Leadership Development Ecosystem

Aidias Consulting Group is a consortium of individuals with strong academic and professional credentials. One such individual is Subrata Rana, an alumnus of IIT Kharagpur and Stanford University. At Stanford, he was fortunate to have Nobel Prize winner Dr. Richard Thaler as one of his professors. Dr. Thaler was awarded the Nobel Prize for his work in Behavioural Economics. Subrata worked with The World Bank after Stanford, where he developed mpower-u™, a tool to assess individuals on 12 non-cognitive traits that are essential in different proportions for any role in any organization. Aidias Consulting Group has collaborated with Subrata to use this assessment tool for objective HR audits of employees across any level of hierarchy. This assessment tool is industry-neutral and can be deployed to assess role fitment, trainability, attrition probability and inherent biases in individuals. The tool and its findings were deployed effectively to design and implement a training programme for 19 next-generation leaders at Toyota Kirloskar Auto Parts.

• First-time managers, supervisors and team leaders – Several organizations have utilized the services of Aidias Consulting Group for this purpose. The most notable mention is the training intervention journey conceptualized and deployed for Vikram Solar to train supervisors of blue-collar employees who had been promoted to supervisory roles. The most important focus of this programme is the sensitization of what the person should not do and should do as a manager.
• Managers of managers – Pinnacle Infotech Solutions trained their Project Delivery Heads, who supervise Project Managers to execute complex projects across the globe. The focus of these training programmes is to equip managers in the art of delegation and getting work done through managers reporting to them, instead of bypassing them and directly interacting with those reporting to the managers.
• Departmental heads – GPT Infrastructure has availed the services of Aidias Consulting Group to train departmental heads in business orientation and profit orientation. The focus of the training is on the art of delegation, managing teams using checks and controls, and optimizing their own time as well as the time of their teams.
• CXO-level employees – SBI Leadership Institute is built for training DGM-and-above level managers to enhance their leadership qualities. Aidias Consulting Group is the preferred partner for imparting training in areas such as emotional intelligence, data analytics for leadership, creating psychological safety, importance of two-way communication, handling conflicts, the future of the workplace, impact of AI on leadership and similar leadership development topics.
• Business owners – Business owners have engaged the services of Aidias Consulting Group for several assignments. These include coaching business leaders to develop their leadership abilities, mentoring the next generation to settle into business, improving public speaking skills and building personal brands in the corporate world. Due to NDA compulsions, the names of the individuals and organizations cannot be disclosed.

• Appropriate batch formation is one of the requirements for training to be effective. Peer group learning is as important as learning from the faculty.
• Aidias Consulting Group worked with Indian Oil Corporation in a unique initiative where IOCL converted buses into state-of-the-art, technology-enabled training centres. Aidias Consulting Group recruited, trained and deployed trainers who travelled in these buses from one location to another and trained pump attendants in customer service, soft skills, safety and technical training.

Pinnacle Infotech Solutions approached Aidias Consulting Group in 2011 with a unique problem: after hefty increments were announced every year, approximately 15–18% of the workforce, primarily engineers, would quit the organization. The question was what could be the reason and how could it be arrested. The solution was to set up a transparent and objective Performance Management System. A formal appraisal process, in which the appraisee and appraiser have a constructive discussion not only to assess performance but also to plan the development of the assessed employee, becomes critical for leadership acceptance, employee engagement and organizational bonding.