do you make an ethical decision which is aligning with your both values. Right? We need to get this clarity. 83% of the professionals value integrity as the most important trait. Oh my God. This is really, really important factor. I have to really tell you this. Don't think your your team is getting fight because of any other reason. Your team is getting fight because of this value mismatch. 83% of the professional values integrity has the most important trait. Our first value in this Design for change program is honesty and integrity. Because I value in the top people who are not harnessed and they are not having the integrity to work. I mean there is one student, okay. He joined two, three days before. He said Jagdish his courses is not opening.

Okay.

I said you wait for some time. Yeah, let me check at my back end. He said no Jagdish, it is not happening. I said wait. Then I logged in with his password, this email and other thing. He's saying Jagdish OTP is not coming. I'm not able to open in the login. I said, just wait, go to your trash, go to your bin or something. Sometimes the email may have come there. No Jagdish, you give me. You give me the refund. He said, you give me the refund. I said, brother, you have not even opened the courses. That is the first person in this entire last one year. I'm issuing the refund.

Okay?

See, it's not like he has not liked the course. If he has not liked the course, then I would be happy to give the refund. And I would ask this three questions. What went wrong? How can I improve? I'm that person to always get that feedback because that's how I can improve. This person is saying, no, no, no. Just because he could not able to open to the trash folder and find out the email. The OTP which came to login. His inability to find that is actually the problem. Then I pointed out, no. If you're working in a mobile, just click this option, go to this folder, scroll down the last. It will be there. Click there and look at the time and just refresh. Make sure your mobile data switched on or not. Then automatically the OTP came. Then I logged in the course open ego right immediately. He revolted. No, no, no, no, no. I don't want this course. I don't want this course. Next second itself, I paid him from the pocket because refund is not easy. We'll have to talk to our partners. We'll have to justify the reason. Then I'll be getting in three to five working days. It's not like you are withdrawing from your account.

Okay?

That's the process in our program. Yeah, we do. I'm. I never get any problem with refund because I need a feedback from that person and this person what to do if that person is having this kind of a behavior and attitude to work in this. In this program. I was thinking only one thing. Tomorrow if he works in the team, how many people he will spoil for me giving him the refund is not a big deal. But the point is he will spoil the many people's dynamics here. It's good that I'm leaving this guy. I said thank you. I said thank you. You leave. See, so this is also sometimes decision. We need to understand. Decision is also sometimes good that you're ignoring that. That you are trying to understand that perspective and making the decision. See this. This is the most integrated. This is the most most important value. That person doesn't have much of integrity. What will I do if he joins the program? Even if he Takes the program after a month, he will still complain. I'm not getting results. Chak. That's going to happen. And yesterday two of our students. One, one guy got the offer. Day before yesterday, another guy got the offer. They are completely aligned to this program. So values is the most most important thing. And you will see the results happening once the value is coming. Or else mismatch will happen. You will be putting effort. Nothing will happen.

Okay?

The next thing is managing conflict. Engage selectively in disputes. Know when to say, when to stay neutral. It is very important in a team. You guys will be working very hardly today in your team, right? Please remember these points, okay? Today and tomorrow, Saturday, Sunday, very intensively, you guys are working a team. And you guys have to deliver a project as well.

Okay?

And in the coming Tuesday, I'm going to add more variable. I'm going to add more complex points. I'm going to bring a placement activity. So now only the real fight is going to happen.

Okay?

And definitely I'm going to pick one or two people from that any team to give them the opportunity to work for the any organization, right? Yesterday also did you guys see one opportunity coming? Kumar Sai. I think he has posted an information in the group. We are. We are actually requiring two, three people for a design organization in Hyderabad. It's a good opportunity. So what I would give is. I would. I would not give for.

Okay.

