Time has been on my mind lately.

I’m a philosopher at heart. My college years often looked like sitting in a room at 3am – papers strewn across the floor – having just read something on disillusionment and collectively given up on the exam we were meant to be preparing for (since it wasn’t reality after all). A front door that was never unlocked as long as we were home, with people flowing in and out like waves. People, with whom conversation has always felt like being seen. Life, as we knew it, was discussed seriously and with abandon. Time always crept into those conversations.

I texted my mentor just a week ago about a book I’ve been writing. ‘I’m unable to find time’ I told him. The Master NLP Practitioner in me immediately texted right after – ‘my text presupposes time is lost’. My internal monologue sighed. Great job Chhavi. You have found the problem, but now what?

And so, I’ve been thinking: ‘what an odd thing for me to say!’. Where IS time lost? My magical ability to misplace things seems to have reached the metaphysical world. So, I did some thinking. An Enid Blyton book (yes, my academic references are stellar) once suggested there’s a time fairy – one who makes experiences feel faster when you’re enjoying them and unbearably slow when you’re not. This checks out according to me. A day with childhood friends disappears in a blink. Waiting for that text can feel eternal.

But then this begs the question – do I want my experiences to go slower – or faster? If everything is a blink – how do I savour it? And if things are slow – then as per the Enid logic – I’m not enjoying it. It seemed like I’m at a conundrum. As St Augstine put it rather eloquently 1600 years ago – ‘What then is time? If no one asks me – I know; if I want to explain it to a questioner, I do not know.

What is it about time – a concept SO deeply woven into our reality, something we claim to experience every day, and yet – something no one has been able to definitively explain for centuries?

So – I did some research. In the midst of Einstein’s relativity, space time continuums, quantum physics (and other subjects I understand 100% fully deeply but to save you the bother I am not explaining) – I landed on something I liked.

Time essentially – does not exist. You exist. I exist. If you and I hang out – that’s an event. It doesn’t exist – it just HAPPENS. Things can exist, and things can happen. They are not the same. This felt clear, and right to me.

Circling back to my original conundrum – can I lose something that does not exist? No I cannot. But saying so is easier. It takes away my accountability, my ownership and it’s easier to blame time for always running away. It’s far more humbling to accept that what happens – is on ME. I CHOOSE what happens. I chose to prioritise other things, work that seems urgent, social events that feel essential. Those are things that are happening, and because only I exist (not time), I am to blame to not make happen the writing of the book. Wow.

Rocket science? No. Basic? A little. Profound – surprisingly yes!!

I’ve designed and delivered learning interventions on ‘time management’ (I hate this phrase, because we cannot manage time, which is what I always open with) for years, always approaching it from a philosophical lens. My inner Jean-Paul Sartre fangirl reliably shows up – talking about choice, ownership, and meaning-making. These are things I know. And yet, somewhere between a busy calendar and a full life, I forgot to live them.

Time isn’t something we need to manage. It isn’t something slipping through our fingers. Something we’re losing. It’s simply the sum of what we allow to happen.

This isn’t just about my procrastination on finishing writing a book. This is a pattern that shows up in homes, at work and in our relationships. Teams say they don’t have time for reflection, leaders say they don’t have time for difficult conversations, cultures say they don’t have time for change. Partners say they don’t have time for romantic gestures anymore, parents and children quibble over the things that matter to them. Yet what’s really happening is prioritisation – often unconscious, often unexamined.

Leadership, then – not as a role or a job title, but as a way of being – has very little to do with managing time better. It’s about having the honesty to name what we are choosing to make happen, and the courage to choose differently when the cost becomes visible.

A lot of us have been asking the wrong question. It isn’t where did the time go? It’s what did I choose to let happen instead?

Time doesn’t ask anything of us. It doesn’t rush us, judge us, or withhold itself. It simply holds whatever we place inside it. And maybe that’s the part worth sitting with – not as a strategy or a system, but as a mirror. Because what keeps happening in our lives is rarely accidental. It’s usually rehearsed. Repeated. Protected. As soon as we realise this – we recover something far more valuable than hours on a clock.

