Wolf&Grayson EditorialLeadership development often falls short of expectations, with traditional programs rarely creating lasting change. When companies face challenges, a common reaction is to schedule training sessions without addressing underlying issues. Rahul Karan Sharma has developed a different approach, focusing on self-awareness and personalized development strategies that transform leaders from the inside out. His methods have made him a sought-after expert for organizations looking to build confident and empathetic leadership teams.
Tackling Imposter Syndrome and Low Empathy
When asked about today’s biggest leadership challenges, Rahul doesn’t hesitate to identify what he sees consistently undermining new leaders. “One of the common leadership challenges I’ve observed is imposter syndrome and lack of empathy,” Rahul explains. “Most leaders get trained only when they get into a leadership role. There are very few organizations who actually groom their leaders upfront.” This creates a fundamental problem. By the time someone receives leadership training, they’ve already developed problematic habits. High performers often earn promotions based on metrics and task completion rather than people skills.
“Most young professionals become leaders because of their high performance, because of their metrics in their individual contributor role. They’re go-getters. They’re very task-oriented,” Rahul says. “When people are task-oriented and become leaders, the empathy factor is a little low.”
Discovering Yourself Before Leading Others
Unlike conventional approaches focused on techniques and frameworks, Rahul starts with something more fundamental – self-discovery. “My approach is making people aware about themselves,” he says. “According to research, only 7% of leaders are self-aware. These transformations from personal transformation only happen from within.” This self-awareness creates the foundation for everything else. When leaders know their strengths, preferences, and discomfort zones, they can adapt more effectively to leadership challenges. “When people know about themselves, they tend to adapt to things in a better way,” Rahul notes.
Changing Your Leadership Mindset
When asked about essential mindset shifts, Rahul points to collaboration as critical. “It cannot be done alone. You have to collaborate to make things happen,” he insists. “Most leaders think that now they have this title, they have to do everything. They cannot ask for help because many people think asking for help is a sign of weakness.” He flips this perspective completely: “Asking for help is not a sign of weakness, but it’s more about your confidence, your strength.”
Rahul also emphasizes that leadership isn’t confined to office hours. “You are a leader 24/7, 365. The moment you step out of your office, you don’t remove the leadership cap. You’re a leader when having drinks with your team member, when at the dinner table, when commuting.”
Fixing the Real Problems with Training Programs
The statistics Rahul cites paint a troubling picture: “According to McKinsey, only 3% of leadership development programs are effective.” He identifies the knee-jerk reaction many companies have when facing problems: “Whenever there’s a problem, whether employee morale or productivity, the first thing that comes to their mind is conducting a training. They pick up their phone and call L&D.” This approach misses the mark because it skips essential steps. “Training is not always the solution,” Rahul emphasizes. “Look at the data. What are the metrics suggesting? Involve your people – look at the human side.” His alternative approach focuses on root causes: “Don’t try to use training as a quick fix. Identify the root cause and collaborate. Co-create the solution, don’t just dictate it.”
For organizations serious about developing leaders from within, Rahul recommends starting early. “Provide leadership programs or leadership learning right from day one of employees joining the company,” he suggests. “Identify people who become productive in a shorter time, who have mentorship skills, coaching skills, and are coachable.” These high-potential employees should receive accelerated development while still performing their regular roles. But training alone isn’t enough. “It’s not just about training – it’s about having a coach, someone who’s an accountability partner,” Rahul explains. “Training is conducted, and post-training there’s no accountability. There’s no one doing a follow-up on what they learned or implementing.”
Customizing Every Leadership Solution
Rahul’s methodology stands apart because he refuses to offer standardized solutions. “My approach is very unique. I choose my clients,” he says. “People transformation cannot happen overnight or in one workshop. If my client is asking me to do one workshop, I’m not the right partner because I won’t be able to do justice.” Instead, he works on a retainer model that allows him to thoroughly investigate challenges: “I want to identify the true root cause of the problems my client is facing. If I’m charging an X amount of dollars, I want to give back 5 times in return.”
This personalized approach recognizes that leadership development can’t be mass-produced. “Everyone’s leadership journey has to be unique because every person is unique,” Rahul concludes. “You cannot provide one-size-fits-all solutions. It has to be bespoke to the client.”
Connect with Rahul Karan Sharma on LinkedIn to explore how he can support your leadership growth.
