OCTOBERASIA BUSINESS OUTLOOK19making sure that the message has been understood, there is always a possibility of misunderstandings and misconceptions. Kini helps leaders become more aware of how they speak to others and how their words are received by others. This is something that goes against most managerial and organizational cultures where the focus is on productivity and not people engagement. By using some of the principles of neuroscience in his coaching, Kini is able to assist leaders to better appreciate the effects that their words have on the mental and emotional well-being of others, and thus become better leaders. Vulnerability as Strength Another crucial aspect of Kini's coaching approach is the notion of the strength of vulnerability which is based on the works of Brené Brown. In most conventional business settings, vulnerability is seen as a weakness as something that should not be exhibited. However, using Brown's work, Kini argues that the concept of vulnerability is a critical component of authentic leadership. He notes that vulnerability can help leaders build trust and openness within the team members. This change of thinking enables a more realistic approach to management where it is acceptable to make mistakes or express doubt as it is not an indication of inefficiency. For the leaders in India where emotions are not openly expressed, Kini's approach provides a refreshing model for creating a healthy working environment. Customizing Leadership Development Jagdish Kini's method of executive coaching is exceptional since he understands that every leader is unique. His coaching model, which he describes in his book, Release the Hostage, is based on the premise of helping leaders become the best they can be by starting with awareness. This awareness is cultivated across three levels: the self, relationships, and the workplace. Through these layers, Kini ensures that clients are taken through the areas of concern or the objectives they wish to achieve in leadership coaching. One of the tools that Kini uses in this process is the "Wheel of Life" to assess various domains of clients' and leadership lives. It enables the clients to identify specific areas of interest and set realistic objectives for their growth. During the entire process of coaching, Kini focuses on the exploration of the leader's thoughts and actions, posing questions that help the leader gain new perspectives. Collaborative Approach to Leadership Transformation In his coaching practice, Kini uses the approach of the participants sharing knowledge with each other as well as with the coach. His workshops are designed in a way that involves group discussions where smaller groups discuss ideas and then come up with their findings for the entire large group. It not only helps in learning but also creates a sense of shared experience and accountability among participants.He encourages leaders to work in this manner because leadership is not a process that is performed by an individual alone but is a collective effort. His focus on communication, co-creating, and knowledge sharing is in line with his belief that leadership change is best achieved through common practice and development. Holistic View of LeadershipJagdish Kini's experience as an executive coach proves the need for leaders who possess emotional intelligence and are equipped to deal with the challenges of the contemporary world. By using simplicity, communication, neuroscience, and vulnerability, Kini is able to discuss the issues that leaders encounter in the current market. This approach to leadership development not only enhances the effectiveness of leaders and their actions but also helps them become better individuals who are ready to accept change and understand others. As organizations continue to adapt to the new challenges of management, the kind of focused, insight-driven mentoring that he provides will likely become an increasingly valuable asset in the global business landscape. When leaders are aware of the neurological processes that underlie their decisions, they can start to intentionally design their future actions.
< Page 9 | Page 11 >