PURPOSE & IMPACT

Month: August 2025

Shrinking (Middle) Management?

From a recent CNBC article (listed below):

“A Google executive told employees last week that in the past year, the company has gotten rid of a third of its managers overseeing small teams.

…said the idea is to reduce bureaucracy and run the company more efficiently.

The 35% reduction refers to the number of managers who oversee fewer than three people, according to a person familiar with the matter. Many of those managers stayed with the company as individual contributors, said the person, who asked not to be named because the details are private.

CNBC previously reported that the layoffs hurt morale as the company was downsizing while at the same time issuing blowout earnings and seeing its stock price jump. Alphabet’s shares are up 10% this year after climbing 36% in 2024 and 58% the year prior…”

Few questions that come to my mind:
Is this a part of a broader trend of restructuring, where companies across the board are actively trying to reduce management layers? More and more companies seem to be announcing reduction of managers and layers.
How do organizations get here in the first place? As they grow, do uncontrolled inefficiencies naturally creep in?
How does this impact feelings of loyalty and commitment (internal), among employees who still remain employed with the organization?
How does AI progress influence these changes and decisions?

If the nature of work or the environment hasn’t really changed, then such cuts may not really help the companies in the longer run (other than improving short term costs). Well designed and planned manager roles are normally intended to help efficiently deliver outcomes and the cuts without proper planning and foresight lead to confusion, inefficiencies and frustration over time.

Organizations and leaders have to think deeply about their optimal organization design and structure, without needing to revisit the same topic frequently. Otherwise, constant organization disruptions consume a lot of attention and energy from members which inevitably end up taking focus away from the core topics – differentiated business impact, customers, stakeholders, the marketplace.

There seems to be at least two clear perspectives in these shifts – companies working on becoming more efficient on one side
(with constant investor pressure) and, employees figuring out how to survive and thrive during times of such major changes.

Source: Google has eliminated 35% of managers overseeing small teams in past year, exec says; CNBC; August 27, 2025; Jennifer Elias

Useful Research References – Leadership Practices & Talent Retention Link

Sharing valuable notes for leaders on talent retention, from a recent RBL Group newsletter, with helpful research references…

* Data shows that 97.4% of employees cite personal interaction with leaders as crucial to their decision to stay (De Araújo Oliveira & Hansch, 2024).
* Leadership capability gaps create retention crises that no amount of compensation can solve. When leaders lack the skills to connect, develop, and inspire their teams, even well-compensated employees leave.
* Your customers experience your leadership capability through every interaction with your employees. Disengaged teams deliver mediocre customer experiences. High turnover disrupts service continuity. Leadership failures cascade into stakeholder value destruction.
* Research across multiple sectors shows that organizations with structured leadership approaches consistently outperform those relying on ad-hoc interventions.
* From the oil contracting sector during economic crisis – companies that maintained strong leadership communication and personal interaction retained critical talent while competitors hemorrhaged expertise (García-Rincón & Parra-Machado, 2022).
* IT organizations discovered that transformational leadership created stronger retention impact than individualized financial benefits (Berettera et al., 2023)
* Healthcare organizations implementing inclusive leadership practices report these as “key for retention” (Martínez-González et al., 2023)
* Organizations that build leadership as an enterprise capability-not just individual skills-create sustainable competitive advantage through their talent.

Source: The Leadership Factor: Why 97.4% of Retention Hinges on Personal Connection; RBL Impact; August 20, 2025.

Recognize Wisdom?

There’s a lot of information, knowledge and wisdom out there, easier accessible than ever before, probably a lot more than most can process.

In this scenario, the critical differentiator skill will start with the ability to understand and discern what’s more valuable, relevant and applicable. Knowing where to look, understanding the context/relevance, who you decide to follow, interpreting, applying/practicing in one’s own environment, reflecting on what worked/didn’t, figuring out alternative sources and approaches – all contribute to that differentiation.

If you think the approaches an AI agent suggests will resolve everything, there may be unpleasant surprises waiting. It may only be treated the starting point of an explorative journey.

A more impactful personal differentiation in a fast evolving world can only be possible through a combination of continuous learning, active reflection and diverse/enriching experiences.

This is why I think, even in an AI and information rich world, there is an important role/seat for real wisdom. It leaves an important question – is the number of people who can recognize wisdom reducing fast?

Could one recognize wisdom better as one becomes wiser?

The Risk of Blindly Following Successful Entrepreneurs’ Leadership Approach

In today’s world, there’s a tendency to glorify everything that an entrepreneur who is perceived to be successful does with their leadership approach. There are multiple risks in taking that approach.

The following notes from a recently published article remind us about it.

“…the most effective leaders aren’t radically transparent; they are strategically self-aware. They know when to adapt, how to filter, and which version of themselves is most useful in a given situation. If “being yourself” means ignoring feedback, resisting self-regulation, or broadcasting your every mood swing, it’s not authenticity, it’s self-indulgence. And when your decisions affect thousands of employees or millions of users, indulging your quirks becomes a liability, not a virtue.

In short, there is a fine line between charisma and narcissism, between vision and delusion, and between confidence and arrogance. When we admire entrepreneurs, we should separate their contributions from their character. Otherwise, we risk turning toxic traits into aspirational goals, and forgetting that success is not a moral justification for how you got there…”

-From “The four leadership qualities you should not admire in famous entrepreneurs”; Fast Company; August 5, 2025; Dr. Tomas Chamorro-Premuzic, Chief Innovation Officer at ManpowerGroup

Some Food for Reflection, Studies on Friendship

The topic of friendship has been in my mind during recent days.
It got me to revisit some notes from a very interesting March 2022 Atlantic article, “It’s Your Friends Who Break Your Heart” (by Jennifer Senior).

