Prakash Raman serves as a high performance coach focused on helping Startup Founder CEOs and CSuite Leaders at large enterprises scale themselves by creating more clarity, driving higher commitment, and improving interpersonal communication.
Prior to this, Prakash led Executive Development at LinkedIn, coaching senior executives and leadership teams through hypergrowth. In addition to his work as a coach, Prakash facilitated for 3 years the Leading with Mindfulness and Compassion course at the Stanford Graduate School of Business, and is an original member Marshall Goldsmith’s 100 Coaches project, a program aimed at bringing together many of the world's leading executive coaches, top business thinkers and best leaders with the common purpose of making good executives better.
Prakash’s focus on high-performance is driven from his corporate and athletic experience. He began his career on Wall Street as an investment banker, and achieved success in a variety of business functions, from globally scaling a non-profit, to managing the P&L for the iconic Oreo Cookie brand, and running biz ops for a venture-backed startup. Prior to his corporate career, Prakash played professional tennis, and achieved a top 10 ranking in the United States.
Prakash received his MBA from the Kellogg School of Management at Northwestern, and his BA in Economics from Rice University, where he played Division I tennis.
In today’s world, coaching is a critical leadership behavior. Organizations worldwide are trying to create more of a coaching culture, seeing it as a tool to scale leadership effectively. Creating a coaching culture to scale leadership starts with a Leader adopting a coaching mindset, and then being able to coach.
This can be hard given the conditioning of many leaders. In startups, Founders are often evaluated by their ability to execute at an unprecedented pace. In large enterprises, Leaders often got to their position by being the subject matter expert.
In this session, we will discuss practically how we can help clients to adopt and execute on a coaching mindset, and how that may look different at a high growth startup vs. a large enterprise. Specifically, we will cover:
•What are the signs that your client could coach more?
• Spot the common resistance of leaders to adopt coaching as a tool and how this differs in a startup vs large enterprise
• Define ways your clients can start to coach that are low risk with tight feedback loops
• Discuss core coaching skills and how they may be tailored to startup environments vs large enterprises Most importantly, from this session you will be able to help your client scale their leadership more effectively, and model the way of a coaching culture for those people in their organizations.
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