“Thanks to Kapable, I have started asking questions, understanding the context, and responding with greater clarity.”

I have spent my career in HR, starting with consultancy before moving into corporate roles at Cisco Systems, MakeMyTrip and, today, Simpress India. I currently lead the entire Talent Acquisition function and a team of 20, working with more than 300 stakeholders across 34 countries. With that scale comes constant conversations, escalations, performance issues and competing expectations.
I was comfortable handling these situations, but I realised there were aspects of my leadership that I wanted to approach differently. I wanted my team to follow me because of the value I brought, the knowledge I shared and the way I supported them, rather than simply because of my designation.
One of the biggest changes has been how I handle difficult conversations. Earlier, when an escalation came in, my first reaction was to question the recruiter and ask why something had happened. I now pause and understand the situation before responding. I ask what happened, what caused the issue, whether the person needed support and then validate the information myself.
That shift has changed the way I handle stakeholder escalations as well. Instead of immediately taking sides, I look at the complete picture and then have a more constructive conversation about what both sides need to do differently.
My communication with senior leaders has also become much more focused. Earlier, if I had five things to discuss, I would put all five points across at once. I now give one point, allow the other person to respond, get clarity and then move forward. Before important meetings, I think about what I want to achieve, what I need to communicate and what questions might come up.
This has also changed how I prepare for meetings. I now share the context and agenda beforehand, so the other person has an understanding of what we will discuss. It makes the conversation clearer and more purposeful.
I have also become more conscious of how I lead my team. Earlier, I would give people a target and a deadline. Today, I try to explain why something matters and how their work connects to the larger outcome. I want my team to feel that they can come to me, ask questions and share their perspective.
That has made empathy a much bigger part of how I see leadership. I don’t want people to be afraid of me because I am their leader. I want them to see me as someone who listens, understands their situation and supports them when they need it.
Public speaking is still something I am working on. I am comfortable presenting virtually, even to large audiences, but speaking in front of a physical audience used to make me nervous enough to forget what I had prepared. Now, instead of carrying a full script, I plan to use a mind map, practise beforehand and speak in my own words.
The biggest thing I am taking forward is the confidence to pause, understand and then respond. I don’t need to react immediately or pretend to have every answer. If I need more information, I can take the time to understand the situation and come back with clarity. That has changed the way I communicate, handle conflict and show up as a leader