We recover agency.

And from there, different choices can finally begin to happen.

Chhavi is a Facilitator and Learning Program Designer who works across human behaviour, learning science, philosophy, neuroscience and psychology to design interventions that create measurable behavioural shift – not just insight. Her work integrates multiple lenses and disciplines to identify root behavioural drivers rather than surface-level skill gaps.

A strong focus of her work lies in impact and learning transfer. Trained in LTEM-based learning evaluation, she designs programs with measurement built in from the start and has developed a learner-facing evaluation model that enables participants to track and apply learning in real time. Alongside her work with organisations, Chhavi speaks at professional forums on topics such as body language and leadership, has delivered guest lectures at Jindal Global Law School, and is known for bringing learning into real, lived contexts. She is currently associated with Syngrity as a Facilitator and Learning Program Designer.

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So, I’ve been deep in my NLP Master Practitioner studies, and I keep having these mind-blowing “aha!” moments about the way we talk to ourselves. You know that voice in your head, or the voices of people around you? The one that sometimes says things like:

• “Ugh, I’m just not a confident person.”
• “I know what’s best for you.”
• “Nobody pays attention to me.”
• “I can’t just ask for what I want.”
• “Every time I see him, I get nervous.”

For the longest time, I accepted these statements as hard facts. They felt true, so they must be true, right?

Well, what if I told you that the language itself—the very words we choose—is what builds and locks these limitations in place? And more importantly, what if you had a key to unlock them?

That’s where one of NLP’s coolest tools, the Meta Model, comes in. According to Richard Bandler and John Grinder (1975), the Meta Model is a set of patterns that challenge “the surface structure of a client’s language” by asking specific questions to recover deleted information, ultimately “leading to a more complete representation of the Deep Structure” (p. 78 of The Structure of Magic I: A Book About Language and Therapy).

It’s a set of questions designed to challenge the fuzzy, unhelpful language we use that creates what we call “limiting beliefs”. By asking these questions, we are widening the horizon and diving deeper.

The Meta Model is often broadly categorised into Generalisation, Distortion and Deletion. What I love about NLP is that nothing works alone, and there aren’t a set of rules that need to be followed. The knowledge in NLP is considered subjective and different tools can be combined to get the best possible results.

The idea behind the Meta Model is to encourage people to question their map of the world and explore how our filters and limiting beliefs create a communication barrier in our lives. The Meta Model challenges these beliefs. By questioning them, the model gets specific and avoids vagueness.

We love to turn messy, ongoing processes into solid, immovable THINGS. In NLP, we call this Nominalization—a fancy word for making a verb into a noun. When someone says “my relationship is completely broken” what it is doing is limiting you by making you feel that you cannot fix anything. There is pressure and you don’t find yourself motivated enough to rectify it. This vague language makes problems feel huge, permanent, and utterly unsolvable. It’s like being stuck in a fog with no clear path out. The MetaModel challenges this belief and gets specific by questioning. Ask yourself: “How, specifically, is it broken? What needs to be happening that isn’t?” Or when someone says “I don’t feel motivated”, the Meta Model questions this by asking, “What would you be doing if you did feel motivated?”

Suddenly, the giant, scary noun “relationship” becomes specific actions. The fog clears, and you can actually see what to work on.

Our brains are wired to take one bad experience and paint the whole world with it. We use words like always, never, every, all. What we tell ourselves or hear is: “I can never ever learn to do this work anymore” “I always mess up.” “You never listen to me.” “Every time I try, I fail.”

Why it’s limiting: This language completely erases any exception or counter-example. It writes a story where failure is inevitable and success is impossible. It’s a self-fulfilling prophecy. The Meta Model challenges this belief and finds the Exception!

• “I always mess up.” → the model says, “Always? Has there ever been a single time, even a small thing, that you didn’t mess up?”
• “You never listen!” → “Never? Can you think of a time when I did hear you?”

