Every opportunity I get during my interaction with the team members I have been empathetic towards them, and have created an atmosphere of abundance, and ensured their well-being. This has helped me in creating an atmosphere of openness and approachability in the organisations I have led.

In the last three and a half decades, I have been working with various organisations and in different roles. In each of these organisations I have come across various leaders and colleagues who are responsible for influencing my current leadership style.

First and foremost to improve employee engagement I have always chosen a caring mindset in favour of a control mindset. I have always discharged value based positive behaviour which has helped me in expanding my ability to gain and offer emotional connection. As a result of which I could become more open in my thinking and could engage better with my team. I have always felt simple moments of connection either in the form of an eye contact, a smile, or simply by being present helps in the degree of affection and compassion people feel and express.

Secondly, I have always felt that creating an atmosphere of scarcity is detrimental to the culture of any organisation. When resources, for example compensation, opportunity, or recognition are perceived to be limited, paranoia, fear, and politics thrive, people become nervous of the future and afraid to make mistakes as a result teamwork and innovation suffers. In fact I have always helped the team to focus on opportunity and synergy creation to broaden their perspective to integrate needs, time tables, and experience.

Last but not the least I have always paid equal importance to the wellbeing of the team, by considering all aspects of human experience, such as one’s attitude, behaviour, emotional capacity, as well as one’s capabilities and skills.