Leena Nair

Identifying Narcissistic Personality Disorder linked behaviour A CEO in a large fashion retail company retired and a lateral replacement was brought in. From day one, the new CEO was seen to be disrespectful with the interpersonal psychological space with his own CXOs. He would however be the kindest and gentlest with the security guard, the CSA on the floor and even his own secretary. The disrespect, unnecessary conflicting, negating high potential middle level leaders continued unabated. Indirect escalations to the board yielded no results since the board felt that the new CEO was "finally making people work". Everyday in the morning, the CEO would call one of the leaders to his room, make her/him stand in front of him and start squeezing the living emotions from the person. This would be followed by rounds on the floor where he would pass very caustic and hurtful comments to anyone who was to have a bad day. Even for things as simple as data that was absolutely correct, the CEO would deny that it was right and send the team on a wild goose chase. The entire senior leadership team left, alongwith a few high performing middle managers, unable to bear the psychological torture. The CEO got fired later by the board for being unable to show results. Understanding someone with NPD means needing to understand the acute weakness and vulnerability that they are constantly hiding. They come across as the typical sea urchin - full of sharp thorns protecting a vulnerable core. Each of the CEO's dysfunctional behaviours would now become clearer to the reader. He always found fault with high performers because he felt threatened by them. He was kind to all employees where he didn't perceive a threat. It is classic NPD behaviour to give sharp retorts in social settings. This happens when they realise that their approach was wrong and the person who has innocently presented the right data / point of view becomes the aggressor to their highly disturbed mind. In order to 'somehow' regain their position in the room they tend to pass nasty comments and harass the messenger of the news. It is often said that NPD is the only condition where the person suffering never goes for therapy, but almost everyone working with them goes to get therapy.

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A remarkable 30% increase has been noticed in the number of women holding C-suite positions within India's leading companies, in the past two years. This significant shift within the corporate landscape reflects a broader acknowledgment of the importance of diversity in leadership roles. It signifies a recognition not only of societal obligations but also of the strategic advantages diversity brings to the table. A leadership team with gender balance tends to offer ✨a wider range of perspectives, ✨enhanced decision-making capabilities, and ✨improved financial performance. So, what steps can we take to further encourage this positive trend? 💎Firstly, create a culture of continuous learning for all employees. Encourage both men and women to participate in hashtag #leadership development programs and to learn from each other's experiences. 💎Secondly, introduce flexible work arrangements that support a healthy work-life balance, enabling female employees to thrive and reach their full potential. 💎Lastly, cultivate an inclusive environment that values diversity and offers equal opportunities for all individuals to demonstrate their abilities. At Rubans Accessories, we take pride in our diverse and resilient team. Let's each contribute to creating more inclusive workplaces. #womeninleadership #RubansAccessories P.S.: Sharing a picture with Nandita Sinha, an incredible woman leader and the CEO of Myntra.

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Reconnecting with old-school friends sparked nostalgic reflections on our shared KV days. PC: Someone from the crowd 😊 (R-L) SURENDER KUMAR | Saurav Sircar | Ken Kurien | Santosh Gupta As a proud KV alumnus, I often reflect on how my alma mater shaped me. The anxiety of the first day at a new KV after Dad's transfer was always daunting. Yet, within minutes, someone would ask, "Which KV are you from?" Instantly, you had a new friend. That's the KV magic – we're family, no matter where we go. Our adaptability became our superpower. One year you're studying Social Studies (SST) in Hindi, the next in English, as you transfer from North to South India. We didn't just study India's diversity – we lived it. From loving idli as much as chole bhature, to switching between "Vanakkam" and "Sat Sri Akal" – we became mini-India. Oh, the things we learned that no textbook could teach! Like how to make a single pen last an entire year (the secret: refills and prayers). Or the art of transforming a geometry box into a mini survival kit – ruler doubling as a sword for impromptu plays. Need a protractor? A geometry box lid will suffice. We became masters of jugaad before we knew the word. Lost your tie? A folded handkerchief pinned to your collar worked just as well. We could stretch a single notebook across multiple subjects, our handwriting shrinking as the year progressed. The respect we learned went beyond "Good morning, ma'am/sir." It was about appreciating everyone – from the principal to the chacha who made the best samosas. This taught us to navigate any social situation with ease. Speaking of the canteen – that's where we honed our street smarts. Haggling for extra samosas, forming sharing syndicates, timing our canteen runs – we were young entrepreneurs in the making! Our ability to form strategic alliances during lunch breaks would make UN peacekeepers envious. Remember those PT displays? Hours of practice in the scorching sun, perfecting every move. It seemed tough then, but now we can coordinate with a team like nobody's business. And those last-minute exam preparations? They taught us to work under pressure, a skill we use daily. We were chameleons in school uniforms, effortlessly blending into new ecosystems while retaining our essential KVite essence – a curious amalgam of pan-Indian culture and an uncanny ability to spot a fellow alumnus in a crowd (it's all in the posture, my friends!). The friendships we forged were special. From sharing notes to sharing dreams, our bonds grew stronger with every experience. Even today, a message from an old KV buddy can brighten the gloomiest day. I realize how well KV prepared us. We're not just employees or entrepreneurs – we're adapters, problem-solvers, and friends to people from all walks of life. And if you're not a KVite, don't feel left out – we're always happy to adopt new members into our big, crazy family! #KVMemories #SchoolDayNostalgia #LifeLessonsFromKV #AdaptabilityChampions

