Case Studies

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Accountability and responsibility as a leader

Arun was a business head of a global organization. He has previously worked with premier organizations and was analytical and structured in his thought process. The business of the organization was dynamic and required alignment with the changing market conditions and other business heads on a continuous basis. He was agitated with the unstructured approach of the organization and felt constrained for time. He also did not have adequate team support. The changing environment was creating anxiety and overwhelmed Arun.

Impatient emotionally attached leader

Vijay was the managing director of an international financial services company has been working with the team for several years and is passionate about his work and people. He is a sensitive person and is emotionally well connected with his team. Vijay is highly regarded by his team for his humane approach and technical depth. His is persistent, analytical and his communication style is direct, demanding and impatient. Vijay is aggressive and strong in his interaction and gets judgmental and opinionated. This reduces his ability to influence or be persuasive with his team.

Barriers due to desire for perfection

Pratap, an associate director in a consulting organization is exceptionally sound technically. He has the ability to interpret information and derive solutions that are unique, generate ideas and deliver quality. Through his commitment and hard work, Pratap climbed the professional ladder rapidly. As he progressed, the gap of knowledge with the team widened since he had not developed his team in parallel. As a result, he was unable to delegate and take their support because they were not equipped to perform at his standards.

Technically sound, but under-confident

Srikant, an associate director with an international consulting organization, is a person of integrity and resilience, hard work and knowledgeable. He grew up in a small town of India and has worked his way up through commitment and determination. Srikant is technically sound and connects well with his team and clients. Through his relationships with regulatory authorities, he has had breakthrough results. However, although Srikant works well with his team, he is not assertive and empowering in his style.

Over-emotional and not open to listening leader

Anurag, the sales head for a large Indian conglomerate delivers results year on year, is passionate and keeps his team motivated to perform. He is outstanding functionally. Anurag comes from a middle class family and was a good student who was under strong pressure to perform academically. He worked with organizations of good repute and grew rapidly. Anurag’s progress is getting hampered now because he is emotionally reactive and aggressive in his communication. He needs to be objective, open to suggestions and know when to defend/ when to withdraw. Anurag needs to develop an ability to relate to all aspects of the business and look at his function strategically.

Impatient and aggressive

Sheetal was the country head of a retail business. She had worked globally and was valued significantly for her domain expertise. Given the extent of knowledge and experience, her expectations on standard of delivery were very high. Sheetal is very passionate about her work and is committed to excellence. She had a clear vision and road map for the business. However, her inter-personal skills were of concern and this made it challenging to achieve the desired results and develop the team. She was not emotionally aligned to people’s needs and had very little
tolerance for errors.


Knowing and working with Ashu has been a personally and professionally enriching experience. Her worldview has a deep philosophical underpinning and is informed by clarity of thought and tempered by strong sense of honesty, compassion and generosity. Ashu has the desire and the ability to make a difference.

Mr. Jaideep Khanna

CEO & Country Head India, Investment & Corporate Bank, Barclays Capital India

Ashu has worked as a coach with my team on a few occasions to help improve teamwork and team dynamics. Working with a group of type A investment bankers can be pretty tough. Ashu was able to draw out the team to share their views openly in a constructive manner.

Mr. V Anantharaman

MD & Regional Head - Origination and Client Coverage & Co-Head - Wholesale Banking, South Asia, Standard Chartered Bank

I find that Ashu has a knack for cutting to the heart of the matter, no matter how complicated it may be. Her direct approach towards stating the issues up front, and then exploring solutions works very well in a business environment, where time is short and issues are complex.

Mr. Ashok Bajpai

Regional Director, Essar Steel

I have known and worked with Ashu Khanna for a number of years on various programs and have found her to be a very effective coach and trainer. Her programs on leadership and Branding are particularly of high order and clubbed with her unique individual style have proven to be quite impactful.

Mr. Awdhesh Krishna

Global Head - HR, Nomura India

Latest Post

Being Authentic

"Don't shout" is a commonly used hypocritical statements by a parent to a child. When the command is barked, the child is confused because the parent is expecting contrarian behavior from the child. I too have 'shouted' these words several times and now I laugh at my folly because the words and action never matched. I wonder, was I telling my child or myself to be calm.

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