This forces your brain (or the person you’re talking to) to search for evidence that breaks the rule. It cracks the door open to possibility. And possibilities make you question your limiting beliefs.

There are also times when we impose impossible rules on ourselves using words like should, must, have to, can’t, won’t, impossible. For eg : “I can’t ask for a raise.” “I shouldn’t feel this way.” “I can’t say no.” These words strip away your choice. “Can’t” implies no ability, and “should” implies a rigid external rule you’re doomed to fail. It creates a world of obligation and guilt. The Meta Model can help you Reclaim Your Choice!

• “I can’t ask for a raise?” → “What stops you? What would happen if you did?”
• “I shouldn’t feel this way” → “Who says you shouldn’t?”
• “I can’t say no”? → “What would happen if you did?”

This moves you from a state of powerlessness (“I can’t”) to a place of evaluation.

Next time you hear that limiting voice in your head, pause. Listen for the vagueness, the drama, or the prison rules. Challenge the vagueness and the rule.

See how that works? It doesn’t magically solve the problem, but it shifts it from a monumental personal failure to a specific, addressable task. It moves the problem from your identity to your to-do list.

This stuff has been a game-changer for me, not just as a practitioner (soon to be masters), but in my own life. It makes me my own best coach. Give it a try and let me know what you discover. I’d love to hear which patterns you spot in your own self-talk!

To know more about how we use Neuro Linguistic Programming in our learning interventions, write to us at syngrity@syngrity.com

Shambhavi is a strategic and empathetic L&D professional with 12+ years of experience across ed-tech, corporate, and academic sectors. She has led 100+ training programs and learning initiatives, blending NLP-based facilitation, content strategy, and behavioural insight. Known for designing impactful, human-centred learning experiences—ranging from youth and faculty development to leadership programmes—she crafts solutions that engage, scale, and transform.

She specialises in experiential and NLP-based facilitation, delivering programmes across the spectrum—from Campus to Corporate, First-Time Manager interventions, and Leadership Development. Her youth-focused sessions on emotional resilience, career readiness, and digital awareness have engaged thousands of learners nationwide.

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I’d like to take a moment to talk about the power of slowing down. I’ve learned that pausing isn’t just about taking a break – it’s a way to notice the assumptions, biases, and stories that shape how we think and act. In corporate settings, this is invaluable. When we slow down, we’re better able to respond thoughtfully in meetings, make decisions without jumping to conclusions, and navigate complex conversations with clarity rather than reacting impulsively.

I’ve found that even discomfort and anger have something to reveal when we take the time to observe them. For those of us who ‘never get angry’ or squash down feelings of discomfort, here’s a thought: moving past these feelings too quickly often means missing the clarity they offer! In the workplace, this awareness allows us to understand our own reactions during conflicts or high-stakes discussions, and to then respond in a constructive, authentic way that strengthens collaboration and trust.

Slowing down also strengthens emotional intelligence and leadership. Taking the time to notice subtle cues – tone of voice, body language, or even hesitation in others – helps leaders understand team dynamics more clearly. This awareness allows for more effective coaching, mediation of tensions and thoughtful guidance, which in turn fosters trust and stronger, more resilient teams.

Then there is the physical dimension. In a personal example, I’ve managed a long-standing tennis elbow issue simply by slowing down, paying attention to pain and movement, and adjusting accordingly. This type of awareness helps maintain optimal physical function, which naturally supports better performance and sustained energy at work.

Another crucial aspect is the breath. Slowing down the breath activates the parasympathetic nervous system, reducing stress and releasing tension in the chest, neck, and jaw. For anyone who communicates frequently – presentations, client calls, or team discussions – this practice improves projection, clarity, and confidence. Speaking from a relaxed, centered place makes communication not just easier, but more persuasive and impactful.

Importantly, slowing down doesn’t mean being sluggish. It expands time and space, giving us the calm focus needed to act with precision and agility. It’s not about doing less – it’s about doing more, smarter, and with greater clarity. In every aspect of work, from decision-making to communication to physical awareness, slowing down is a skill set that allows us to operate at our best.