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Check out this panel discussion on my favorite subject featuring Prof Samish Dalal, Parth Karvat, and Jesal Ajmera at Equalifi. I revisited it recently and was reminded of how much you can learn from teaching. Watch it here: https://lnkd.in/gRDhmzWQ

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Can technology solve needs of all what humans want in workplace? I was part of a round table moderated by Mrigank Tripathi yesterday as part of Future Forward conference curated ETHRWorld. While the discussion was all about how & what can tech enable in HR space. Many usual and innovative expectations right from recruitment marketing to attract talent upto giving right exit experience. It's a journey where end expectation is an ideal state of tech taking care of right talent to be picked from market with JD in place TO doing a level 3 of Kirk Patrick assessment for L&D funtion TO derive insights from talent heat mapping to unearth potential attrition with all of it having reliability score of 100 and the goal post keeps changing. Basically, digitalization and democratizing HR processes so that HRs become more strategic & transformational and less transactional. There is another question for which many vague answers came but nothing concrete to my personal view which is about Humans, satisfying mind, heart and soul in workplace. How much future forward we go with what ever technology we bring, satisfying mind soul and heart is never possible without authentic humane touch. It's imperative for HRs to clearly understand where to pause Tech interaction with employees and where HRs need to begin their intervention & interaction with employees. We should not forget HR is in the business of managing humans and not merely technologies. Thanks Madanmohan Mahendru Aditya Chopra★ Ayush Kumar for making me be part of this and seamlessly ensuring delegates presence. #hrtech #chatgpt #genai #llm #futureofwork #futureofworkplace #futureofHRM

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#GodfreyPhillips Rumored to Sell #24Seven Stores: What Lies Ahead? In the world of business, rumors can often set the stage for significant shifts, and the recent buzz surrounding Godfrey Phillips India potentially selling its chain of 24Seven convenience stores has certainly caught the attention of many industry observers. While neither Godfrey Phillips nor 24Seven Stores have made any official announcements regarding this matter, the speculation alone raises questions about the future landscape of both companies and the broader retail sector. Godfrey Phillips India, known primarily for its #tobacco products, ventured into the retail sector with the launch of 24Seven Stores. These #convenience stores quickly gained popularity for their 24/7 #operations, offering a wide range of products, including #groceries, #snacks, #beverages, and more. The chain expanded steadily, becoming a familiar sight in several cities across India. The Rumors: Reports circulating in business circles suggest that Godfrey Phillips may be exploring options to divest its stake in 24Seven Stores. While the reasons behind this potential move remain speculative, industry analysts point to various factors that could be influencing the decision. Possible Reasons for the Sale: Strategic Focus: Godfrey Phillips might be looking to refocus its efforts and resources on its core tobacco business, which has been its primary revenue driver for years. Market Dynamics: The retail landscape in India is evolving rapidly, with increasing competition from both traditional brick-and-mortar stores and online retailers. Exiting the retail sector could be a strategic decision in response to these market dynamics. Financial Considerations: Selling off non-core assets like 24Seven Stores could provide Godfrey Phillips with additional liquidity, which could be reinvested in areas that offer higher growth potential or better returns. Potential Impact: If the rumors of Godfrey Phillips selling 24Seven Stores turn out to be true, the move could have several implications for both companies and the wider retail industry: New Ownership: A change in ownership could bring about strategic shifts in the direction and operations of 24Seven Stores. Depending on the buyer, we might see changes in store formats, product offerings, or expansion plans. Competitive Landscape: The sale of 24Seven Stores could reshape the competitive dynamics within the convenience store segment, potentially creating opportunities for other players to expand their footprint or gain market share. Employee Concerns: Uncertainty surrounding the future ownership of 24Seven Stores may lead to concerns among employees regarding job security and organizational stability. Source : https://lnkd.in/g83zVvuY

