The Metoo movement normalised calling out bad behaviour, but it concerned itself much more with naming and shaming individual harassers. Not the workplaces that emboldened them. Not the cultures that created conditions for it to happen.

But sexual harassment isn’t an interpersonal issue. It’s workplace issue. It’s the organisations that must be held responsible for behaviour tolerated by its employees.

25 years after the first Vishakha Guidelines were passed, we discuss the ways in which the laws remain insufficient to create safe workplaces. We probe to uncover where the gaps remain.

And then we find solutions. 

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CEOs, executives and business leaders have discovered therapy as a weapon to build better products. There are now therapists who are specialised in working with founders and business leaders. There are now therapists stepping into roles that would have been otherwise led by HR.

This is therapy not just as a health care benefit. This is therapy to build better businesses. This is therapy as a strategy tool to get more out of their employees. To hit goals faster, better, and with less collateral damage.

In this episode of Cost to Company we talk to Piyush Shah, cofounder of Inmobi, about how therapy helped him, and other business leaders “unlock” their ambitions, and build better teams. And we talk to Aakriti Joanna, founder and CEO of Kahamind, and Esha Pahuja Verma of Trijog, about how demand for these services have skyrocketed.

If you have thoughts, opinions and episode ideas, become a part of the podcast by writing in to us in the form here.

If you’d like to pass on the gift of knowledge this Diwali, check out Ken’s diwali gifting options here.

Titles are a funny thing. 

In organisations, they’re supposed to denote the work that you do and your position in the hierarchy. 

But more realistically, they’re a currency. 

A currency used to trade respect. 

And when ‘inflation’ strikes, this ‘currency’ is bound to show some side-effects. 

In the Indian context, startups aren’t the only ones indulging in title inflation. It’s the larger corporations too. 

So if everybody’s the culprit, who’s the victim?

In this episode of Cost to Company, we speak to Nikita, ex-manager at a major mobility startup, Harold D’Souza, Director at WalkWater Talent and Diksha*, an HR professional working at a Big 4 consulting firm, who tell us how ‘title inflation’ may seem trivial at first, but can have lingering effects on your career growth. 

*Name changed to protect identity. 

Tell us the things happening at your workplace: new patterns you've observed, changes that nobody's talking about, or even ideas and hacks that revolutionise how we work. The form is linked here: https://theken.typeform.com/costtocompany?typeform

Listen to the full episode on Apple Podcasts or Spotify

Hosted, Written, and Produced by Shreevar Chhotaria 

Myntra announced unlimited wellness leave. So did Meesho. So did Gojek. Netflix brought its global unlimited leave policy to India. Makemytrip announced uncapped leaves. As did Inmobi.  A number of smaller startups like Nova Benefits, Pega Systems, Zuddl, have all announced unlimited leaves. Even The Ken has an unlimited leave policy.

And you would think that in the middle of the Great Resignation, startups that are giving unlimited leave would see the number of leaves taken go up. You would think that in an economy of people starved of rest, employees would take all the opportunities they’re given to take a break.

But that’s not what’s happening. Anecdotally and empirically, evidence is telling  us, again and again, that unlimited leaves are leading to fewer leaves taken. Which brings us to the question, why? What’s broken? 

This week we’re going to talk about the Prisoner’s Dilemma of Unlimited Leaves.

Tell us the things happening at your workplace: new patterns you've observed, changes that no-one's talking about, ideas and hacks that revolutionise how we work. The form is linked here: https://theken.typeform.com/costtocompany

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Goodbyes are never easy. But they were never this important either.

In a market where great talent is scarce, companies are paying top-dollar to ‘offboard’ their employees in the best way possible: ensuring that their exit is as smooth and uplifting as their entry. 

We speak to the CEO of Springworks and the Head of People Practice at xTo10x. While their methods might be starkly different, they’re essentially chasing the same goal: retaining their current employees and maintaining strong ties with the ones who’ve left the ship. 

How do they do this? Offboarding may be the answer.

In this episode, we'll find out how offboarding is much more than just writing a farewell mail and returning your MacBook Air that you had gotten all too used to. 

If your culture is scaled, your ‘employee experience’ metrics are measurable and your offboarding process is seamless, you’ll not just have ex-employees. 

But brand ambassadors. 

Are other companies finally starting to take notice?

Listen to the full episode on Apple Podcasts or Spotify. 

Hosted, Written, and Produced by Shreevar Chhotaria

Every product manager has their own voice, their own style. In the beginning, it’s all about gut instinct, intuition and understanding why humans do the things they do. From that point on, the paths digress. Some communicate as little as they need, some bring all stakeholders on the table with fullest transparency, some bring them on the table for the What and Why but not the How. Some play good cops and bad cops, some dispense information very sparingly, some play with the information they have to dispense. 

Like Sardar Patel, and like Narendra Modi, every product manager has a voice, a method of rallying people, of building a narrative, and of finding what makes them tick. Just like every politician. 

“It’s a chicken and egg problem, honestly.” - Abhishek, a management consultant who recently shifted to Bengaluru. 

As the pandemic slowly begins to recede, many offices are opening up. Employees are (voluntarily and involuntarily) shifting back to cities which house their office spaces. 

But they’re not coming back to work just yet...because their colleagues aren’t either. 

There is intent, but little incentive. 

When work can happen from anywhere, what does Gen Z actually want from the physical office space? Collaboration? Peace of mind? Increased productivity? Beer?

The answers might surprise you.

Listen to the full episode on Apple or Spotify. 

Hosted, Written, and Produced by Shreevar Chhotaria 

Listen to the full episode on Apple Podcasts, Spotify, or wherever else you get your podcasts

Bruce Lee says this utterly enjoyable thing. “Showing off, is the fools idea of glory”.

But there’s also the core human need to be seen, understood, recognised and thought worthy by those around us. 

And when it comes to work, there's material benefit, money, promotions and growth, that can be gotten with just the right amount of showing off.

So what is the right amount of showing off at work? What is worthy of recognition and what isn’t? And what are some of the best ways to have our achievements, seen, understood, recognised and rewarded? 

This is an episode about the brag document.