True North

At many organisations, decision making is restricted to few people, whereas information revolves around few blessed! To make organisation successful for longer period, one should build culture which facilitate leadership development.

” True North: Transform Organisation through Leadership Development ” is designed for senior management executives to get complete roadmap for inculcating leadership in their respective organisation.

Learning Objectives

  1. Learn historical development of leadership as subject
  2. Learn realistic and practical meaning of leadership
  3. Learn difference between leadership and management
  4. Learn how to engage in powerful conversation with others to actively shape future
  5. Prepare roadmap to develop leadership pipeline in organisation
  6. Be prepared for different challenges for being leader at top
  7. Learn difference between individual leadership, team leadership and organisation leadership
  8. Prepare roadmap of inculcating leadership at individual level
  9. Learn dynamics of team performance
  10. Learn culture of leadership development
  11. Make your organisation ready for excellent performance
“Research has shown that our physical posture and movements can have a powerful impact on our mindset and behavior. By using your body to accelerate good choices, you can boost your confidence, and motivation

Key Highlights

  1. Assess your leadership style
  2. Prepare your personal leadership growth plan
  3. Identify organisation key success indicators
  4. Identify leadership competencies for your organisation
  5. Prepare competency matrix for leadership development
  6. Prepare development grid to enhance leadership competencies

Special Learning Reflections on

Saurav Ganguly: Case of Individual Leadership

An example of an outstanding leader who was willing to take strong and hard stands. He also managed his team well and back a number of young players. Demonstrator of all qualities of a corporate leader – how to build and manage team, how to succeed at home and to replicate that success overseas, importance of getting the best resources and talent, motivating them, and to emerge as a serious player in a competitive environment. Saurav is a mixture of dashing cricketer, disdainful aristocrat, protesting youth, charming socializer, glorious leader, and fierce competitors.

Aravind Eye Hospital: Case of Organization Leadership

Imagine an organization giving eyesight to more than 15 million people, an organization performing more than 2 million surgeries in a span of 26 years. Aravind Eye Hospital was the single largest cataract surgery provider in the world in 2003. While a cataract surgery cost US$1650 in a US hospital, Aravind performed the same quality surgery in India at US$10. In 2003, it held a 10 percent share of global market in intraocular lenses. While other manufacturers sold these lens at $100-$150 a piece, Aravind sold the same quality of lens at US$4 – $6 per lens. Though Aravind offered free service to nearly 70 percent of its patient, it was still able to maintain profit margins of 40 percent in 2003.

Analysis of how Aravind was founded, the person behind the concept, and how it has been run successfully, its model of getting right people amid scarcity of talented people, grooming them, and making them competent to give world class service to needy and people who cannot afford these services.

McDonald’s Corporation: Case of Implementing Leadership Program

In early 2001, the HR Design Center for McDonald’s Corporation initiated the development of a special leadership development program for a select number of high-potential managers identified as candidates for possible promotion into a key role in its system, that of regional manager (RM). The program developed was entitled the McDonald’s Leadership Development Experience.

An analysis of leadership development program designed specifically to help participants at McDonald prepare for success in meeting the increased challenges and demands of the business. What differentiated this program from other leadership development activities that had previously been offered within the company, what program elements worked particularly well (and which didn’t), and how this program has helped influence both the training methodology and substantive content of current and future planned leadership training initiatives at McDonald’s.

Infosys: Grooming Future Leaders

In 2006, Infosys had over 52,000 employees worldwide. For the position of fresh recruits, Infosys selected only 1% of applicants. In 2003, Infosys received 0.6 million applications, out of which 22, 778 applicants were called for interviews and job offers were extended to only 6,200. Infosys hired people from diverse engineering fields who exhibited a high aptitude for ‘learnability’ and preferred them to those computer engineers who could not solve problems beyond their technical training.

Analysis of Infosys Leadership Model for grooming their leaders which not only focused on processes and quality but also laid emphasis on values and ethics aimed at creating more than just brilliant technology professional.

Mount Everest: 1996 Tragedy

In May 1996, two world renowned climbers, along with some of their clients and guides, perished on Mount Everest in the mountain’s deadliest tragedy to date. Ninety eight men and women climbed successfully to the summit, but sadly, 15 individuals lost their lives. On May 10 alone, 23 people reached the summit, including Rob Hall and Scott Fischer, two of the world’s most experienced high-altitude climbers. Unfortunately, Hall, Fischer, and three others died as storm enveloped the mountain during their descent. Since then many have sought to understand what happened that day.

Were these deaths unfortunate mountaineering accidents, or did some poor decisions significantly contribute to the dangers leading to the deaths? Leadership is not only about taking people to the top, but helping to get down successfully too.


Special feature of our program is Coaching Conversation.

In ancient days, days of Mahabharata and Ramayana, days of Nalanda and Takshashila University, the conversation happening between teacher and student played critical role in learning process.

Along with that, stimulating lectures, participative case discussions, role-play, analysis of real business situations, movie based discussion, peer learning, and group assignments will provide participants enough opportunity to develop new perspectives to learn and implement learning into their workplace.

Program Framework

Each day will have different learning objectives. The program will start with individual leadership, followed by team leadership, and at the final day, participants will learn concepts of organisation leadership.

  • Day 1
  • Day 2
  • Day 3
Leadership at Individual Level
  1. Introduction to leadership
  2. What makes leader?
  3. Difference between leadership and management
  4. Leadership traits, skills, competencies, behavior, and style
  5. Situational leadership
  6. Leadership grid
  7. Leadership and emotional intelligence
  8. High vision and high value individual – integrity and vision
  9. Leaders and larger picture
Team Leadership
  1. Leader, followers, and situations
  2. Leadership and building team
  3. Components of effective team
  4. Leadership, common purpose, communication, decision making, and conflict resolution
  5. Interpersonal independency, dependency, and inter-dependency
  6. Synergy among team members
  7. Leadership and motivation
Leadership at Organisation Level
  1. Leadership pipeline
  2. Culture for leadership development
  3. Structure and processes for organisation excellence
  4. Soft and hard aspects of organisation
  5. Leadership and organisation effectiveness
  6. Assessment tools – at organisation level, team level, and individual level



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