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It was a pleasure to discuss on L&D roundtable in the CHRO Summit by Transformance Forums on Strategies for having a learning culture in the organisation.Having a pull mechanism for all employees,using skill scraping tools,finding gap in the competencies and creating a learning path for employees to add on the skills to aspire and get promoted for next role in the organisation. #competencymapping #skillscraping #L&Dstrategies

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Good Companies v Great Companies The distinction between good companies and great companies lies in their ability to consistently outperform their peers, create lasting value, and have a transformative impact on their industries and the broader society. Here are five examples of great companies in India: 1. Tata Group: - A conglomerate with a diverse portfolio, including Tata Consultancy Services, Tata Steel, Tata Motors, and Tata Chemicals. - Known for its strong ethical principles, commitment to sustainable development, and contributions to nation-building. - Has a long history of innovation, diversification, and successful acquisitions (e.g., Jaguar Land Rover). 2. Reliance Industries: - India's largest private sector company and one of the most valuable companies in the country. - Led by Mukesh Ambani, it has successfully diversified from its core petrochemicals business into telecommunications, retail, and new energy. - Renowned for its ability to identify and capitalize on emerging trends, such as the rise of the digital economy. 3. Infosys: - A pioneering information technology and consulting company that has played a significant role in the growth of India's IT industry. - Known for its focus on innovation, talent development, and corporate governance. - Has successfully navigated through industry disruptions and maintained its position as a global leader in the IT services sector. 4. Hindustan Unilever: - The Indian subsidiary of the multinational consumer goods company Unilever. - Has a strong portfolio of well-known brands, such as Lifebuoy, Dove, Surf Excel, and Brooke Bond. - Recognized for its marketing expertise, brand-building capabilities, and commitment to sustainable business practices. 5. HDFC Bank: - One of the largest and most respected private sector banks in India. - Known for its robust risk management practices, innovative digital banking solutions, and consistent financial performance. - Has played a crucial role in the expansion of the Indian banking sector and the financial inclusion of underserved communities. These companies have consistently demonstrated their ability to adapt to changing market conditions, innovate, and create lasting value for their shareholders, customers, and the broader community. Their success can be attributed to a combination of strong leadership, strategic vision, operational excellence, and a commitment to corporate social responsibility.

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45 diverse women & entrepreneurs working on ONE goal. I had an amazing experience for a week at NSRCEL IIMB Bangalore during the Advance FFG program, powered by Goldman Sachs We had so much in common and yet so diverse. I was blown away by the diversity of experiences and perspectives each participant brought to the room. One thing I understood deeply was this- There is no ‘Right age’ for many things: 1) Education: All of us irrespective of our age (30-55 years) had completed Basic Finance and got selected for an Advanced program. 2) ⁠Business: Even at 50, if you are convinced about your idea you can give wings to your dreams. 3) Profession: You might be a successful Doctor who later realised at the age of 45 that your passion is designing clothes and hence, start an online Designer Brand 4) Independence: At the ages of 38 and 50 - you can be single, Independent and a Happy Woman. 5) ⁠Marriage: At the age of 36 if you find your Mr Right - Go for it! 6) ⁠Divorce: If your Mr right ends up having an affair with your bestie at the age of 42, dump both of them. Though the personal experiences were so varied, one common factor that bound us all was ‘the attributes of a strong woman’. We were all there: - To make our number game strong, - To understand the funding game, - to understand the expectations on the other side of the table (VC’s PoV) -To take our businesses to new heights And much more We were connected by a common thread of dreams, doubts, aspirations and the fire within to make it big. So yes, There’s no right age, gender or background to feel inspired and empowered. Build your dreams and fly high. 3 cheers to our lovely Tribe Rakhi Chawla Dharra Manek Lakshmi Trivedy Annu Puri Sabita Kedia Anu Kalluri Juhi Santani Durga Das Mohana Chattopadhyay Abha Bagroy Chetana Jain Jyoti Yadav Harsha Puthusserry Archana Stalin Pooja Malhotra RITIKA VINAY CA Roshni D'Souza Chandana M Harini Chodagam Sweksha Singh Vinita Saxena Trisha Jha