Just because I like Ramraj or just because I like Chitra. I cannot give that opportunity, right? I have to be very fair and knowing what are the exact factors to determine which candidate is apt for this role. And we have to provide that. And that is why I am looking very carefully in the team. The communication. Who is taking lead? What is happening? Are you encouraging others? Then and only I will pick that person. And then I will give the opportunity. And you won't even know whom we gave the opportunity. Because we'll. We'll be contacting them personally, right? So I'm watching because I need to trust you to the next level, right? That is my objective. You have to go to the next level to improve. And I'll be watching closely. So please understand each and every behavior in this program is getting impacted in your overall career. And also same goes for your team members. Whoever has not watched today's session, ask them to come and watch. Because if you don't understand these factors and points. If you only keep learning design, design, design always this is not going to be a big impact in your career. I've seen many people in my organization working 10 years, 15 years, not even becoming managers, not even becoming leads, is because this reason they don't want to hear their feedback. They don't want to gel well with the people. They don't want to improve their communication barrier or whatever. That is why they stay in that role forever. And people who understand this, from the day one, in first one or two years itself, they'll become a senior leaders. In few few years, they'll become the organization head. Like a design lead or maybe a complete director of design, right? Many, many people, guys, many people have seen the moment. If they understand this one factor, they will skyrocket their career. Like anything, 10 years of growth. What a designer gets, they get it in just two years. There is one person in our program called Tashvi. I'll bring her separately, okay? To talk to you guys in the, in the inner circle call. Sometimes look at her thought process. Like from the, from the. From the first moment she joined the program, I understood this person has a capability. Only thing is she has not put together everything. And then she started working. Now she's into the job, she got results, she's working. But the, but the great breakthrough, what I'm seeing with that person is she's thinking very big. How do I go and change the organization with respect to my design skills. See, when a person asks that question, she will handle all this politics even when somebody teaches her or not. So that is called futuristic thinking, like leadership level thinking. How does my design skills valued in my whole organization? I can see the whole value stream mapping what is happening in my program, in my organization. And I know where I have to play, where I have to not play, where I have to go and talk.

See.

So please understand, because when you know the overall larger perspective, you will be very calm at many places. You will know when to stay neutral, you will know when to handle the situation.

Okay?

And you can also do the simulated practice in your team, guys, to resolve some conflicts. Maybe you guys interestingly create one conflict and try to solve it.

Okay?

Do it. Fine. It's okay. Maybe you can brief your team. Hey guys, we will do a simulated practice of this conflict resolution. Let's everybody bring one, one conflict from our side. Let's see how everybody is reacting. Yeah, you guys can also practice. It's your team, right? You can do whatever you want. You take your one objective or a project or anything and then you solve it. So yesterday also one guy said to me three points in my team, two people are very, very rigid. Only one person, and including me are Bringing lot of ideas. And that person is doing this. This person is doing that. Four complaints I got from one person. That's conflicts. Right? So how do you resolve it? When you have this discussion with your team, that will be a healthy manner.

Okay.

So you can use a technique called interest based relationship. Focus on shared goals and respectful resolution. Like let's say Ramraj also has a goal to go towards an organization. Karan also has a goal towards going to organization. Chitra also has the same goal. Hey, we three have the same goal to enter into organization. We are all fre. So let's do this project to the maximum core to understand the basics of it. Let's not worry much about it. Like let's say if Anju is a senior person, let her take a different approach. It's okay. We will be having a shared goals, right? So you try to find out that it's your responsibility to go and find in your team what is really happening.

Okay?

Okay. No problem there. Okay.

Okay.

Fine. Fine.

Okay.

Okay. Fine. Okay. So that is called managing conflict. And next is understanding dynamics. I think I've told you enough about this.

Okay?

It's a very crucial for the project. Success recognizes the power structure. I already told you this. We did a personality test and we know what is the reality. And then we are managing it accordingly.

Okay?

And yeah, it is very important to build alliances.

Okay.

Don't form teams inside a team. That's called gang. Doing union.

Okay.

In the. In the same nine people team, you guys are forming union.

Okay?

Taking sides. Can I. Can I come and point out in every team there is already a small team inside. You guys might not know it.

Okay.

So two, three people only talk about one, one particular thing. Two, three people always against that. So that's called a union.

Okay.

But. But build the alliances in a very positive way. Not in a negative way.

Okay.

Mutual benefit should have in the partnership with team members and stakeholders.

Okay.

And collaborate with alliances. Strengthen your project. Live demo is fine.

Okay.

