Coaching Success Story

Coaching has provided a common language that is gaining popularity in the workplace as it
creates new learning and sets people up for success. Asking powerful questions, facilitating the
process, putting them in charge: Its all a way to get them involved in the organizations day-to-
day decision-making process, make them a success in their area and make them a success in
achieving the target. Dilep Misra, ACC, President-Corporate Human Resources, J.K.
Organisation

Spurring Innovation at J.K. Organisation

Founded more than 100 years ago, J.K. Organisation (E.Z) is one of Indias largest
industrial groups. With a diverse portfolio of companies responsible for the manufacture,
distribution, sale and service of products including tires, paper, cement, industrial supplies,
and agricultural and dairy products, J.K. employs more than 22,000 individuals across India
and around the world.

As India continues its emergence as a global economic power, J.K.s leaders are seeking
ways to capitalize on this opportunity, retaining the organizations legacy of excellence while
adapting to a changing operating environment. Like many longstanding manufacturing
powers, J.K.s success was built on a directive management model where innovation and
initiative come from the top, down. However, the demands on Indian organizations are
changing. While most of J.K.s leaders are in their fifties, the average age of an Indian
citizen is 27. Managers and leaders need skills and strategies to unleash their direct reports
potential, promote innovation and retain top talent.

J.K. has addressed this need through an integrated program that incorporates Executive
Coaching, training for a growing cadre of internal coach practitioners, and opportunities for
managers and leaders to learn and apply coaching skills. To date, 124 senior and high-
potential executives have completed coaching engagements, while 43 new leaders are
currently participating in Executive Coaching relationships. The organization is also working
to train a cadre of 200 internal coaches by 2019.

As a coaching culture has taken hold at J.K., leaders have shifted from a top-down
management style to a system of collegial, collaborative relationships that foster creativity,
innovation and teamwork at all levels of the organization. Coaching has provided a
common language that is gaining popularity in the workplace as it creates new learning and
sets people up for success, says Dilep Misra, ACC, president of corporate human
resources at J.K. Asking powerful questions, facilitating the process, putting them in
charge: Its all a way to get them involved in the organizations day-to-day decision-making
process, make them a success in their area and make them a success in achieving the
target.

Within the four J.K. companies where coaching is used most frequently, leaders have
reported improved performance, profitability and employee retention. Since 2008, revenues
have grown by 105 percent, employee satisfaction has increased by 16 percent and attrition
of high-potential employees has decreased by two percent (from an all-time high of 7.1
percent).