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Did you know that 66% of women regard greater work-life balance as very crucial while considering a new job opportunity? Have you ever contemplated how these inclinations might shift our working attitudes and organisational structures? This statistic reflects the evolving expectations of women in the world of work. Clearly, beyond remuneration, women desire ✨a blend of work, life, and wellness that can nurture their professional and personal growth. This paradigm shift suggests that organisations should consider embodying policies to meet these expectations. Here are some ways organisations can adapt: ✨Flexible work policies to support work-life balance. ✨Employee-friendly compensation and benefits schemes. ✨Providing autonomy to employees and enabling them to leverage their best skills. ✨Clear pathways for career progression. ✨Encouraging and facilitating wellbeing initiatives. This not only promotes a healthier work environment but can also help to attract and retain talented #women in the workforce. Thoughts? #womeninbusiness #womenatwork #RubansAccessories

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During my years in Sales at Asian Paints, I observed a similar behaviour in the multiple teams that I worked with and led, at different points in my career. In every team, there were individuals who were teeming with enthusiasm & aggression, and meeting the targets quarter-on-quarter. There were others, the silent players, quietly going about their routine, meeting targets most of the time. And then, there were few, who had showed a bright spark during recruitment, but didn’t seem to be performing for some reason. As I gained experience and honed my skills as a team leader, I realized that some of these were brimming with untapped potential – rough diamonds waiting to be cut & polished! Here are some strategies that I found effective in getting them to give their best: ➡ IDENTIFY TALENT: Look for individuals who show adaptability, resilience, initiative to learn & take risks. ➡ PERSONALIZE GROWTH PLANS: Develop individualized plans that leverage their strengths and address areas for improvement. Provide targeted training, mentorship, and stretch assignments aligned with their career aspirations. ➡ EMPOWER: Challenge potential performers with responsibilities, encourage them to take ownership & initiative, and urge them to push their boundaries, while offering support & guidance when needed. ➡ ALIGN GOALS: Align their goals with the organization’s vision and team's objectives, such that they can see the bigger picture, and how their contributions directly impact success. ➡ FEEDBACK & RECOGNITION: Regular feedback, both constructive & positive, foster growth and boost morale. Recognize their achievements and celebrate milestones along their development journey. A leader’s role is not just to manage, but to also mentor & guide. By investing in the team’s growth, one not only elevates their performance, but also cultivates a culture of excellence & continuous improvement. Do you have a story of a diamond you polished? Do share. #LeadershipDevelopment #TalentManagement #UnlockingPotential

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It's distressing to hear that such a significant portion of Indian employees are grappling with challenges and hardships. Within this statistic lies a troubling narrative of workplace toxicity, often exacerbated by the role of toxic managers. These individuals, whether through their behavior, leadership style, or lack of empathy, can cultivate a toxic environment that permeates through the entire organization. Toxic managers can manifest in various forms: micromanagers stifling creativity and autonomy, bullies who belittle and intimidate their team members, or passive-aggressive leaders who undermine their colleagues' confidence. Their actions not only demoralize employees but also hinder productivity and innovation. Unfortunately, some companies inadvertently support these managers by prioritizing short-term results over long-term well-being. In many cases, toxic managers are rewarded for their perceived effectiveness in meeting targets or deadlines, while their destructive behavior is overlooked or dismissed. This sends a dangerous message that success is measured solely by outcomes, disregarding the importance of nurturing a healthy and supportive work culture. Moreover, some organizations fail to provide adequate training and resources for managers to develop essential leadership skills, exacerbating the problem. The consequences of a toxic work environment extend far beyond individual suffering. It can lead to high turnover rates, decreased morale, and ultimately, a decline in overall organizational performance. Employees may feel disengaged and disillusioned, impacting their mental health and well-being both inside and outside the workplace. Addressing this pervasive issue requires a concerted effort from both companies and individuals. Organizations must prioritize creating a culture of respect, open communication, and psychological safety. This involves holding toxic managers accountable for their behavior, providing comprehensive training and support for all leaders, and fostering a culture of feedback and continuous improvement. Employees also play a crucial role in challenging toxic behaviors and advocating for positive change. By speaking up, seeking support from HR or higher management, and fostering a sense of solidarity among colleagues, individuals can contribute to creating healthier work environments. In conclusion, while the prevalence of workplace struggles among Indian employees is concerning, it also underscores the urgent need for systemic change. By addressing the root causes of toxicity, companies can cultivate environments where employees can thrive, grow, and contribute meaningfully to their organizations' success. #alarming #sadness #fact