Reach out to us at syngrity@syngrity.com to know how we can empower your Leaders with the skills required to slow down, be mindful and in the present.

Shena Gamat is a theatre practitioner, voice artist, and trainer with over two decades of experience in performance and facilitation. Her background spans film, international theatre tours, and voice work for Discovery Channel India, audiobooks, ad films and corporate films. She has trained senior leadership teams at Standard Chartered (UK), conducted movement-based workshops across India, and run communication and presence training for both corporate and grassroots groups. Her sessions combine theatre tools, voice work, movement, and story structure to help participants connect to their own presence and communicate with clarity and confidence. Shena co-founded Barefoot, a company focussing on original theatre, and has directed several performances supported by India Foundation for the Arts. Most recently, she is the founder of It’s All Good, a platform that curates immersive micro-festivals and workshops focused on joy, well-being, and creative community engagement. She is currently associated as a Master Facilitator with Syngrity.

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As a corporate trainer, whenever I’m facilitating a storytelling workshop, I like to begin by asking the participants, “What is your favorite story?” Take a moment to think of one yourself. If you also thought of a film, then you belong to eighty percent of the population. While film (and now OTT) is the most popular form of storytelling today, stories are not just limited to films. Anyone working in the performing arts is telling a story through a painting, sculpture, song, dance, photograph, or even an Instagram reel. In fact, stories are not limited to the performing arts alone. Whether we realize it or not, we are constantly telling and hearing stories on a daily basis. “Why were you late to work?” “Why should we give you the job?” “What is your opinion on this subject?” —these are just a few examples that require a flair for storytelling.

The brightest minds once believed that the Earth was flat. Today, we know better and have discovered that the Earth is round and rotates on its own axis. This is a fact based on science that I wouldn’t challenge, but it is still something that I have only seen in pictures or read about in books, much like a story. Honing the art of storytelling is not just meant for ‘storytellers’.

It is not surprising that, traditionally, most cultures practiced meeting under a tree, by the fire in the evening, or even at a bar to tell stories. They did this through song and dance, playing musical instruments, or even through mindless gossip. This can even be informally observed today. In India, the Natya Shastra is a guide for performers that dates back thousands of years. Widely accepted as the fifth Veda, it was not just meant to be practiced by artists but by everyone from all walks of life. Storytelling was—and will always be—an integral part of our daily rituals.

So, what is it about stories that have stood the test of time? Why do we tell stories? What do they reveal about being human?

Human beings are perhaps the only creatures who know their time on Earth is limited. Yet, despite this, they don’t always live in the moment; they spend more time in the past or future.

Stories transcend time—past, present, and future—and can be used to document events. They help us give shape to our experiences, comprehend reality and ourselves, and share our stories in ways that others can understand. Stories give us a sense of belonging and help us make sense of the world by connecting us to others who have had similar experiences and survived them. We all love stories, and we all seek affirmation that our lives have meaning. Nothing affirms this more than connecting through stories. Someone rightly said, “Frankly, there isn’t anyone you couldn’t learn to love, once you’ve heard their story.”

At Syngrity, we offer a comprehensive storytelling workshop designed to help individuals enhance their narration skills and craft and deliver stories that resonate, inspire, and connect with their audience. Reach out to us to know how we can help you cultivate the skill that is storytelling.

Rohit Mehra is an actor & theatre practitioner with over 15 years of experience. He is trained in Physical theatre from The London International School Of Performing Arts (London/Berlin) and has a Masters in Communication and Journalism. Rohit views the performance process as a deeply introspective journey, capable of fostering mindset and behavioral transformation. As a result, he believes it should be practiced by people regardless of the field they belong to. With the expertise he has gathered over the years from theatre and film, he conducts workshops on storytelling and executive presence for both students and corporate professionals, applying principles that are relevant across industries.

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Why Emotional Intelligence?

