Sujay Saha

That kind of a buzz in form of coaching, in form of like translating into a momentum, which is an ongoing momentum within the organization around leadership development, leadership achievement, thinking about how do you continuously create leaders within the organization to drive that thinking to move on? In fact, if I may add like another color to it, I was partnering in...

in one of my previous years with a couple of neuroscientists, because I get like sometimes geeky about some of these things. We love it. We love it. How do leaders make certain decisions, right? Like, and we hear about something called organizational politics. There's so many people in the organization. I'm pretty sure you have a lot of friends. I definitely have a ton of friends who say, ah,

in one of my previous years with a couple of neuroscientists, because I get like sometimes geeky about some of these things. We love it. We love it. How do leaders make certain decisions, right? Like, and we hear about something called organizational politics. There's so many people in the organization. I'm pretty sure you have a lot of friends. I definitely have a ton of friends who say, ah,

in one of my previous years with a couple of neuroscientists, because I get like sometimes geeky about some of these things. We love it. We love it. How do leaders make certain decisions, right? Like, and we hear about something called organizational politics. There's so many people in the organization. I'm pretty sure you have a lot of friends. I definitely have a ton of friends who say, ah,

Can't work here, man. Organizational politics can't bear it. I think I don't want to. In fact, people who take complete right turns in their career and they're like, hey, you know what? I don't think this corporate world is for me. I'd rather do X, Y, and Z. You know, like people leave their entire career and start to go in other directions.

Can't work here, man. Organizational politics can't bear it. I think I don't want to. In fact, people who take complete right turns in their career and they're like, hey, you know what? I don't think this corporate world is for me. I'd rather do X, Y, and Z. You know, like people leave their entire career and start to go in other directions.

Can't work here, man. Organizational politics can't bear it. I think I don't want to. In fact, people who take complete right turns in their career and they're like, hey, you know what? I don't think this corporate world is for me. I'd rather do X, Y, and Z. You know, like people leave their entire career and start to go in other directions.

Or some people who want to now become an agent of change. I'm not sure what is your story there, but there are people who go down that path around like, you know what, let me help in building leaders and having them think because they want to leave their mark in the larger world to have these organizations get on the right path.

Or some people who want to now become an agent of change. I'm not sure what is your story there, but there are people who go down that path around like, you know what, let me help in building leaders and having them think because they want to leave their mark in the larger world to have these organizations get on the right path.

Or some people who want to now become an agent of change. I'm not sure what is your story there, but there are people who go down that path around like, you know what, let me help in building leaders and having them think because they want to leave their mark in the larger world to have these organizations get on the right path.

So in my collaboration with some of these neuroscientists, we started to dig in and the concept that came out very clearly to me, I've also published a little bit about some of this with my previous collaborators, around the thinking around high and low ground thinking. So what that means is, I will simplify it.

So in my collaboration with some of these neuroscientists, we started to dig in and the concept that came out very clearly to me, I've also published a little bit about some of this with my previous collaborators, around the thinking around high and low ground thinking. So what that means is, I will simplify it.

So in my collaboration with some of these neuroscientists, we started to dig in and the concept that came out very clearly to me, I've also published a little bit about some of this with my previous collaborators, around the thinking around high and low ground thinking. So what that means is, I will simplify it.

In a lot of moments of choice where leaders have to make decisions, they think about two paths, transactional, Strategic. Hey, if I make if I give away this one million dollar budget to my senior leader who is asking me to give away some budget, it's going to get me in his or her good books. Right. It will show my enterprise thinking a high ground approaches a lot of times. Hey, you know what?

In a lot of moments of choice where leaders have to make decisions, they think about two paths, transactional, Strategic. Hey, if I make if I give away this one million dollar budget to my senior leader who is asking me to give away some budget, it's going to get me in his or her good books. Right. It will show my enterprise thinking a high ground approaches a lot of times. Hey, you know what?

In a lot of moments of choice where leaders have to make decisions, they think about two paths, transactional, Strategic. Hey, if I make if I give away this one million dollar budget to my senior leader who is asking me to give away some budget, it's going to get me in his or her good books. Right. It will show my enterprise thinking a high ground approaches a lot of times. Hey, you know what?

I don't think I have any dollars left here. Even if I may not be seen as an enterprise thinker, let me take a step back and think about the larger organization, think about the larger mandate over here and defend why I cannot give even any dollar into this. And they come with like, I'm not saying like one way or the other that protecting money is high ground thinking, but in this example,

I don't think I have any dollars left here. Even if I may not be seen as an enterprise thinker, let me take a step back and think about the larger organization, think about the larger mandate over here and defend why I cannot give even any dollar into this. And they come with like, I'm not saying like one way or the other that protecting money is high ground thinking, but in this example,

I don't think I have any dollars left here. Even if I may not be seen as an enterprise thinker, let me take a step back and think about the larger organization, think about the larger mandate over here and defend why I cannot give even any dollar into this. And they come with like, I'm not saying like one way or the other that protecting money is high ground thinking, but in this example,

If you treat it in that way, then that's like thinking about putting yourself at risk a little bit, potentially putting yourself in a position of vulnerability where you may be seen as not an enterprise leader who is contributing, but you're coming up with like the sense of purpose that it doesn't make sense to cut into the muscle of my part of the function, which is so critical and important relative to everything else and bringing in that, right?