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Are you about to start as a new CEO? Joining a new organisation as CEO brings many pressures and expectations - personal and corporate. Follow these steps to give yourself the best chance of success: 💡 Understand the Organisation Take the time to thoroughly understand the new organisation's mission, values, culture, and goals. Familiarise yourself with its history, structure, stakeholders, and key initiatives. This understanding will provide a solid foundation for your leadership approach and decision-making. 💡 Listen and Learn Approach your new role with humility and an open mind. Listen attentively to your colleagues, team members, and stakeholders to gain insights into their perspectives, concerns, and aspirations. Seek feedback regularly and be receptive to constructive criticism as opportunities for growth. 💡 Build Relationships Invest time and effort in building strong relationships with your team members, colleagues, and stakeholders. Develop open communication, trust, and mutual respect, and demonstrate empathy and authenticity in your interactions. Building strong relationships will facilitate collaboration, alignment, and collective success. 💡 Set Clear Expectations Clearly communicate your expectations for yourself, your team, and the organisation as a whole. Define key objectives, priorities, and performance metrics, and ensure alignment with the organisation's strategic goals. Provide clarity on roles, responsibilities, and decision-making processes to empower your team to succeed. 💡 Lead by Example Lead by example and demonstrate the behaviors and values you expect from others. Model integrity, accountability, and professionalism in your actions and decisions. Show willingness to roll up your sleeves, tackle challenges head-on, and take ownership of outcomes. 💡 Adapt and Innovate Embrace change and uncertainty as opportunities for growth and innovation. Be adaptable and resilient in the face of challenges, and encourage a culture of experimentation and learning within your team. Encourage creativity, agility, and a willingness to challenge the status quo to drive positive change and innovation. 💡 Celebrate Successes and Learn from Failures it's important to celebrate successes and milestones with your team, recognising their contributions and achievements. At the same time use failures and setbacks as opportunities for learning and improvement. 💡 Be Authentic and True to Yourself - consistently! It is essential to stay true to yourself and your values as a leader. Authenticity builds trust and credibility with your team and fosters a culture of authenticity and openness within the organisation. Be genuine, transparent, and consistent in your words and actions, and lead with integrity and authenticity at all times. #ceo #newceo #newchallenges #leadershipdevelopment #blackdogleadership image: thebluediamondgallery

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The Next Piece in my Blog Series on Developmental Economics: Cultural Factors and Women's Employment Cultural biases and discrimination persist in the workplace, influencing women's employment opportunities. Stereotypes about women's capabilities often lead to biased hiring and promotion practices, contributing to a gendered professional landscape. Deep-rooted cultural norms can create hostile work environments, inhibiting women's career growth. Numerous cultural factors discourage women from entering or advancing in certain professions. Societal expectations about traditional gender roles may dissuade women from pursuing careers in STEM or leadership roles. Preconceived notions regarding women's suitability for specific professions limit their choices and perpetuate occupational segregation. The gender pay gap is intricately connected to cultural factors. Persistent beliefs about gender roles contribute to undervaluing women's work, resulting in disparities in compensation. Cultural expectations around women's responsibilities at home may also impact their career trajectories, influencing the wage gap. Addressing these cultural factors is crucial to achieving workplace equity and empowering women in diverse professional spheres. Let's unpack how cultural biases cast a shadow on women's opportunities at work. Stereotypes about what women can or can't do often interfere with hiring and promotion decisions, creating a gender-biased vibe in the professional scene. This is only intensified by the deep-rooted cultural norms that can turn workplaces into more hostile zones, holding back women's career growth. Now, let's talk about the not-so-great cultural factors that put the brakes on women entering certain professions or climbing the career ladder. Society's expectations about traditional gender roles might nudge women away from chasing careers in STEM or leadership gigs. Those preconceived ideas about what jobs are a good fit for women end up limiting their choices and keeping certain fields mostly male-dominated- not to mention the gender pay gap, which is completely entangled with cultural factors. Lingering beliefs about gender roles end up downplaying the value of women's work, leading to differences in pay. What's worse, the cultural expectations around women's roles at home can end up becoming massive obstacles in their career paths, adding fuel to the wage gap fire. Getting rid of these cultural roadblocks is key to leveling the playing field at work and giving women the power to rock it in all kinds of professional arenas.