Technical skills are always sought after in any profession. These skills can make you good at your work and well appreciated. However, it is the unique ability to work with others to accomplish important goals and objectives, is what makes all the difference. The one that will take you far in your career. This is where Emotional Intelligence (EI) comes into play. EI is a set of skills that helps you recognize, understand, and manage your emotions as well as recognize, understand and influence the emotions of others. These skills are critical in building and maintaining relationships, influencing others and will help you throughout your career, no matter where you sit in the organizational hierarchy.

It is important to have good EI for the following reasons:

• People with high EI are more aware of self & others, than those with lower EI.
• EI helps control your emotions and contribute better.
• EI helps you relate to others in more effective ways.
• EI augments active listening and moulds you to take criticism positively. It therefore facilitates learning from mistakes, and helps you cut down significantly on ego issues at work.
• Generally EI reduces stress, enhances communication, boosts empathy, enriches innovation, improves decision making, job satisfaction and resolves conflicts.

Emotional Intelligence and Self Awareness

Emotional intelligence is seen as a set of skills and behaviours and hence some people will be naturally more adept at it, however EI can be learned, developed, and enhanced. The key components of EI are Self-Awareness and Management, Social Awareness, and Relationship Management. Out of these self-awareness is the most fundamental element.

Self-Awareness

Our emotions impact our mood, behaviours, performance, and interactions with other people. Self-awareness is the ability to identify and understand your own emotions and it is the cornerstone of emotional intelligence. If you’re aware of your own emotions and the behaviours they trigger, you can begin to manage these emotions and behaviours better.

These skills will help you strengthen the following abilities:

1. Identifying your emotions accurately: identify, label and differentiate among a range of emotional experiences and reactions.
2. Understanding the basis for your reactions: recognize the potential causes and functions of your emotional experiences and reactions.
3. Understanding how your reactions impact others: realize how what you say and do affects other people’s emotional experiences and responses.
4. Understanding how other people’s emotions impact you: be aware of how you’re affected by other people’s emotional reactions and responses.

Barriers to Self-Awareness

Without an objective sense of who you are and what drives you, it’s nearly impossible to be emotionally intelligent. Unfortunately, research suggests that most of us aren’t very self-aware. What’s worse, research also shows that managers and CEOs may be the least self-aware of all. This is not despite their authority, but quite possibly because of it. The more power someone obtains, the more likely they are to be overconfident about how well they know themselves. After all, those at the top of the organisational pyramid have fewer people giving them feedback. Managers are insulated from criticism, and as a result, self-awareness sinks.

Enhancing Self-Awareness and EI

• Self-Reflection and Introspection: journaling and the practicing the 5 “why” method.
• Mindfulness – regular practice of meditation and other stress relieving techniques.
• Undergoing a 360 degree feedback for self
• Undergoing coaching
• Taking a generic psychometric test
• Some books to read:
  • “Emotional Intelligence” by Daniel Goleman
  • “Primal Leadership” by Daniel Goleman, Richard Boyatzis, and Annie McKee
  • “Permission to feel” by Marc Brackett
  • “Search Inside yourself” by Chade-Meng Tan

To know more about how we can support your self-awareness journey write to us at syngrity@syngrity.com or sumal@syngrity.com

Sumal is an accomplished & high performing business leader with over 25 years of experience across multiple industries and verticals (Conglomerate + Manufacturing Plant + Consulting + Start-ups + Service Industry). Sumal is recognized for being a valued business driver and change agent in diverse environments, backed by a proven track record in managing a variety of Management & HR essentials, building Organisational Capability to drive strategy, establishing Policies and Practices, and Leading Organisational Development and Change management initiatives linking HR to business results. He has held leadership positions at the K K Birla Group and TVS

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In today’s fast-paced world, our modern lifestyle often conflicts with how our bodies are designed to function. Historically, the human body is designed for survival in extreme conditions with the innate ability to heal itself from within. The body is meant for movement; leaping over boulders, climbing trees, running away from predators, running after prey and so on. Modern living is not compatible with the proper functioning of the body as intended by nature. We are most definitely not designed to sit on a chair for long periods of time, ingest vast amounts of processed sugars and additives, have our eyes be impaired through the constant usage of screens and blue light etc.

