AHASAS

  The Performance Management System (PMS) should be focused on measurable, impact-driven objectives. This system should   balance core Key Result Areas (KRAs) with leadership evaluations to ensure both organisational growth and individual leadership effectiveness. Initial planning must include current year targets as well as long term strategic organisational goals and should be initiated at least 3 month prior to submission,favourably in fourth quarter of financial year. 1. Core KRA Focus - 30% Weightage The PMS should allocate 30% of its weightage to two core KRAs essential for sustainable growth: A. Cost Reduction Projects: Implement projects that reduce operational costs. B. Quality Improvement: Initiatives aimed at improving the quality of products or services. C. Productivity Improvement: Enhancing productivity to maximise output. Additionally: 2. New Product Development: 10% Weightage This objective ensures long-term growth and sustainability by focusing on innov

Upon reflection, it becomes clear that we hold no true power over others, and even our control over ourselves is often limited. While others may view us as influential, this influence arises not from any assumed delegated authority or power, but from the dutiful execution of the responsibilities entrusted to us in our roles. In leadership pespective, we are all servants—servants to our teams, organisations, families, and society—each fulfilling distinct roles. By "servant," I mean one who meets the needs of others out of duty, not a slave who simply fulfils desires. A servant acts with purpose and responsibility, while a slave is driven by the will of others. The more control we exercise over ourselves, the greater the influence we are likely to draw, for leadership begins with self-leadership. By embodying personal integrity, resilience, and empathy, we lay the foundation for true influence.  Yet it is important to recognise that responsibility, when delegated, i

It is truly humbling to consider ourselves as ordinary, yet it can be disheartening to believe that an ordinary individual cannot make a difference in the world. In reality, those who create meaningful change are ordinary people, doing a few things extraordinarily well through hard work and smart effort, honed over time.  Our vulnerability actually is the birthplace of innovation, creativity, and progress. What shapes us is not necessarily reality itself, but the lens through which we view the world. By changing that lens, we can not only transform our own happiness but also positively influence individual and organisational outcomes. The vision of a perfect world cannot be crafted by one person, nor by a million experts. It requires the hands of all 7 billion individuals, each following their own passions.  With humility, I share the belief that there is no direct correlation between being the most articulate or the best writer and having the best ideas.  The potential for

With deep humility and a heart full of gratitude, I reflect on the blessings life has offered. The love and support of my parents, the guidance of teachers and mentors, the encouragement from seniors, friends, and colleagues—all of them have been like the hands of a potter, shaping my journey, moulding my experiences, and teaching me that every moment, be it smooth or rough, is an opportunity to learn and grow. I have been fortunate to witness many senior mentors in our organisation who embody this level of dedication. A recent memory that deeply moved me was on the final day of the CIT for the Executive Trainees at HRDC, Haridwar. As the trainees performed before esteemed guests and apex authorities, the unspoken emotions of respected Gunjan Shukla ma'am, the current Head of HRDC, spoke volumes. Despite suffering from severe back pain and wearing a lumbar support belt, her quiet, yet profound pride radiated in a way that felt almost maternal—like a mother watching her c