Sawan Jasoliya

When you grow in your career, one undeniable truth emerges: you lead more people. And here’s the twist: if you’re able to lead more people effectively, promotions will naturally follow. But the question is: How do you show your management that you’re capable of leading more people? And once new people join your team, how do you get them to accept you as their leader? Let me share a top secret today. It’s so simple that most will dismiss it. Why? Because we’re wired to believe in complications and big theories. Ready for the secret? Smile, Speed, and Support. These three simple actions can skyrocket your career into higher orbits, and then the next, and so on. Keep Smiling: It’s free. It’s magical. A smile can open doors to conversations, lower tensions, and help build connections. Walk Fast: Speed signifies energy, enthusiasm, and purpose. It’s free again, yet it’s a powerful signal that you mean business. People are drawn to leaders who act swiftly and decisively. Support Everyone: W...

This is a classic challenge faced by me and many professionals in technical and operational roles. As a mechanical manager, the nature of your job often means that the better you perform, the less visible your work becomes to others, because everything is running smoothly. Here are some strategies to balance doing your job well while ensuring that others appreciate and understand the importance of your role: 1. Document and Communicate Your Achievements Regularly document the maintenance tasks, preventive measures, and improvements you undertake in the plant. Create reports or monthly summaries that highlight completed projects, resolved issues, and maintenance schedules. Share these reports with your supervisors and colleagues in a way that shows how your actions directly contribute to the plant’s smooth functioning. 2. Educate Your Team and Stakeholders Educate your colleagues, team members, and supervisors on the importance of preventive maintenance, predictive analysis, and how you...

Me to ChatGPT: I am a "defective" piece. Over time, I’ve come to understand some of the quirks that define me. I'm a quick troubleshooter. I find the root cause of any situation (I don’t call them problems) instantly. This makes others believe there was never an issue to begin with, leading them to underestimate my contribution. I keep smiling, no matter the situation. This makes some people think I’m carefree or not serious enough. I speak less. And that often gets mistaken for arrogance. I build systems that run smoothly from the ground up. And because everything works automatically, people assume I’m not doing anything at all. I don’t blow minor issues out of proportion or panic. And because of that, people assume their plant is running super-efficiently on its own. While I continue to reflect and add more insights to this list, I’d appreciate your help in analyzing where I can improve. There’s always room for growth, even in "defective" pieces. ChatGPT ...

Eliminate your 1:1s Give feedback in front of people. Here’s why: Jensen Huang, CEO of NVIDIA, has 60 direct reports and zero 1:1s. He flattened all hierarchy, and in doing so, removed all games of telephone that can often dilute company mission and directives. Jensen has one meeting with all 60 direct reports. During that meeting he gives individual feedback…in front of the entire group. Sounds frightening to the average person and, when done poorly, could result in a toxic culture. Feedback in front of others, done well, can be both empowering and incredibly impactful. Jensen believes that giving feedback in a 1:1 session robs the other 59 reports of learning that same lesson. Similar principles are used in big coaching workshops like those Tony Robbins runs. Tony gives feedback to one person in front of the whole room of 3-4k people. Everyone gets to reflect on the lesson and apply learnings to their own experience. This principle is modeled in our Inflection retreats as well. At a ...