So this is the point. What are the automation strategies like? Let's say you guys can also use many tools. Guys. If you wanted to really avoid many discrepancies, you guys can insert a tool called Otter. What happens is OTTER transcribes all the communication, whatever you guys are having in the team. And then it will give you a transcription. The moment when you put it in the chat GPT. The transcription. What happens? Chat GPT will throw what Ramra said, what Anju said, what Karan said, what Jayanandani said, what all of your Team members are saying automatically you will know. Okay, current. No current. You said, you said this point now, but earlier you did not mention. See, the transcript is coming. See, tools can help you weed out what is the real wrong thing. Maybe Karan is saying, hey, no guys, I already told that nobody listened to me. Ramraj will say, no, no, Karan, the data says that you have not said this before. It's okay. Now we'll discuss what is going to happen. Let's not argue. Fine. See you resolved that. So these tools will help you in automation and you can also automate with a follow up. You can give task. There are very good tools which I told you. Like let's say Trello, this notion you can assign tasks to the people in Miro also you can assign tasks to the people to follow it up, get the feedback and you can close the loop. It's good to have a summary. It's good to have a check in. Somebody can take this responsibility and follow it up with them. And then you can close the loop. Hey, you said you're having a problem like this. Did you solve it? Hey, what happened? Can you point out hey, what happened? Did you do so somebody needs to take this kind of a hat to follow these questions and ask the answers and close the loop then and only. It's going to be a great advantage for you. Okay, so now I've told you about most of the things. What are the major outcome in this classes. You guys know what is mean by what you call strategy communication and resolving conflict. You guys know how to build your alliances. You guys know how to manage the team better to get a feedback and be a listener. And automatically once you've also filled this Codex document along with this practice sheets. Okay, it's already given to you guys. Go to your. Go to your. I gave you in that mission seven. You guys remember that mission seven in that the second part will be there. Okay, go and take that automatically. You will be filling that answers and you will be able to generate a better response. And can you all try to do that in the Sunday after you complete the project? Ramraj, Karan and Jain and I would request you to take that codec sheet and fill these questions because I have exactly asked you this. How do you approach difference in opinion? You guys can document it in your portfolio. Guys, you guys can document that as a conflict resolution skill you have. People will hire you like anything if you do it.

Okay.

And then automatically when you put this response, you're also going to get a great advantage out of this. Particular skill set. Okay, so this is the major major thing guys. And why it is important for designer. 48 percentage employees side workplace politics has a major stress factor. Harvard Business Review Many people switch job because of not salary. 48 percentage employees switch because of this reason. 32% higher promotion likelihood for employees skilled in workplace politics. Yes, that's very very true. People who are very good in managing that they get 32% higher promotion. 70% successful project. Results from clear communication project. Management institute says that so designers who master the skills secured inferential position. Guys. So it is up to you. I gave you the magic bullet. Don't ask me Jagdish. Is there any magic bullet to become what you call 20 LPA 30 LPA in design. This is the only magic bullet. And a lot of people don't know about this. And a lot of people don't talk about this. Okay? That is why I took a special skill and I'm teaching you for the last 15 minutes.

Okay?

If I'm not teaching you here, I don't think you are not going to attend any management related training and improve on it. If you attend. That's good. But please have this as a basics. Because this is the most most important vital factor. Skills you can learn. Don't worry. Technical skills can be learned in one or two days. But this manager level skills, you guys won't know what is the importance of this. And you will be doing a lot of efforts and you will not recognition. You will not get recognition and you will do hemans of efforts in your organization. And you will see somebody else is grabbing this opportunity. And you won't even know what has happened. This is what is the major thing. And if you understand this, in next one year itself you will be immediately promoted as a team lead. You will be telling hey, we are going to give you a small team. You can work on it. You can prove that and you stay in this design for change program. Guys, we are going to build leadership program also from the month of January mid. We are going to build senior level program as well. People who wanted to get 1 crore per annum in just very very short span of time. We are going to build senior level programs for those people. We will also tell you when to ask promotion. That is not for freshers. Freshers is like looking for the job to enter inside. That is for the people who are already working in organization. When to ask exactly feedback to the manager. When to ask exactly for the promotion. When to ask exactly for the salary hike. These are all like very subtle. Subjects. Guys, you should know. Because even if your skills is very, very normal, if you use the effective communication correctly, you guys can get the maximum benefit for that itself. Everybody is worth of more than 10 to 12 LPA here. You may be thinking, Jagdish, I'm a fresher. I'm not even getting job. No, you guys are already worth for more than 12 LPA job here. I'll tell you why. Because of the way in which the project is happening now. Everybody is contributing great in your. In these teams. That is what team is also expected to do in your. In your. In your corporate or anything, right? They're already giving the same kind of salary only for the people who are doing the same work. But why they are treating you as a fresher, why they're treating you as a 3LPA job? Because you have not exhibited that communication very clearly to them. The moment when you exhibit this mindset and clarity with the people, immediately they'll put you in the team who's working with this clarity. 10 LPA, 12 LPA, 15 LP, 20 LPA people, what they're doing, they'll be also putting you into the team. Imagine if all of your team members, every day you're interacting with them are getting more than 15, 20 LP and they're doing individual projects on their own automatically. Next six months you'll be also doing your own project earning 15 LP. I told you, right? Take your phone number. 10 people whom you talk with every single day is your average. Once your environment changes, automatically you change. Because you are the 10 people's average of your environment. Your environment is always stronger than your willpower. Blair Singer always says that. Think about it, okay? This is the most most important thing. And neuroscientifically, if I have to tell you very, very shortly, higher EI correlates to better workplace adaptability, conflict resolution. If you guys are also building this emotional quashant inside you, you'll be able to handle this conflicts better. But this is like a deeper topic not required for you guys now, okay? So I wish you all the best. I hope you this will be an eye opener for many people. Because you guys have to understand this factor when you're entering into the corporate or design studio or anything. Even if two people are there in your team, you need to understand this to work together. Fine. And also the final call to action is if you wanted to bring your friends to our program, that's a good opportunity. Tomorrow we are having a webinar. Just forward this link to them and let them also Take the advantage to come and work here, okay? It's a genuine help for them and you can just refer them. No problem. I just put you the link and if you guys find this program is is adding a great value. Give me a best start rating in trustpilot for the people who have. Who have. Who've been listening for a longer time. Ram Raj Pavitra Kalai Jaianandani I need to also build the trust, right? How will people get to know Jagdish more? So that's my feedback. I'll read each and every review.