To address this conflicting state of being, I designed Internal Alchemy – a holistic wellness intervention program based on an amalgamation of very ancient healing methodologies with modern scientific assumptions that the very core foundations of Nature are defined through variations of energy, vibration and frequency. The objective of Internal Alchemy is to break the bad habits that your body has accumulated over a period of time and remold you back to your natural state of balance and wellness.

About Internal Alchemy

At the heart of the Internal Alchemy Program lies the understanding that energy, vibration, and frequency are the foundational building blocks of nature. These principles form the core of ancient healing practices and align with the belief that our bodies have an innate ability to heal itself. The program should be seen as a journey that helps you reconnect with your body’s natural rhythms, alleviate stress, and boost mental clarity—all essential for thriving in today’s demanding workplace.

The program draws from centuries-old practices like Tai Chi, Bagua Zhang, and Hsing Yi Chuan to help you harness the 8 levels of internal energy (Chi, Prana, or Bio-Electricity) in your body and restore balance to the five elements that constitute the body – Fire, Water, Earth, Wood and Metal.

Focus Areas

The program targets and addresses your Body’s vital energy system known to Medical Science as the “Primo-Vascular” System. The training will teach you to firstly stop the dissipation of this vital energy that occurs due to various factors like stress and bad living and to eventually be able to harness 8 levels of internal energy and realign the 5 elements that make up the physical constituents of the body – Metal, Water, Wood, Fire & Earth.

Key benefits of the program include:

• Boosting your immune system
• Enhancing overall flexibility and body coordination
• Reducing stress and anxiety
• Improving concentration, memory, and willpower
• Rejuvenating your body, mind, and spirit
• Optimizing heart and brain functions
• Improving sleep quality

The program is divided into four parts, and the methods used are the best (once secret) very ancient practices from China’s Wudan Shan Mountains which are the home of Taoism and are directly derived from Tai Chi Chuan, Bagua Zhang, Hsing Yi Chuan and Bamboo Forest Temple Praying Mantis.

1) The Physical

The following exercises will be taught, all of which engage in the massage of the internal organs and work the Body’s Energy Primo-Vascular (‘Chi’) system:

• Hiding the Flower under the Leaf: This is a unique method from Bagua (also sometimes referred to as Taoist Yoga) and works directly on massaging the internal organs in the body’s trunk area and engages the spine.
• Serving Teacups: This is another unique method from Bagua that works directly on the spine.
• Grasp Sparrows Tail: This method is from Tai Chi and works on removing stagnations in the flow of energy.
• Wave Hands in Clouds: This method is from Tai Chi and works on the energetics of the organs that are around the midsection of the body.
• “Baat Sik”: This is a method from the Praying Mantis system and works on regulating the body’s energy flow and essentially ‘squeezes’ stagnant energy out.
• 5 Elements play: This method is derived from Hsing-Yi Chuan and realigns the 5 constituent elements found our bodies, these being Metal (connected to and enhances the Lungs), Water (connected to and enhances the Kidneys), Wood (connected to and enhances the Liver), Fire (connected to and enhances the Heart) and Earth (connected to and enhances the Spleen). A very simple physiological analogy of the elements would be Bile/ stomach acid (Fire), the Iron and Zinc in the body (Metal), the carbon present in the body (Earth) and so on.

Even if you remember just two of the above and work on them, you will garner immense benefit as these are the core methods found in the Chinese Internal Arts.

2) Emotional Intelligence

The program will also enhance and unify certain emotional criteria as appropriate to a Corporate Environment. The usage of Animal based archetypes will be presented, these being the Tiger, The Crane and The Monkey. The animal archetypes have a direct correlation to various emotive states and work in regulating and controlling them.