Does it hurt more when a friend treats you badly or doesn’t live up to your expectation?

Selected notes/food for reflection from the article:
* You lose friends to marriage, to parenthood, to politics-even when you share the same politics. You lose friends to success, to failure, to flukish strokes of good or ill luck. (Envy, dear God—it’s the mother of all unspeakables in a friendship) These life changes and upheavals don’t just consume your friends’ time and attention. They often reveal unseemly characterological truths about the people you love most, behaviors and traits you previously hadn’t imagined possible.
* …still left out three of the most common and dramatic friendship disrupters: moving, divorce, and death. Though only the last is irremediable.
* The unhappy truth of the matter is that it is normal for friendships to fade, even under the best of circumstances. The real aberration is keeping them.
* One could argue that modern life conspires against friendship, even as it requires the bonds of friendship all the more.
* This is how most friendships die, according to the social psychologist Beverley Fehr: not in pyrotechnics, but a quiet, gray dissolve. It’s not that anything happens to either of you; it’s just that things stop happening between you. And so you drift.
* Failures of reciprocity are a huge theme in broken friendships.
* Psychologist Julianne Holt-Lunstad discovered in 2003, when she had the inspired idea to monitor her subjects’ blood pressure while in the presence of friends who generated conflicted feelings. It went up-even more than it did when her subjects were in the presence of people with whom they had “aversive” relationships. Didn’t matter if the conversation was pleasant or not.
* Practically everyone who studies friendship says this in some form or another: What makes friendship so fragile is also exactly what makes it so special. You have to continually opt in. That you choose it is what gives it its value.
* Friendship is the rare kind of relationship that remains forever available to us as we age. It’s a bulwark against stasis, a potential source of creativity and renewal in lives that otherwise narrow with time.
* What do you do with friendships that were, and aren’t any longer?
By a certain age, you find the optimal perspective on them, ideally, just as you do with so many of life’s other disappointments.


There also seems to be a neuroscience connection.

“Brain neuroimaging study revealed that the brain areas that are activated during the distress caused by social exclusion are also those activated during physical pain. Thus, we have an explanation for the feeling of physical pain that accompanies emotional loss-whether that be the loss of a loved one or rejection by one’s social group.”
– Neuroscience. Feeling the pain of social loss; Jaak Panksepp

Importance Of Mental Health At Work

There was a recent important article/topic from the Business Standard newspaper, titled “Age of Anxiety”. The article discussed increasing cases and patterns of anxiety and mental health issues in our work environments.

It has become critical for all parties to not ignore mental health. Physical and mental health are important elements of optimal performance. Having some form of support system is critical for every individual and benefits all parties, including the employer. Even if employers take a cost focused approach, this will end up in increased healthcare and insurance costs very soon (if not already). Therefore, proactive thinking to address this benefits everyone.

Highlighting couple of notes from the article that require attention.:
* “The real need is for organisations to empower their people managers to foster psychological safety, where employees feel seen, heard and supported, not just as professionals but as people navigating the pressures of work and life.”
* Despite efforts, much of corporate India still treats stress as an individual issue, not a systemic one. But the growing number of tragic outcomes suggests that the status quo is no longer sustainable.

Celebrating 6 Years Of Leadership Sessions with High Potential Women Managers/Leader Groups

It is a proud feeling to complete my sixth batch/year, facilitating annual leadership development sessions, and supporting high potential women managers in their leadership journey, at the Women Inclusive In Technology (WIIT) Accelerated Leadership Program. Participants actively understand what constitutes leadership, reflect on their leadership journeys and development focus.

Program participants come from various technology organisations in Kerala.
Sessions are normally conducted in Technopark, Trivandrum, Kerala.
This has also been an important and meaningful personal metric for myself, to positively impact our local ecosystem.



Effects of Incivility on your business and people

What are the effects of incivility (disrespect/rudeness) on your business and people?

A TED Talk (video link below) from Prof. Christine Porath includes useful references on this topic, which are backed by research. There are also some positive behavioural examples (if you are wondering, as a manager or leader, how you could do better on this dimension).

Selected notes from the talk:
* Small, uncivil actions can lead to much bigger problems like aggression and violence.
* According to their study, incivility made people less motivated. 66% cut back work efforts, 80% lost time worrying about what happened, 12% left their job.
* For those who witness incivility, witnesses’ performance decreased, too…quite significantly.
* Incivility is a bug. It’s contagious, and we become carriers of it just by being around it. And this isn’t confined to the workplace.
* It affects our emotions, our motivation, our performance and how we treat others. It even affects our attention and can take some of our brainpower. And this happens not only if we experience incivility or we witness it. It can happen even if we just see or read rude words.
* This can be a big deal, especially when it comes to life-and-death situations. Researchers have actually shown that medical teams exposed to rudeness perform worse not only in all their diagnostics, but in all the procedures they did. This was mainly because the teams exposed to rudeness didn’t share information as readily, and they stopped seeking help from their teammates.
* The number one reason for incivility is stress. People feel overwhelmed. The other reason is because they’re skeptical and even concerned about being civil or appearing nice. They believe they’ll appear less leader-like. It’s easy to think so, especially when we see a few prominent examples that dominate the conversation.
* According to research from the Centre for Creative Leadership, number one reason tied to executive failure was an insensitive, abrasive or bullying style.
* It ties to one of the most important questions around leadership: What do people want most from their leaders? We took data from over 20,000 employees around the world, and found the answer was simple: respect. Those that felt respected were healthier, more focused, more likely to stay with their organization and far more engaged.
* Civility and respect can be used to boost an organization’s performance.
* When we have more civil environments, we’re more productive, creative, helpful, happy and healthy.

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