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Payal Nanjiani: Payal Nanjiani|Top Leadership Speaker|#1 Executive Coach|India

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Message History

Why Your Top Performers Fail At The Next Level
David is the CEO of a mid-sized company in Europe. He reached out to me with a concern that many leaders have but often find hard to express. A few months earlier, he had promoted three of his strongest performers into high-stakes roles. He trusted these individuals. They were known for being consistent, reliable, and able to deliver results. At the time, promoting them seemed l...

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4 Habit’s To Plan Your Exit
1. Define Your Signature Impact When you enter a role, ask: What are the three outcomes I will deliver here that will define my leadership? Focus on results that change the organization because of your presence - because you were there. 2. Set a Strategic Timeline That’s enough time to make a difference, but not so long that you get stuck. enough to avoid stagnation. 3. Audit Yo...

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Why Staying Longer In A Company Slows Growth
“What’s your exit plan?” When I ask senior leaders this question, they’re often surprised, and sometimes even uncomfortable. So I follow it up with another: “What’s your entry plan into the organization you want to move into?” Suddenly, everyone becomes engaged. They start talking about their 90-day plans, strategies for working with stakeholders, and their vision for making an ...

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The Hidden Cost of Being the "Reliable Leader”
In every organization, there is that one leader everyone turns to. The one who delivers. The one who steps in when things fall apart. The one who never says no. People often see reliability as a strength. But if you are always the reliable one, it can actually hurt your leadership and your organization by making others depend on you rather than grow themselves. The leader who is...

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The Altitude Effect
Chris was unstoppable. At 32, he was the youngest regional head in his organization. Sharp. Decisive. Respected. His team described him as “calm in chaos.” He trusted his gut feeling. He would often make fast calls which were right for most of the time. He owned outcomes. Confidence wasn’t something he tried to project. It was just who he was. His promotion to Global Strategy Le...

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