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Proximity Bias and the Art of Playing Small I've restarted my practice of Ashtanga Yoga after 5 years. In 2019, I practiced Yoga 6 times a week and did not miss a single day. Despite this consistency, I did not think of how much further I had come in terms of flexibility. Now in 2024, I realize I am back to being the wobbling beginner...you know, when you have to try hard to even balance on one foot. While the process is currently humbling, I am reminded on how far I had come in that one year of committed practice. Progress that I had not appreciated. There are multiple usages of the term "Proximity Bias". One of it is that, sometimes when you are too close to a subject/skill, you aren't able to realize the expertise or skill level involved. So when you are acknowledged for it, you have a tendency to brush it away with a version of "no big deal" It's for this reason when I compliment my women friends or colleagues with a "wow you facilitated that session so well", "it's amazing how quickly you put the story together", they will almost ALWAYS brush it away with a "Oh it was a small group or I had some slides that I repurposed....or some other version of PLAYING IT SMALL. My request to you is, the next time you get appreciated for your contribution; recognize the tendency towards proximity bias. Instead of brushing away, just say THANK YOU. PS: There are yoga teachers and there are great yoga teachers. If you are looking to start or restart your Yoga Practice, you cannot go wrong with Mysore Yoga Studio. That's Sava my Yoga teacher in the picture, the founder of Mysore Yoga studio in Atlanta. Needless to say, my most favorite Yoga teacher.

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I thoroughly enjoyed discussing recruitment strategies, tools, and culture-building with Gaurangi S . Tune in to explore our conversation, starting with the first question, where we discuss the changing landscape of recruitment over the past decade. We'll explore how organizations are embracing innovative strategies and tools to enhance their recruitment processes. #recruitment #culture #HRLeaders #EVP #CandidateEngagement

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Project Six Sigma aims to redefine and elevate business practices in alignment with Bhartiya Business and Market needs through the following principles: 1. Sanskriti: Emphasizing cultural values and heritage in business operations to create a unique identity and connect with local traditions. 2. Sanskar: Instilling ethical practices and integrity in business dealings to build trust and long-term relationships with stakeholders. 3. Swabhimaan: Fostering a sense of pride and self-respect within the organization, encouraging employees to take ownership and excel in their roles. 4. Swawlamban: Promoting self-reliance and entrepreneurship, empowering individuals and communities to achieve economic independence. 5. Sewa: Committing to service excellence, prioritizing customer satisfaction and community welfare in all business activities. 6. Satya: Upholding truth and transparency in all business processes, ensuring accountability and fostering a culture of honesty. These Principles Guide Businesses in defining, redefining, and advancing their operations to meet the evolving demands of the Bhartiya Market and Business landscape.

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One of the oft repeated issues on corporate governance is the independence of independent directors especially in India where concentrated ownership is the norm. Very, very rarely would an independent director have the gumption to openly say that he/she is not comfortable with the quality of governance at the company whose board they're on. It is heartening to finally see (though still minuscule) ID's showing some spine. https://lnkd.in/gv2nJyCH The irony is that this does not seem to deter investors in these companies. The focus appears to be solely on financial performance irrespective of the how these were achieved. Clearly the end justifies the means. Only when independent directors show courage and investors start giving importance to this and speak with their wallets will this change. #india #corporategovernance #boardofdirectors #independentdirectors Indian Institute of Corporate Affairs Indian Institute of Management Bangalore Confederation of Indian Industry Nisaba Godrej

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Once we learn something, we quickly forget it. If we don't use information in our daily lives, our brains usually don't even retain it. The brain appropriately values only those abilities it can employ to accomplish objectives and satisfy cravings. That explains why many of us in school studied only the things we were interested in. Nowadays, people tend to forget most of this material, making room for new ideas. Continuous learning and growth refers to the method of regular and consistent learning that enables us to transition from one aspect of a skill to another and, when appropriate, to new ones. All you learn, though, should be engaging and applicable to you; if not, your brain won't take it, even if it is really important. Safety instructions are a necessary subject, but even the chance of injury might not be enough to engage students' minds. Learning must thus be constant and interesting in order to enter and stay in the learner's mind. If you're trying to update your expertise and study, the IIM Mumbai platform provides the necessary value addition as well as value for money. Please enroll in these short courses and resume lifelong learning.

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