Great Manager Institute (Certification)

Our Great People Manager, Mr. Harsh Monga talks about what comes naturally to him — ‘Training Leaders’ “As I switched between corporate jobs and consulting gigs across sectors like Telecom, Insurance, and Pharma, I realized I had a knack for training people. But it was only recently that I discovered my true calling — to be a coaching evangelist. Reading about coaching greats like Marshall Goldsmith and then getting certified as an executive coach convinced me that one-on-one coaching is the most powerful way to develop leaders. It opened up a world of possibilities for me, and to be fair, I like this world. I liked getting into the nitty gritty of it, arriving at the core of people’s problems and then unraveling a solution. And the best part, the solutions come from them. I’m just a medium to help them achieve their best potential. The first step I’ve realized is to build resilience. Allow people to recover and rebuild from what they have gone through, give them time to spread their wings. If leaders fail at this endeavor, it amplifies self-doubt, often leaving them crestfallen and demoralized. While initial changes may feel uncomfortable, the desire to persevere shapes more optimistic and collaborative habits and ideas. It’s like how physical muscles strengthen through consistent exercise, the habit of perseverance strengthens your resolve and mind and helps you develop winning habits. I also believe that you don't have to necessarily learn from your failures, you can learn from others' failures as well. But you always have to be plugged into your surroundings.    This outlook has time and again made it easy for me to bounce back from failures. What I believe is that if my experiences can inspire others towards inner resilience, the trials I have faced would seem worthwhile. To accomplish great things, we must not only dream but also act, and act with perseverance.” #greatmanager Dr. Reddy's Laboratories Apply to get featured on the Great People Manager list at https://bit.ly/SolB2clp

“If you focus on improving yourself, good things will follow. I believe knowledge is the key that unlocks growth, both personal and professional. It is the dedication to looking both inward and outward that has revealed my true passions, values, and purpose. Over almost twenty years, I've watched artificial intelligence progress in leaps and bounds. What began as limited models using small datasets has advanced to sophisticated systems that continuously update and improve themselves in real-time. I believe the relationship between AI and humans is evolving in a positive direction. We already see virtual assistants that can understand descriptions and generate code, write test cases, and provide coding support. I eventually can see virtual assistants becoming more prevalent, reducing dependence on human interaction for certain tasks. We may one day see them serving and supporting us in places like hospitals and hotels. I try to stay on top of emerging innovations like large language models by assessing potential benefits and use cases. And if otherwise, how specific tools can help in certain areas and situations. Choosing the right AI tools, however, remains a challenge with endless options now available. The vast selection demands discernment, as leaders select tools aligning with their organizations. All the learning you gather plays a big role. For me, exploring tools, software, and tech trends has become somewhat of a personal quest. What applies today might not apply tomorrow. And so, we constantly assess, learn, and maintain our focus on what is best for us and the organisation. Even more so, as a species on this path.” #greatmanager Vijayakumar Mathiyazhahan. Apply to get featured on the Great People Manager list at https://bit.ly/SolB2clp

“It is important to balance one's ego with empathy – a lesson I learned early on when leading a challenging 9-month project to build a medical telemetry product. When the customer went silent, I kept my team united by being transparent about the situation yet utterly optimistic about their vision. I translated long-term goals into relatable short-term tasks, enabling the team to stay focused despite critical path delays. From this pivotal incident, I realized successful leaders need both resilience to weather storms and emotional intelligence to connect with people. I strive to be an empathetic listener, to help team members through tough times like this. I also want to highlight the need for openness — a value championed at Rakuten, which adopted English as an official language and built global workforce diversity despite being a traditional Japanese company. Above all, I believe in investing in people, which I consider a key duty of leadership. Rather than ego or status, true fulfillment comes from believing in your vision and appreciating small daily progress. It’s the patience that sees you through. I have been fortunate to learn from sages of the industry, who truly lead with heart and mind. And similarly, I advise others to stay resilient, empathize, take risks, and cherish relationships. In the face of challenges, these values remind me of leadership's deeper purpose.” #greatmanager Shamanth S N. Rakuten Apply to get featured on the Great People Manager list at https://bit.ly/SolB2clp1