3) Mindfulness and Meditation

You will also learn to take your mind to an Alpha state which changes the energetic frequency of a human to a resonance of 7.83 HZ (which is the vibration frequency of the Earth’s Magnetic field, known as the Schumann Resonance).

• Handling the Monkey Mind: This meditation will teach you to have a razor-sharp focus.
• Happiness Meditation: This will teach you to create goals and to achieve them to fruition.
• Memory Palace: This will teach you to enhance and recall material at a moment’s notice.
• “Drumming”: This is a unique method of accessing the subconscious mind directly through the Triune Brain (the Brain Stem) by direct manipulation of certain acupuncture points. The method will help you to imprint knowledge directly into your subconscious mind and also the way of retrieving it.

4) Cathartic release

Here you will learn to release stress and anxieties that you may be currently experiencing and this will be accomplished by the sharing of a few self-healing methods through the manipulation of various Acupuncture points

The Internal Alchemy Program thus teaches you how to move your body in ways that stimulate your internal organs, release stagnant energy, and enhance mindfulness. Whether you are looking to increase emotional intelligence, sharpen your focus, or improve your physical well-being, this program addresses multiple layers of personal development. The exercises are easy to incorporate into your daily routine, can be practiced by anyone at any age and help you achieve long-term wellness even amidst your busy schedule.

Remember, prioritizing your wellness isn’t just a personal responsibility—it’s essential for your professional success. When you feel good physically and mentally you are more productive, creative, and capable of handling the pressures of the workplace.

Reach out to us to transform you / your team’s approach to well-being and create a more balanced, harmonious work life by harnessing your natural energy, boosting productivity, and cultivating resilience.

Your wellness is worth it. Let’s start the journey together! To know more visit our webpage at https://www.syngrity.com/internal-alchemy/

Yasser started his journey in martial arts in the Korean system of Tae Kwon Do almost 43 years ago at the age of 10. In the ensuing years he has travelled extensively to Hong Kong, Singapore, U.K. and India to study under the tutelage of many top Masters. He holds Black Belts in Tae Kwon Do and Hakko Ryu Jujitsu and has studied two of the “Three Crown Jewels” of Internal Chinese Kung Fu: Old Frame Yang Taiji and Bagua to a high level.He also holds the 6th Generation direct lineage in a version of Hakka Southern Praying Mantis Kung Fu called “K.S. Hsiung Thong Long Quet Tsot” and is an 8th Generation practitioner of Lam Hung Pak Mei (White Eyebrow)Kung Fu.A senior level Compliance and Risk professional in the Field of Banking and Finance for the past 27 years, Yasser has been instrumental in driving the business strategy and the inception of key business areas throughout his career as a “C” level executive. He is the Founder and CEO of a Tech Software Firm that digitizes key elements of the Islamic and Conventional Banking industry using Gen AI.

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Leadership in the workplace is not a one-size-fits-all endeavor. The dynamic nature of team composition, individual personalities, and specific job roles requires leaders to be versatile and adaptable.

Over the years, we’ve seen a proliferation of various leadership styles, based on studies and findings by several accomplished leadership researchers, which include Robert K. Greenleaf, Karl Lewis, Daniel Goleman, and Bruce Avolio, each with its own unique way of guiding teams and achieving goals. Here’s a quick rundown of some common leadership styles:

Psychologist Kurt Lewin developed a foundational leadership framework in the 1930s, defining three major leadership styles: autocratic, democratic, and laissez-faire.

Autocratic Leadership:

Although Lewin coined the term, the idea of autocratic leadership has been around for quite a while and it’s a core tenet of classical management theory, which became popular in the early 20th century. This theory posits that consulting groups of subordinates is unnecessary. Instead, the leader makes a decision, and that decision is conveyed in a top-down manner for all employees to follow.

Thus, an autocratic leadership style puts the manager at the top of the pyramid on a team. They make decisions and control projects without soliciting input from team members or other stakeholders.

