Need clarity when you hit that fork or bump in the road?
For Emerging Leaders
Upgrade your skillset: learn decision-making
No one knows the future of work. Don't shrink your career by learning only domain skills.
Transform your mindset: outsmart, not outwork
For emerging leaders like you, brute force won't cut it. You only have so many hours a day. Leverage matters.
Know yourself, before you be yourself
Identify limiting beliefs holding you back from peak performance. Use self-awareness to take positive action.
About Me
Hi–I'm Satyajit Rout. I wear two hats. I'm a career coach who works with emerging leaders and midcareer professionals, and I'm a decision-making trainer helping organizations and leaders improve their decision-making quality. Through coaching and training, I help my clients make their transitions smooth and work more purposeful.
More about meServices
I work extensively with emerging leaders and midcareer professionals who've hit a fork in the road. My job is to help them choose the best path for themselves by articulating their goals and figuring out a way to reach them so that their transition can be smooth and their work more purposeful.
I train second lines and core teams in small and mid-sized companies on creating more impact by making smarter decisions consistently. Such engagements span across 4-8 sessions and 2-4 months.
I run theme-based and goal-oriented workshops aimed at both imparting specific skillsets. These include topics such as building a champion team, influencing without authority, and being vulnerable with your team.
Ebooks
How to Make Smart Decisions
Do the decisions on your plate leave you confused and stressed? Learn how to make smarter decisions stress-free.
Decision Framing Toolkit
Bring clarity to complex situations and make informed choices with our decision framing toolkit.
Middle Manager Playbook
Chart a path to upper management by learning from real-world middle managerial situations.
Testimonials
My Beliefs
"The problem isn't our people. It's not our leaders either. It's our operating system. Get that right, and the organization runs itself."
Founder of The Ready and author of Brave New Work
"We don't know the future of work in 30, 20, even 10 years so we can't prepare ourselves to be useful to society by acquiring skills in a line of work X or Y or Z."
Author of Sapiens and Homo Deus
"Being a founder and being a CEO are two different skillsets. Sometimes they overlap but just as often they don't. The problem arises when a founder insists on running 'their' company even if they don't have the skills, temperament, or desire to do it well."
Co-founder of Netflix
My Unconventional Beliefs
The inefficiency is the point of doing the thing most meaningful to you.
Independence is a poor goal in adult life. Interdependence is a far better one.
When someone in your team says they want to do new things, the problem is not that they think their work is boring. It is that they cannot see the impact of their work.
SMART goals can do your team terrible damage when used in the wrong situation.
Problem solvers are overrated. Problem dissolvers are underrated.
Low-hanging fruits carry the least juice while enduring the most gravity; the highest fruits are the exact opposite.
Someone who appears too lazy to change is most likely too exhausted.
AI will not leave us jobless.
Most companies make the same mistake when hiring talent: they look for conformity instead of complementarity. They buy talent like they're buying a (boring) car.
Decision framing is the single biggest exec skill that is ignored in your org. I bet no one told youthat.
Helping someone understand themselves better always beats giving them feedback.
Bottling our feelings doesn't help; neither does talking about them.
In almost any negotiation, Win-Win or No Deal is better than Win-Lose.
All Articles
Micromanagement tends to roll down. Everybody works one level lower than they should—this is the cascade of micromanagement. Your boss’s boss meddles in your boss’s work; your boss does your work; and you do your report’s work; and so on. ...
Negotiations are won by whoever cares less. We know this in our bones, yet tune it out too often. ...
This newsletter has talked about the difference between feedback and observations. Feedback, especially in professional settings, has got the air of walking on eggshells. It is hard to get it right and harder for it to be consistently effective. ...
The difficulty in saying NO is a common one. I have family who’ve never refused a dinner invitation. Friends who would rip out a fingernail than turn someone down. ...
Newsletter
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