A 30-year-old diagnostic brand was struggling with outdated appearance, untrained staff, and poor customer service—reflected in their dismal Google ratings. With the second generation stepping in, an OD-led transformation began: from redesigned uniforms to clear role-based soft skills training across departments. Real-time service issues—like the currency ban and the COVID crisis—became moments of truth where the team’s learning paid off. As training turned into culture, ratings improved, staff confidence grew, and new business flowed in. This was more than an L&D program—it was a reboot of purpose and professionalism.

“We didn’t lose her to a better job. We lost her to a better place to be.”
That one exit shook them. And it should’ve.

After 10 years of growth, this MSME had all the signs of success — and all the symptoms of cultural drift:
🔸 Rising attrition
🔸 Conflicting team norms
🔸 Unspoken tension
🔸 A culture that no one had time to build — but everyone felt breaking

This story dives into what went wrong, how it quietly crept in, and the simple (but bold) steps that helped bring the culture back on track.

If your business is growing but your team’s spirit is thinning — don’t wait for another painful resignation to act.

“She was smart, driven, and had all the skills we needed — but something felt ‘off’... so we passed.”
That was the hiring manager’s feedback. And just like that, they lost the exact culture add their startup desperately needed.

Startups don’t fail because they hire the wrong skill.
They fail because they keep hiring the same mindset — over and over.

What if the secret to innovation isn’t culture fit, but culture challenge?
Read on to find out how to build teams that grow your culture — not just mirror it.

Performance management in startups is often neglected — not out of laziness, but because traditional systems feel too rigid, too slow, and completely out of place in fast-moving environments.
But here’s the catch:
Ignoring performance doesn’t make it go away.
It creates silent misalignment, stalled growth, and unmet expectations.
So how do early-stage teams strike the right balance?
- Between structure and flexibility
- Between accountability and agility
- Between feedback and founder-focus

In this article I am sharing my take on the better way — one that fits your culture and scales as you grow.

In most startups, HR begins as a “founder task” — hiring over coffee chats, onboarding happens on watsapp, and handling leave with verbal nods. It works… until it doesn’t.

Once your team crosses 15–20 people, the cracks start to show:
❌ Misaligned expectations
❌ Reactive hiring
❌ Culture drift
❌ Burnt-out founders managing it all
That’s when it’s time to shift — from ad-hoc decisions to structured, scalable people practices.

In this article is my take on - What should you focus on in your first 90 days of HR setup?

Look out for the continued series on HR in startups.

In many organizations, underperformance doesn’t always look dramatic—it can be quiet, gradual, and surprisingly tolerated. Take the case of Ravi Mehra, an HR Manager, stayed 6 years in the same role—resisting feedback, avoiding growth, and adding little value. Leadership failed to act or document concerns, allowing stagnation to settle in. The lesson? Delayed decisions drain culture and credibility. Leaders must address poor performance early—with clarity, empathy, and courage.

As professionals, we often focus so much on leading teams, driving outcomes, and delivering results—yet overlook the most foundational leadership of all: self-leadership.

Over the past year, my journey from a 5K to 10K run, and a challenging 12KM hike to Bhutan’s iconic Tiger’s Nest, became more than just physical milestones. They turned into quiet teachers—of discipline, resilience, clarity, and self-awareness.

In this article, I reflect on how trails and treks outside the office became mirrors to the leadership lessons we need inside it—especially for emerging leaders transitioning from individual contributors to people managers.

This is my story of discovering what it means to lead yourself—before leading others.

This article explores the human side of succession planning in legacy and family-run businesses.

Key challenges include emotional obligations, generational clashes, and unclear ownership of the process.
It highlights the importance of honest dialogue, shared accountability, and structured development for successors.

Succession isn’t just about roles—it’s about culture, values, and leadership readiness. The process requires empathy, courage, and strategic clarity across all levels.

A must-read for leaders navigating change while honouring legacy.

Many organizations promote top performers into management roles—but fail to prepare them for what leadership truly demands. A Harvard Business Review study shows most managers don’t receive formal leadership training until 10 years after stepping into the role. That’s a decade of leading without the tools to lead.

The transition from individual contributor to manager requires more than a title change. It’s a mindset shift—from personal success to team success. First-time managers need to build self-awareness, emotional intelligence, trust, and coaching skills to be effective leaders.

If you're serious about building strong leadership pipelines, invest early. Help new managers unlearn old habits and embrace the skills they need to succeed—not just survive—in their first leadership role.

💡 Explore “On Your Marks” — a manager readiness program designed to equip emerging leaders with the mindset and skills to lead from Day One.