In the corporate world, whether it's a traditional Indian company or a global multinational, one thing is almost always true: workplace politics are inevitable. The cultures may differ, but the people remain the same. Ambitions, insecurities, egos, and expectations silently shape the organizational ecosystem.
When it comes to promotions or professional growth, many of us let emotions override logic. Rather than objectively evaluating whether we truly have the skills, experience, and attitude required for the next step, we fall into the trap of comparison. We focus on why someone else got the opportunity instead of asking ourselves a more difficult question: Am I truly ready for it?
In doing so, we miss out on the one thing that truly empowers our growth, and ownership.
Too few of us take the initiative to sit with our managers or HR to discuss our career path. Instead of leveraging their support and feedback, we often view them as obstacles. We assume they don’t see our potential, without ever giving them a chance to understand our goals or our willingness to grow.
But here’s the truth: every organization, no matter how political it may seem, values individuals who are committed, consistent, collaborative, and free of negativity. Employees who don’t just do their jobs but go the extra mile, those who say “yes” to new challenges, who refrain from gossip, who uplift rather than divide, these are the people leaders want on their team.
The fastest-growing professionals aren’t necessarily the most talented. They’re the most self-aware. They know when to speak, when to listen, and when to act. They understand that success doesn’t come from outshining others, it comes from outgrowing themselves.
So maybe it’s time to shift focus from “why them?” to “what next for me?” Maybe the real promotion begins not with your title changing, but with your mindset evolving.
Take charge. Speak up. Learn continuously. Build trust. And most importantly, look within before you look around. With hope and humility, sincerely - gurcharan
One of the toughest challenges any HR Head may face is being asked to terminate a high-performing employee, not because of poor performance, misconduct, or policy violations, but because of a directive from the top: “Either one has to go.” In that moment, the HR leader stands at a moral and professional crossroads. Your instincts resist. Your conscience says it’s wrong. Yet your role demands obedience. You’re expected to execute a decision that contradicts everything you stand for as a people leader. What should you do? At such a juncture, the most responsible course of action is to seek clarity, request a one-on-one with the CEO or Business Head to understand the reasoning and present a case for reconsideration. But what if that door is firmly shut? What if there’s no willingness to engage in dialogue? This isn’t an isolated incident. Most HR professionals, especially those with strong ethics and long-term vision, encounter similar dilemmas at least once in their careers. The ch...
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