Corporate Session
The corporate life was my world for 21 fantastic years. Starting out as a young resident doctor in Cardiothoracic and Vascular Surgery, being at C level leadership positions since 2015 and finally moving on as Director, Patient Experience, Mubadala Health, a healthcare giant in the UAE, I have, over the years, moved through leadership roles in healthcare administration, management, operations, negotiations, strategy, quality, training, projects, digitalization, communications, service excellence to management academics… I’ve seen and worked the corporate work very closely and with the best of the best!
And I have loved every minute and seen more success than I could have dreamt of as I started…And what did I find to be the strongest contributor to individual and organizational success? The people, and the ability to manage people. As corporate and business leaders you would know that the biggest strategy, the biggest investment, the biggest reason for success, or the lack of it, are your people. An organization with great people is unstoppable. And by law then the crunch also is felt with the people.
Common Concern
The most common concerns that I have heard over years and continue to hear, are the need for:
- Strong, visionary and connected leaderships. Leaders who can inspire large teams, Leaders that people want to follow. Leaders that build organizations
- Strong mid to senior management that can drive results, leading aligned teams. Managers who can rally teams around a common vision and achieve stretch goals
- Alignment of employees in mid to senior management roles with the organization’s vision, a sense of belonging and an assurance of a growth path. This is linked with retention of talent at this level, as even small difference in role or remuneration has people moving on causing an unsettling flux.
- Cultivation of talent at mid management level is an acute concern too. Many organizations feel the lack of suitable talent availability within the organization who can step up and fill bigger roles as people move on. This necessitates external hires, which is expensive, time consuming in both hiring and settling in new employees, leading to loss of time and momentum and thus results
Motivated, driven employees willing to go the extra mile on their own. Through and through the concern is all people. Regular employee engagement and skilling initiatives rarely yield results, or enthusiastic participation because they do not cater to the core concern – Holistic growth of the employee at all levels. The employee is just a facet of the whole person. To build the employee we must build the person. The work and engagement needs to be done with person who comes to work, not merely the employee. It should reflect the trust and value the organization places on the employee, and the fact that the organization believes that the growth of the employee is crucial for the growth of the organization. This is how you engage emotionally with your people. This is where you align their interest with the organisation’s, and not vice versa. It is this switch that will help you build capability, loyalty, performance, results and a culture that facilitates growth. Don’t build employees who perform a job, build employees who provide a service. Invest in your employees and they will invest in their work
My corporate coaching and mentoring offers:
Executive leadership coaching, “Leading With Purpose”: an extensive and transformational 3 to 6 month program that builds leaders who lead organizations from vision to reality.
“……. “ Mid senior to senior management coaching on leadership: A program that mentors your mid to senior management on building and leading effective teams that achieve stretch goals.
Both the programs are customized to organizational vision, mission and needs.
2 hour, 4 hour , full day.
My Corporate Journey:
Transformational Business, Leadership and Life Coach.
Speaker.
- 21 years in the corporate sector
- Director Patient Experience, Mubadala Health, Abu Dhabi, UAE 2019-2021
- Head Service excellence, Medcare Hospitals& Clinics and Aster Hospitals, GCC 2017-2019
- Associate Director Max Institute of Healthcare Management, Indian School of Business – ISB, India 2015 – 2017
- Fortis Healthcare, India :10 years of leadership roles 2005-2015
- Doctor of Medicine, Fortis Hospital, Mohali India 2005-2007
- Indus Hospitals Group, Punjab 2002-2005
- Govt Medical College and Hospital, Chandigarh 2001
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