Profile

Professional summary

Surya M Ganduri, PhD. PMP @ eMBC, Inc. provides executive level coaching to transform business owners and CxOs into “Peak Performers” by becoming better strategists; planners; communicators; helping them maximize employee performance resulting in better company execution to increase sales and profits. We do this while teaching business owners and CxO’s how to achieve a proper work/life balance.

Dr. Ganduri has unique, rich mix of core competencies and broad base of professional experience. He specializes in strategic and executive leadership development processes, that Help People Succeed in an Evolving World. Dr. Surya is a celebrated mentor in helping individuals and business leaders balance their lives through Self Awareness of intended

Engagement overview

We focus on the skills, attitudes and goals required for your success, as structured below:

• Phase 1 - Focuses on building an understanding where you are, what you want and what's holding you back from getting there.
o Sixteen, 60 minute sessions (once or twice - weekly)
o Fieldwork assignments between sessions
o Assistance and support between sessions, when necessary
o Focus on translating concepts into applications and goals

• Phase 2 - Focused on continued progress, laser focused on specific challenges holding you back from reaching your goals
o Six, 60 minute sessions (once or twice - weekly)
o A decision-making assessment focused on helping you to better understand how and why you make decisions, as well as how to leverage your decision-making strengths and compensate for your weaknesses

• Phase 3 – Evaluation and reinforcement of coaching.
o Four, 60 minute sessions (weekly or monthly)
o Focuses on continued progress towards goals, also identify new goals and challenges.

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Areas of expertise
Insights

Question: Should we resuscitate or kill a 360-degree feedback process?

When it’s done well, 360 program allows all your team members to improve in key areas that might be limiting their upward career path or actually causing major conflict within a team.

When it’s done poorly, 360 program creates mistrust, anger, conflict and can leave a team with lower morale than when you started the exercise.

If you fail to implement a successful 360 review program first ti... Read more

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Question: Problem of sarcasm in the workplace

Sorry to say this but, the problem is not with the team member being 'sarcastic'. It is YOU. You need to be better 'leader.' When you lead, your team follows you without 'you' managing them. Look within you and raise your leadership. It's not about 'them' but, it is about 'you'. All the best... Read more

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Question: Overcoming hidden bias at workplace

Unconscious or hidden biases are the most dangerous enemies, in which the enemy hides behind beautiful foliage, and is difficult to see because it lies concealed in the foliage of what we think of as good intentions, kind words, and so-called thoughtful acts. Having a bias is not the end of the world; the only shame involved is if we make no effort to improve. The second step is to expose ourselve... Read more

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Question: Dealing with an insecure manager

Maturity is an ideal quality in any leader/manager. Apparently, she is not comfortable in her own skin. Here are some tips for the team members:

First, abandon any thoughts or hope of fixing her. Although many of us secretly believe we can fix almost anything — we cannot fix other people. Only she can change herself with the help of a professional. Whatever lies behind someone else’s lack ... Read more

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Question: Overcoming unwillingness to lead

If we were to draw a graph of people / management knowledge (PMK) on one side, and job / technical knowledge (JTK) on the other side, would you agree that on the individual contributor level, about 90% of this person's success is coming from his JTK and only 10% from his PMK? In other words, he needs to get along with the people in front of him and behind him, etc. What happens when you make him t... Read more

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