Okay?

Give your best star rating and your your real comments. Don't tell it's good, bad tell what did you learn? That's what I want. Go and type out in the trust pilot and also tell to other people about this. Let them come and learn from the four hours. If they are interested, they'll come forward or else it's okay. Right? Fine. Guys, I wish you all the best. And we are on a mission to help 1 million designers before 2030. We are really working hard for that. And still 10 more days is there to complete this skill booster session. And from the Monday you guys are going to get a complete full meal.

Okay?

We are going to go very deep into the aesthetics. We are going to go very deep into like let's say you guys will not even see the dimension of the aesthetic in this angle and then get ready for that. And tomorrow is going to be the end of the solution and the ideation and the team and all these things. Because in the last one week we've been seeing about solution building in FIGMA and then talking inside the teams communication, managing all these things. Right? So from the Monday it will be a different one until January 31st. Sorry, December 31st. Another 10 days is there you're going to see more of aesthetics because you need to know how to connect this entire skills what you learned in these days in your projects to connect it to finally called aesthetics. If you're not able to build a very good aesthetics for it, you will see what are the impact in the coming sessions. And please stay tuned and come forward in the classes. Guys, I wish you all the best. Take an advantage and I'm also marking attendance for you guys. Go to your learning management fast and please do mark your attendance and get points. Ramraj Everybody, just two minutes is there guys, I'm giving you 100 points for this session. Please go and mark it.

Okay?

LMS refresh. Go to the feed section. Refresh, refresh, refresh. Mark me. Present you can do it in mobile as well. Right now we have enabled that for all the people. Chitra Jainandini, Kalai, current Pavitra, Ramraj, Anju Ar Tenants Marque retinance mark. Thank you Kalai. Kalai and other people also give us a rating in the trustpilot. That would be a great support as well as forward it to the people. Whoever is your friends like. Let's say Jagdish. My friend is also struggling. He wants to learn design. He's also super confused. He also needed a guidance. Just forward this link. Ask him to register fast and join in the WhatsApp group. Tomorrow we are having a. Tomorrow we are having a different content guys.

Okay.

How many of you want to attend one more time? You guys can attend. You don't have to pay anything. You just ask me personally. I'll send you the link.

Okay?

If you're already in our program, you can attend it. No problem.

Okay.

Little bit variation in the content we have kept because we. We also wanted to evolve completely. We're doing it but it's up to you. I mean I would. I would not say. I would say you guys work on the projects first. That's your highest value priority. If you guys are not engaged in any projects then you come on Sunday tomorrow and watch it. If you guys are already working in a project, do that first. Because Sunday night is a submission time. Work hard and complete that. But that's your priority one. No need to deviate in that. Fine. Fine. Excellent guys. Thank you so much. Have a great week and the weekend. And today unicycle call will meet 6pm Guys, stay sharp. We are having something very, very special today. We are bringing a mystery guest today. Okay. I wish you all the best. Take care. Yeah. Take the links before the call inside or else it will end.