I get priorities delivered, working with senior leaders and CEOs in a Chief of Staff capacity. My high emotional intelligence and low ego means I build trusted relationships fast. 

My experience comes from the Technology, Banking & Professional Services sector and covers People Strategy, Change & Transformation, Business Management, COO Strategy & Planning and blends of these roles. 

I have a varied and hybrid skill set having worked with CEOs, COOs, Heads of Transformation, Heads of Strategy, Chief People Officers, CFOs, and Business Heads amongst others. Many of my roles have been newly created and blended as I bring something different to the table. 

I'm trusted, commercial, professional, solution focussed, pragmatic, fair and balanced. This allows me to work comfortably with a wide range of diverse stakeholders. 

I read people and situations well, often noticing the unsaid. This enables me to work well in 'glue' roles as I can empathise with different perspectives and am able to bring people/teams together to facilitate teamwork by acting in the overall interest.

I'm good at translating technical matters into simple language to aid communication from different parties.

Stakeholder feedback is as follows:
- I have excellent listening skills, am intuitive, read the room, and see beyond what is said. I am able to maintain independence;
- I am great at bridging communication gaps, demonstrate commercial thought leadership, have well rounded and holistic knowledge, challenge effectively and have strong decision making skills;
- I am seen as collaborative, a team player, reliable, a great sounding board, proactive, supportive and solution focussed;
- I am personable, trusted and approachable

I’m an experienced leader who influences and builds trusted relationships.

I'm passionate about people strategy and developing a culture that brings out the best in people, retaining a commercial lens. 

I have significant experience of coaching, mentoring and leading teams and am passionate about helping people develop and reach their full potential, supporting their growth and confidence in achieving their career plans.

I have 11 years of experience in the Financial Services Banking industry (HSBC Bank PLC), and 15 years in Professional Services (of which 10 years were at KPMG PLC):

The areas i have worked in include:
- People Strategy and Projects
- People Management, including resourcing, talent programmes, retention strategy
- Chief of Staff roles 
- Strategy & Planning
- Business Management
- Transformation
- Function Management

Apportioning blame doesn’t make for a good leader

It’s easy to look for someone to blame
It’s easy to push responsibility away
It’s easy to jump to conclusions


But it’s far better to:

1️⃣. Listen to individuals 
2️⃣. Understand what happened & why
3️⃣. Understand whether it could be avoided & how
4️⃣. Provide any relevant guidance, coaching & support 
5️⃣. Understand your own role in the unintentional error or mistake

And then to:

6️⃣. Consider a way forward 
7️⃣. Determine what could be done differently


Mistakes are rarely intentional
Good leaders know this and act accordingly 

What do you think about leaders apportioning blame?

Baljit Kaur 

I have experience in the Technology, Banking & Professional Services sector in Chief of Staff, People Strategy, Change & Transformation, Business Management, and COO Strategy & Planning roles including blends of these roles. 
I have a varied and hybrid skill set having worked with CEOs, COOs, Heads of Transformation, Heads of Strategy, Chief People Officers, CFOs, and Business Heads amongst others. The roles i've worked in have usually been new and blended as I bring something different to the table. 

I'm trusted, commercial, professional, solution focussed, pragmatic, fair and balanced, and these attributes allow me to work comfortably with a wide range of diverse stakeholders.

I have high emotional intelligence, low ego and am strong on empathy. This enables me to work well in 'glue' roles as I can see both sides and therefore have an ability to bring people/teams together and facilitate teamwork by acting in the overall interest.

I'm good at translating technical matters into simple language which can also help bring different parties together.

Stakeholder feedback is as follows:
- I have excellent listening skills, am intuitive, read the room, and see beyond what is said. I am able to maintain independence;
- I am great at bridging communication gaps, demonstrate commercial thought leadership, have well rounded and holistic knowledge, challenge effectively and have strong decision making skills;
- I am seen as collaborative, a team player, reliable, a great sounding board, proactive, supportive and solution focussed;
- I am personable, trusted and approachable

I am experienced leader who influences and builds trusted relationships.

I'm passionate about people strategy and developing a culture that brings out the best in people, retaining a commercial lens. 

I have significant experience of coaching, mentoring and leading teams and am passionate about helping people develop and reach their full potential, supporting their growth and confidence in achieving their career plans.

I have 11 years of experience in the Financial Services Banking industry (HSBC Bank PLC), and 15 years in Professional Services (of which 10 years were at KPMG PLC):

The areas i have worked in include:
- People Strategy and Projects
- People Management, including resourcing, talent programmes, retention strategy
- Chief of Staff roles 
- Strategy & Planning
- Business Management
- Transformation
- Function Management

Chief of Staff, People Strategy, Change & Transformation, Business Management, HSBC, KPMG, Qualified Chartered Accountant

B V Charan Teja

Leaders choose how to be
They choose how to operate 
They choose how to behave 

They choose whether to delegate
They choose whether to share information 
They choose whether to inspire and engage

They choose the leadership style they want to be known for 


If you don’t think about the kind of leader you want to be…
You may become the type of leader you don’t actually want to be 


Leadership requires intention
It requires thought and care
It is a responsibility ...

✴️ A responsibility for others

What leadership style resonates the most with you?

The best leaders aren’t divisive
The best leaders confront issues head on
The best leaders create well functioning teams 


Poor team dynamics damage results
Poor teamwork impacts what you achieve 
Poor teamwork is a risk to delivering on your strategy

Good leaders understand team dynamics
They understand that not all individuals are team players
They understand that not all individuals WANT to be team players

Dysfunctional teamwork can harm your culture 

But really good leaders can turn around dysfunction

I’ve seen this first hand in a global team of 450 delivering on a technology implementation


The 6 factors that leaders need in place are:

1️⃣. Strong objective leadership 
2️⃣. Open honest communication
3️⃣. Clear roles and responsibilities 
4️⃣. Shared understanding of the common goal
5️⃣. Individuals taking ownership and accountability
6️⃣. Respect and understanding of what each brings to the table 


To turn things around:

✅ TOUGH MESSAGES have to be delivered
✅ People have to believe in the ultimate GOAL 
✅ People have to believe in THEIR ROLE in success 
✅ People have to rebuild TRUST in others and COLLABORATE 

What’s your view on team dynamics?

taplio

Baljit Kaur's Linkedin Analytics

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taplio

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