“At my core, I'm driven by making a positive difference in people's lives. It could be through a word of encouragement, an opportunity unlocked, or simply listening. An organization's true strength lies in its people. And similarly, in my vision, I strive to help others thrive by creating an environment that enables them. It's about how you interact with each other. Something about that stays with you. I learned this early on from my first leadership experience. My manager displayed tremendous trust in me and gave me room to spread my wings. This trust empowered me to gain confidence and feel safe to learn, make mistakes, and develop my skills. Now as a leader, I actively work to build similar environments for my teams. I want my team to feel comfortable coming to me about anything, including missteps. It's about moving from fear to psychological safety. I don't accomplish anything alone. My teams have, no doubt, made me the leader I am today. I see HR as an opportunity to make a difference, one action at a time, for one person at a time. For me, it always comes back to the human connection. And for that, I continue to aim to create spaces where people feel empowered to ideate, collaborate, and chase their potential.” #greatmanager Shabana Upanal Apply to get featured on the Great People Manager list at https://bit.ly/SolB2clp1

“I believe people management stands on three pillars - respect shared excellence, and empowerment. This forms the bedrock on which everything else is built. In its absence, lesser desirable qualities like micromanaging and public berating creep in, doing more long-term harm than good. It is about nurturing shared excellence across teams and empowering people. Otherwise, it merely becomes passing the buck. In large organizations, one would be surprised to scope the magic of teams as one unit. Most of all, a leader's success is judged by the legacy left behind. Beyond just corporate targets met, do people speak fondly of careers and the culture built? I remain wary of short-term transactional success that is only achieved through fear or aggression. In my journey, the principles of nurturing people with respect and trust have held me good. I actively invest time to coach managers at all levels to develop leadership benches. My team-first, collaborative approach has been key to building high-performing units. Of course, I leverage organizational processes to be efficient. I, however, firmly believe core people skills always provide a crucial foundation for that. Even as technology reshapes how teams operate, human abilities remain ever-so-important. I've learned that people management is an art requiring genuine commitment beyond just tactical skills. It remains a journey to be perfected, not a problem to be solved." #greatmanager Ajith Sankaran. CMC® Apply to get featured on the Great People Manager list at https://bit.ly/SolB2clp1

“When team members trust you have their back, they give their all. I've learned to invest time in building personal bonds and being vulnerable and non-judgmental. Early in my career, I was very focused on goals and outcomes. But over time, I realized that results require a relationship. As a young manager, I used to think everyone should just do tasks the "right way." What I came to see is that people have diverse strengths. My role is to discover those superpowers and put them to use. I now take time to have career conversations, study behavioral styles, and customize opportunities based on individual passions. Lean into what energizes people. I once bought into the notion that fun was a distraction. But I've done a 180 on that view. Some of my team's most brilliant ideas have come during lighter moments. Laughter forges connections. Morale matters. Of course, there's a time for focus, but bringing joy to the workplace pays. Finally, I've realized management technique matters only if the boss models it. My team watches my every move. They'll follow suit if I never take a vacation, work weekends, or skip 1-on-1s. But if I balance work and life, give feedback graciously, and admit my mistakes, it sets the tone. The team reflects the values I exhibit. I must hold myself accountable first. In life, the greatest teachers are often your own mistakes. Through self-reflection and commitment, we can become the inspirational leaders we wish we had. I'm still learning on this journey, but I couldn't be more proud of the culture my team and I have built together.” #greatmanager Manoj Chhablani Apply to get featured on the Great People Manager list at https://bit.ly/SolB2clp1

“Managing people is invariably a challenging task. You can never fully understand someone’s mind. And so, effective leadership is not about having all the answers — it is about understanding the people you work with. Earlier, I would intently focus on accumulating more knowledge and capabilities. But, I think there is more to it. By taking time to actively listen to teammates from all levels and backgrounds, I began developing valuable insights into their goals, challenges, and ideas. In the daily rush of business, it had, by then, become easy to view teammates as mere roles to be managed for optimal performance. But, realizing each person has unique dreams and struggles, humanized my perspective. My limited assumptions gave way to a nuanced worldview. Making genuine connections centred on a common purpose unifies us at a deeper motivational level. However there is no doubt that at times things get stuck. Some databases might not run on time, and there might be a few escalations on certain issues. But you have to stay calm, even if there is a fault, whether it's yours, your lead's, or a colleague’s who is responsible for delivering or has made a mistake. In such situations, there is no room for panic and at that hour, you have to hold your ground and find a way out. It's part and parcel of our journey. There have been such instances where we faced wide differences and interpersonal gaps but we eventually chose to come together as one. With such experiences, coupled with a sense of trust, management perhaps becomes slightly less challenging, and far more enriching.” #greatmanager Sandeep Khar. Infosys Apply to get featured on the Great People Manager list at https://bit.ly/SolB2clp1

