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SW for Aarti work - Coggle Diagram
SW for Aarti work
What's going well
As a leader
In relationships
Partner Competencies - Technical, as an Advisor
In the ecosystem
What are gaps/not going well
As a leader
People leadership
Not seen as a people-centric leader or an empathetic leader, seen more as result driven ambitious leader only.
Super skew to client versus people in centricity.
Not able to mentor my people to success - time and plan, structure gaps.
Not taking enough time out for collaboration
BU leadership
Not focusing on setting or communicating a vision, direction, offering perspective to the unit.
Not enough storytelling for culture setting (for which I need to start writing/reflecting on my stories about work)
Consistency in pursuing org related initiatives/changes -- e.g. what I started with gender focus, marketing and my time.
Have focused too much on growth over business
Not prioritising the bigger bets over the smaller, immediate opportunities.
Sattva Leadership
Have always played low on Sattva leadership and gone after BU. I would like to change this, carve out my niche as a Sattva founder.
Not identified my niche areas of influence and/or contribution to the org growth.
Working relationship with the non-BU people should be better and concrete.
In relationships
Too agenda focused in most client relationships, don't spend more time introducing new ideas, influencing thought, or getting to know them better as people.
Because we don't have a good account management engine
Because I don't get time or have the right tools to think about the client's areas (although I have a pretty great understanding of what they care about, what they want)
Because I don't have knowledge outputs I can take to them, or ones I have created.
Because I don't have a routine and calendarised system to transmit this. I also am not prepared to jump at immediate opportunities.
Haven't built any good NGO lead relationships.
Because I only interact through Foundation programmes. I have no empathy or idea of what it takes to run NGOs or cred with leaders.
Need to identify my 'friends' in the sector and actively engage with them in cities, over coffees/dinners.
Make a map of 'relationship' development and what it means in the context of HNIs and DF heads.
Tactically, I need to be more responsive with people's queries and favour asks on WA, email.
Partner Competencies - Technical, as an Advisor
Depth of technical knowledge, trends etc in sectoral and functional areas, in order to effectively play the role of an advisor in any meeting.
Lack of familiarity and practice with frameworks and problem solving techniques, to approach a problem of design/advisory.
Lack of know-how on how to guide the team/prepare for working sessions that sets the 1st miling for team
Thought partnership is expected from high client leaders (and also opportunity to influence), but I don't have a plan for how to do it.
Too many projects so time spent with client/delivery is compromised.
Need a new definition for myself for Role
as a Partner who is technically leading projects.
Lack of facilitation skills
Lack of reflection or insight generation from work, in order to abstract back to clients or thought leadership. I should solve for Inside-out + Outside-in in my individual context.
Haven't defined what is the premium/value mix for me as a Partner - resulting in being part of unnecessary meetings and not being part of others which are necessary.
Don't prepare enough for internal meetings, don't read/review documents timely, frustrating teams where I can be an effective engagement lead.
In the ecosystem
Not known for any significant knowledge area or contribution in the ecosystem.
Because I haven't published any work on these.
Because I haven't worked intentionally and deeper in specific sectors/client segments, choosing all types of problem statements.
Because I appear in speaking opportunities across various topics
Brand perception study suggests I am blink and miss in clients minds.
Because the insights were predominantly NGOs and CSR.
Because I have worked more as a 'get things done' person, manage clients person than an advisor person. So clients remember the work but no remarkable memory of my contribution.
Because frankly I haven't been preparing enough on my current cases due to paucity among others, resulting in being mute on way too many calls.
I haven't of late had a single client advising success in the last 6 months (in the past they have been in BMGF GE, GP, Minister, ACT etc)
People don't recall me as someone good to work with, the engagement strength is missing.
I feel I come across more as an enthusiastic pleaser, lead of a project than someone who solved their problems or truly understood them.
Haven't led as many advisory projects of late. All the short- or retained advisory ones I have been on, I haven't cracked the code of client value, plus teams have been new and struggled.
Because I don't take time out to treat every opportunity as an avenue to learn, exchange views, add value (e.g. what I did with Phicus in NHRD versus what I am able to do now with Bridgespan on DFs)