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Namrata Dhasmana
Sr Researcher and Reviewer, BRICS RESEARCH 2.0
Namrata, an experienced strategic leader, has 19 years of global expertise in business, people, and culture. She's a corporate speaker, presented papers on governance and microeconomics at the BRICS Conference, and is an IIM Lucknow alumna. As a veteran, she excels as an economist, researcher, and writer. Namrata also achieved the distinction of being the first woman on the skydiving team and has held strategic roles in the Indian Army.
- c-suites
- consultants
- government/ngos
- purposeful
- leadership
- influencing
- people
- building
- curiosity
- leadership
Meet the mentor
Tricky Workplace Situation Handled
- 1.They could be telling each and every thing at home, need not. 2. Lack of awareness and interest. His farsightedness is too less. He could be less motivated as well. 3 he could foresee the questions and did not prepared well for the interview.
- Regular skips with team, one o one, planning, ,knowing strengths of team members to get tasks allotted to them effectively.and finally gets on to executive mode with timely checks .
- By being well informed and organising in having all the data with self and plan after analysing every situation at hand.
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- Well- In crisis management all my live situations that I have handled crisis. Giving them similar situation and seeking their response.
- Lack of trust and their own insecurities. Unawareness that delegation is also one way for timely completion.
- I would have changed the situation given an opportunity as I am a strength-based leader; and I know the strengths of people so would have quickly delegated tasks to people accordingly, and taken the opportunity out of the situation to improve productivity of the process.
- I have experience of managing big teams of 100 to 150 people in extreme VUcA and have loads of my own personal examples to lead them with example to teach them a skill set. With a story people gets motivated and are able to understand way forward.
- Not coming to work, irregular presence,, seeking unexcused absences. Are all considered as employees absenteeism. Back logs of work, piling of tasks, Less productivity, toxic work culture, dysfunctionality in teams, lack of productivity
- Recognition and create positive work culture, wellness programs, have fun activities at office, give them flexibility, make them feel valuable and do tell them how good they are.
- The organisation conducts town halls for appreciation, personal contact with employees. Steps can be taken in following way- Employees Assistance Programs; Have attendance policy and expectations; Reward good attendance; Provide employee support.
- I have been in army and hence absenteeism use to be a close watch as it gives a lot of insight in the people behavioural pattern. So I would have given all personal examples, role plays and situation reaction tests are the best ways.
- To counter their experience an their core belief and values. Even in communication the versatility varies. They might come as pushy They can be process oriented. Their WHYs are too heavy to be answered by young managers due to their vast experience. Some times they seek respect and not asking all the time.
- Well, a soft skill training is required at all levels which management forgets. There could be innovation happens which the older Team Member would not know, the younger one comes with all latest management studies and is worried about his metrics and still considers the task as a whole of team The older guy looks for his value added and personal contribution, that’s only because he wants to take the results to the best with zero error. But he need to be told about being a collaborative in approach. A targeted and customised training module for them and a coach session for them can be planned to avoid having dysfunctional team.
- He was very bossy and pushy and rigid. I agreed to what he said but was not convinced. Did what he said, successes but delayed in time. I did that to prove his existence and to give him respect. For self, I would need to be more assertive.
- Yes! Agin with my own examples an making them do role played and giving them situations. Case studies from various organisations also leads to good brainstorming sessions leading for good results.
- -Micromanagement; -Lack of trust; -Unconstructive feedback; —only metric oriented -lack of soft skills; -no skills as a negotiator in conflict management; -keeping mails as a proof to prove him right; -creating dysfunctional teams; -not knowing strength of team.
- 1. Low motivation, lack of zeal, lack of confidence, increase in absenteeism, affects him as a collaborator. 2.Lack of trust, negative effect on productivity, lack of clarity what is the manager expecting. 3. Delayed results, lack of interest, lack of development of successors, low morale, decreased productivity, loss of trust, destroyed team work
- Loss of time and lack of confidence of TM on manager. Reduced and delayed result, reduced innovation,wrapping up wil be difficult.
Tricky Workplace Situation Handled
- 1.They could be telling each and every thing at home, need not. 2. Lack of awareness and interest. His farsightedness is too less. He could be less motivated as well. 3 he could foresee the questions and did not prepared well for the interview.
- Regular skips with team, one o one, planning, ,knowing strengths of team members to get tasks allotted to them effectively.and finally gets on to executive mode with timely checks .
- By being well informed and organising in having all the data with self and plan after analysing every situation at hand.
- Well- In crisis management all my live situations that I have handled crisis. Giving them similar situation and seeking their response.
- Lack of trust and their own insecurities. Unawareness that delegation is also one way for timely completion.
- I would have changed the situation given an opportunity as I am a strength-based leader; and I know the strengths of people so would have quickly delegated tasks to people accordingly, and taken the opportunity out of the situation to improve productivity of the process.
- I have experience of managing big teams of 100 to 150 people in extreme VUcA and have loads of my own personal examples to lead them with example to teach them a skill set. With a story people gets motivated and are able to understand way forward.
- Not coming to work, irregular presence,, seeking unexcused absences. Are all considered as employees absenteeism. Back logs of work, piling of tasks, Less productivity, toxic work culture, dysfunctionality in teams, lack of productivity
- Recognition and create positive work culture, wellness programs, have fun activities at office, give them flexibility, make them feel valuable and do tell them how good they are.
- The organisation conducts town halls for appreciation, personal contact with employees. Steps can be taken in following way- Employees Assistance Programs; Have attendance policy and expectations; Reward good attendance; Provide employee support.
- I have been in army and hence absenteeism use to be a close watch as it gives a lot of insight in the people behavioural pattern. So I would have given all personal examples, role plays and situation reaction tests are the best ways.
- To counter their experience an their core belief and values. Even in communication the versatility varies. They might come as pushy They can be process oriented. Their WHYs are too heavy to be answered by young managers due to their vast experience. Some times they seek respect and not asking all the time.
- Well, a soft skill training is required at all levels which management forgets. There could be innovation happens which the older Team Member would not know, the younger one comes with all latest management studies and is worried about his metrics and still considers the task as a whole of team The older guy looks for his value added and personal contribution, that’s only because he wants to take the results to the best with zero error. But he need to be told about being a collaborative in approach. A targeted and customised training module for them and a coach session for them can be planned to avoid having dysfunctional team.
- He was very bossy and pushy and rigid. I agreed to what he said but was not convinced. Did what he said, successes but delayed in time. I did that to prove his existence and to give him respect. For self, I would need to be more assertive.
- Yes! Agin with my own examples an making them do role played and giving them situations. Case studies from various organisations also leads to good brainstorming sessions leading for good results.
- -Micromanagement; -Lack of trust; -Unconstructive feedback; —only metric oriented -lack of soft skills; -no skills as a negotiator in conflict management; -keeping mails as a proof to prove him right; -creating dysfunctional teams; -not knowing strength of team.
- 1. Low motivation, lack of zeal, lack of confidence, increase in absenteeism, affects him as a collaborator. 2.Lack of trust, negative effect on productivity, lack of clarity what is the manager expecting. 3. Delayed results, lack of interest, lack of development of successors, low morale, decreased productivity, loss of trust, destroyed team work
- Loss of time and lack of confidence of TM on manager. Reduced and delayed result, reduced innovation,wrapping up wil be difficult.