“My beginnings were humble yet curious, quietly absorbing the world around me and seeking more than what meets the eye. I gravitated towards the cultural and creative over the technical, preferring roles out of textbooks rather than in code. From studying economics and human geography to specializing in Development Studies and Social Entrepreneurship for my Masters, I felt driven by opportunities to understand the world not just as it is, but how it could be. I trained my mind to spot gaps, understand alternatives, and translate human stories into statistical analyses. Little did I know that this interdisciplinary perspective would eventually find rather conventional applications. Development is more than just big projects like building houses. It's really about people’s well-being, covering economic, social, and political aspects. It involves taking small steps that, when added up, contribute to larger progress and well-being. Serving as the Head of the Credit Department, I try my best to lead with vulnerability over my title, with curiosity beyond spreadsheets, and flexibility toward distinct personalities. Why? Because I first hand understand how imperative this is for my role. My introverted tendencies may not make me the most vocal leader, but empathy remains central to my ethos today. If home represents where the heart is, I am determined my team and the people I interact with find their heart at home too.” #greatmanager Fauzia Nazneen Apply to get featured on the Great People Manager list at https://bit.ly/SolB2clp1

“I grew up in a small town, in one of the poorest districts of India, where most people aimed for stable careers. I, however, dared to dream bigger. I was determined to gain practical and real-life skills, regarding both my career and as an individual. And so, my journey began with operations at an auto parts company after graduation. Over the next decade, I switched companies and even industries in order to expand my worldview, to connect as many dots as possible. Whether mastering lean manufacturing techniques or figuring out how mergers worked, I remained open and flexible. Even as I handled highly technical work, I made an effort to understand the full chain, each element. Realising the value of formal training, I have continued my learning over the years. I obtained Six Sigma and ISO certifications that played a big part for a startup I worked at. As I moved into various managerial roles at work, I found that patience and listening skills are extremely important when leading teams, especially during periods of uncertainty and turbulence. These values have only been built through that desire to learn — an inherent curiosity. More recently, while working full-time, I am pursuing a management program on weekends. Now, I ultimately envision making a larger social impact by creating jobs and encouraging entrepreneurship. No matter how high I climb, I know I will never stop working toward the next summit.” #greatmanager Arabinda Joshi. Bayer Apply to get featured on the Great People Manager list at https://bit.ly/SolB2clp1

“Managing people throughout my career has been both enlightening and challenging. Putting it into the Indian context, I think my role which is centered around health and safety is of significant importance. For any set of frontline workers, health and safety do not come naturally, nor is it a priority for them. It will come after all their other requirements, so you have to guide them and educate them accordingly. Early on while overseeing operations teams, I too was laser-focused on performance metrics. It was hitting numbers at all costs. But in interacting daily with frontline staff, a deeper truth emerged — behind every statistic was a human story. I began taking time to understand personal contexts — family situations, health issues, interpersonal conflicts. This knowledge enabled me to motivate individuals based on their aspirations. I communicated organizational goals by connecting them to team members' interests. Performance improved when people found purpose and meaning in their work. I instituted open-door policies, anonymous helplines, and routine touchpoints between leadership and frontline workers. Protecting vulnerable voices allowed for any pesky issues to surface early. Tough conversations were had, but resolving those tensions strengthened bonds. While the specifics of my HR responsibilities have evolved over two decades, the fundamentals still endure — leadership is service. It means understanding both organizational and human needs and then bringing the two into harmony. It is speaking hard truths compassionately. And it’s having people's back, especially when they fall.” #greatmanager Javed Qureshi Apply to get featured on the Great People Manager list at https://bit.ly/SolB2clp1