Democratic Leadership:

Daniel Goleman expanded on Lewin’s ideas of leadership by adding two important elements to the definition of democratic leadership: empowerment and consensus-seeking.

A democratic leadership style, opposite of autocratic, puts the voice of the team at the forefront of decision-making. The leader seeks input from subordinates and other stakeholders to drive the vision and direction of projects.

Laissez-Faire Leadership:

Laissez-faire leadership, also known as delegative leadership, is a type of leadership style in which leaders are hands-off and allow group members to make the decisions. Researchers have found that this leadership style often leads to the lowest productivity among group members.

Servant Leadership:

Servant-leadership, first proposed by Robert K. Greenleaf in 1970, is a theoretical framework that advocates a leader’s primary motivation and role.

A servant leadership style puts employees’ needs, growth and professional development ahead of the needs of the manager, company or project. It prioritizes team bonding and employee well-being.

While these leadership styles each have their strengths and weaknesses, a theory that we find has regained popularity when it comes to addressing the leadership needs of teams and employees is the Situational Leadership Model.

Dr. Paul Hersey and Ken Blanchard synthesized 50 years of research on the behavior of leaders and followers to develop the Situational Leadership® Model in 1969. They believed that there is no “one size fits all” leadership style. The model provides a framework for leaders to match their behaviors with the performance needs of the individual or group that they are attempting to lead. In other words, the model is about adapting the directive and supportive behaviors that leaders use to match the Performance Readiness® of others to perform specific tasks or functions.

In the late 1970s/early 1980s, Hersey and Blanchard both developed their own slightly divergent versions of the framework – The Situational Leadership Model (Hersey) and the Situational Leadership II model (Blanchard et al.). While slightly different in terminology, the fundamental principle of the situational leadership model is the same in both – that there is no single “best” style of leadership; effective leadership is task-relevant; and that most successful leaders are those who adapt their leadership style to the performance readiness (ability and willingness) of the individual.

The Four Quadrants of Situational Leadership

The Situational Leadership® model has four leadership styles. Each of these may be used, depending on the Performance Readiness® of the team or team member performing a task

These Situational Leadership® styles are most effective when aligned with the matching Performance Readiness® level of the team members for performing the specific task.

The 4 types of Performance Readiness

Why Situational Leadership Matters Today?

While the theory requires a lot from those in charge, and it might seem daunting at first, the more leaders practice situational leadership and learn to pay attention to detail, the easier it becomes to evaluate teams and make decisions based on team members’ performance readiness.

As teams and organizations move from being skill to strength-based, situational leadership becomes ever more pertinent in order to truly harness the potential of team members. It allows for mentoring, coaching and nurturing in ways specific to how each individual learns and develops themselves. Further, in today’s diverse workplace, where DEI&B (Diversity, Equity, Inclusion, & Belonging) principles are paramount, recognizing and adapting to the unique identities, strengths, and blind spots of each employee is crucial. Most, importantly, Situational Leadership allows for the practice of Empathy. When practicing this approach, leaders must get to know each team member and assess their strengths and weaknesses. Learning more about their employees helps leaders make the right decisions for them and for the group.

Our Approach at Syngrity

At Syngrity, we have embraced the Situational Leadership Model and integrated it into our training programs through a gamified approach using Building Blocks. This innovative method, ideal for emerging leaders and first time managers, provides participants with an introduction to the theory and an opportunity to demonstrate and refine their leadership styles in a dynamic and engaging environment, preparing them to meet the diverse needs of their teams.

To learn more about how Syngrity can help you develop effective leadership strategies tailored to your team’s needs, reach out to us. Together, we can unlock the full potential of your workforce and drive success in today’s ever-evolving workplace.

Shivangi Banerjee is a Project Coordinator at Syngrity. She holds dual master’s degrees in Psychology, with a focus on Organizational Behavior and Human Resource Management, and Criminology (with specialization in Forensic Psychology). Shivangi has a keen interest in leadership and organizational development, with a focus on how leaders can navigate complex challenges and foster inclusive organizational environments.

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