How is your approach boldly innovative compared to the status quo?

Organisations should start looking at people with passion to be a part of their system. Highly passionate individuals, i.e. people having high PQ, deliver a lot more than the others. Their sense of commitment is their driving force. People with high PQ do not need constant monitoring. Passion becomes their guide. People with high PQ are always striving to better themselves. And as a result, will better the organisation they are working with.

Organisations need to start investing into the personal lives of their employees. If an employee is spending 10 hours at work, sleeping for 8 hours, travelling for 2 hours, then he is left with only 4 hours to manage his/her life, relationships etc. And that may not be enough. Eventually, an employee will compromise on the foundations of what is needed to be a super professional. When organisations invest in their employees in order to get them to discover their own passion, magic happens.


How is your approach boldly innovative compared to the status quo?

Passion Quotient comes in at a time when organisations are struggling to grow their people holistically. As most organisations tend to be mechanistic in nature, following processes etc, there is a curb on how people look at their own development. A lot of individuals curb their natural talent and passion in order to fit into the organization. For the longest time, organisations did not allow this personal development as it did not “directly” impact them. They were wrong.

If an employee is passionate about rock climbing or music or dance or extempore or whatever, the organisation needs to identify the same and help the individual develop his skills to match his passion and talent. When a person is passionate about something, he or she puts in their 100% effort. They are willing to Stretch themselves. They are willing to put in the extra effort. They want the best results. They don’t need monitoring as their inner self becomes the best monitor.

Passion has not been tapped by any organisation as yet. Passion fuels creativity and creativity fuels Passion.


In what way will the lives of specific individuals be better because of PQ?

Please identify the group(s) of individuals and how many lives will be impacted by your concept work over time? (1000 characters)
Understanding Passion and its measuring index will help people ascertain how they rank on passion. They will understand their own strengths. While understanding the process they will become cognisant of sacrifices they made to “fit in”. The aim is for people to reignite their passion for whatever they feel strongly about.

Most people working in jobs, to make ends meet or out of conditioning, will work long strenuous hours. Sometimes they don’t know better as the conditioning has been too stringent. A lot of these individuals were involved with some activity or discipline in the past. And they chose to neglect it now because they had to “Earn a living”.

Organisations are beginning to see the correlation between the desired productivity and Enhanced Input. They realise that if they invest in the personal development of their employee, the productivity and the output will be a lot more. If organisation invest in integrated wellness of their employees and concentrate on their health (going beyond Zumba classes and a gym), they will suffer less from lifestyle diseases such as Hyper tension, Type 2 Diabetes, IBS etc. if organisation grew their individuals, they will give back, which is also a basic human trait, To return more than what is given.


When and how did you come up with the idea for PQ?
Syngrity has always tried to bridge the gap between the left and right hemispheres of the brain. It has always pushed participants to activate all faculties of their mind and not just what is convenient. Syngrity has been, in the last 16 years, been trying to draw parallels between the corporate and the creative world.

I have been asking participants, over 5000 of them, past few years, every time I conduct an experiential program whether they were sports men and women, theatre artists and musicians, debaters, dancers etc whilst they were in school and college. Almost 75 - 85% of the people acknowledge their creativity. Upon being asked if thy follow their creative passion now, only 10-15% people agree. The rest always say “we don’t have time now”.

Observing this for over a decade got me to question as to why employees curb what comes naturally to them and not use their natural talent and passion in their work. Upon asking various organisation heads, I realised that their natural talent is curbed as it doesn’t have a “correlation” to the active job. Organisations got it wrong. Then I was talking to one leader of a big consulting firm and then he mentioned that irrespective of how late he works, he spends an hour playing football. He has been doing that for over 40 years. And that helps him keep his calm, get his focus and deliver with excellence. The seed for PQ was sowed then.


Why are you, unlike the majority of people, so passionate about this issue that you are willing to take the risky leap of launching a new thought process?
Syngrity has always been passionate about bringing the gap between the corporate and the creative world. In the last 16 years Syngrity has strived to draw parallels between organisational structures and expectations and the employee vision (personal as well as organisational).

We have enough data suggesting that people have compromised on their passions, continuously, over the past few decades to live what is considered a normal life. These people have cut something away from themselves. And they need to get it back. They need to be 100% again so they can work at 400%. (ref: Vilfredo Pareto).



Describe one example of your bold, entrepreneurial spirit.

To quit my job at 22 from GE, and start Syngrity. To have full trust in my skill and training and not be played by the financial market. I was very clear that I wanted to work on my terms and did not compromise on the quality of the skill that I was imparting. For eg: There was a time in the early 2000 when organisations were hell bent in making there Indian Call centre employees speak in an American english. I insisted on employees honing on their listening skills rather than trying to emulate some other identity. And I stuck to this.

At a time when training was mostly classroom based and cognitive in nature, Syngrity launched itself as an experiential organisation in integrating holistic and creative arts such as martial philosophies, music, theatre, food, fire walking etc and draw REAL organisational inferences from these interventions. It took a lot of convincing for organisation to start seeing value in these interventions.

Around 2010, I made an observation about accountability in people in India. And I realised that people are scared to take accountability for their actions. After observing this pattern for a little while, Syngrity started conducting programs around being entrepreneurs. Entrepreneurs not in terms of being businessmen but being 100% accountable for their actions and taking responsibility thus increasing their Entrepreneurial Quotient (EnQ). The next in line had to be PassioN Quotient as once you start taking 100% accountability for your actions, you can start re- igniting your passion for things that you truly like.