Harminder Matharu

Harminder Matharu



  • Harminder Matharu made a comment

    Resilience to me is being able to maintain calm at difficult and pressurised times and continue with delivering results, whilst at the same time recognising where I or my team may need additional support.

  • Thank you! Great to be able to see my progress as I work through the course.

  • Great to have the flexibility to learn at my own pace.

  • London, UK

  • Hello everyone, I’m Harminder. I’m based in London for work and home, I really enjoy my varied role and have a new, small but mighty team. It’s really critical for me to be able to provide resilient leadership following the many changes in the organisation to be able to achieve our goals, be available for my team and juggle our many priorities.

  • Looking forward to learning with you Suzanne! Thank you for sharing your journey and being authentic.

  • I’m particularly interested in identify the stress factors that require the need to be resilient as a leader and how I and my team can develop strategies to help us thrive during challenging times.

  • Harminder Matharu made a comment

    Hello, I’m Harminder and have been working with FutureLearn for almost 3 years and lead a small team working across Government and Enterprise business lines. We have challenging targets to achieve - I’m really looking forward to this course and mastering the art of balancing the day to day doing and maintaining my resilience and supporting my team, including…

  • I enjoyed the course very much, it has helped me learn new techniques as well as validate what I am already doing. Thank you!

  • To keep reflecting and showing vulnerability and help my team to recognise their strengths, whilst creating psychological safety for them to bring their whole self to work.

  • I love this exercise, great way to be reflective too.

  • Consciously bringing conversations about individual's strengths into regular conversations. Human nature is such that individuals tend to focus on what they can't do / don't do well, this is important from a development POV but talking about strengths is key to building and maintaining confidence levels.

  • When people share their successes as well as things that didn't go so well and the learning that came from those experiences.

  • I said strongly agree as I believe that I engage with my team on personal and professional levels. I consciously remember things we talked about, their interests and revisit to ask about a situation, progress and how people are feeling.
    One of our values is around social learning, I try to identify when this happens - we connect, discuss and share our...

  • Relationships and connections.....so important!

  • Be more reflective and understand if I could have been a better role model and check-in with myself on my PsyCap and be conscious about the SCARF aspects and check in with my team.

  • It's important to be your best authentic self on every level so you can bring the best out in your team and be in a position to give time, energy, practical support and empowerment to individuals. This does not mean having all the answers, it means being ok about not and finding a way to get the best outcome in any given situation.

  • One of my former line managers around 7 years ago was truly authentic and honest and took a genuine interest in individuals and their development which in my experience was rare at that time. I learnt a lot from her, and she is a go person for me when I need to.

    My current line manager is an exemplary role model - he is calm, honest and open. I think he...

  • Take time out to reflect and assess. I think I'm optimistic by nature with a can do attitude. If I can't do, I accept and communicate.

  • I agree Tom, I think this is where empowerment comes into play and use of thought and challenge in a respectful and professional way.

  • I think I manage my thoughts, emotions and behaviour well. Over time and understanding myself better I have learnt how to stay calm and not react on impulse.

  • Stewardship, keep doing this

  • I did the age IAT.
    Struggled to answer when choosing preference

  • With my team I always aim (and think I succeed) with asking about their welfare, weekend, family, anything work-wise on their minds in a non-intrusive way. This helps to get to know what's going on and what motivates them.

  • Leading by example where genuine care and concern for your team is paramount. Putting their needs first, building trust and empowering growth.
    Leaders to be hands on when needed and not let job titles or hierarchy be a hindrance. In my view respect is earnt regardless of position, respect should be respected.

  • Harminder Matharu made a comment

    Lead by example - as a manager - being busy and demanding schedules can lead to multi-tasking especially over zoom / teams meetings. Role model the behaviours we want to see.
    I will remember NVC as it's Not Very Cool if you are not FULLY PRESENT in a communication.
    If you're fully present you will Observe, pick up Feelings, hear and understand the Need and...

  • for me this is simply genuinely caring about your staff at every level - listening attentively, their wellbeing, supporting them with time and tools to empower them to be the best they can be professionally and personally

  • I wouldn't say any of the three are difficult for me it depends on the situation and need. I don't like to be unprepared, if I need to research and find out about anything I will do it - google is my go-to as well as company resources and picking the brains of current and former work colleagues.
    In terms of people / team I try to build knowledge and...

  • How does our organization contribute to the good of society?
    - It exists to transform access to education and help improve peoples' lives through engaging in learning socially / peer learning to support personal and professional development in a flexible and inclusive way.

    How does my current leadership role help ensure this positive impact?
    - deliver...

  • Inclusive leadership entails respect and fairness across all and demonstrate a collaborative approach. It's important to develop cultural awareness, trust and create a psychologically safe environment for individuals.

  • In a previous role I managed someone who on the surface came across as very confident and at times overly confident all of the time, which in itself triggered some curiosity in my mind. Over time, by building rapport and genuine trust, asking questions , actively listening and asking more questions I was able to understand that this individual had a real...

  • I have managed teams of varying abilities and ages and have found that playing to individuals' strengths generates a positive energy and a sense of empowerment which encouraged knowledge share and continuous learning from each other in informal ways, which felt natural and not forced.

  • From my experience as a leader and as a team member, I think it's important to create the right safe environment for individuals to share and be able to communicate personally and professionally. Understanding personal situations or issues that will have a direct bearing on work can only help to address problems and support team members. Building and...

  • Inclusivity is broad, it is also very deep - looking forward to reading peer comments.

  • It's ok to be yourself and not always have all the answers - it's not a weakness

  • Take the time at the end of each day to reflect and recognise what's gone well and how I can strengthen my authentic leadership.

  • Consciously strengthening my growth mindset thinking as well as encouraging my team to do this too.

  • trust, honesty, integrity, courage and compassion

  • one of my strengths is (informal) coaching - I have used this in my management approach to help colleagues progress in work, as well as with friends to help them get to a better place

  • One of my former directors was very authentic in her leadership style, not hierarchical, down to earth and professional and very well respected. She had a knack of calling out injustice in a way that took people with her, a strong motivator with gravitas.

  • What strategies do you use to get you through challenging times?
    - Breathe and take a break, switch off to recharge
    - Identify and assess the most challenging aspects and deal with them one at a time
    - talk to people
    - ask for support / guidance

    Who is in your support network?
    - existing work colleagues
    - former work colleagues
    - friends
    - my...

  • 10 for “I believe I can develop my abilities in any area of my life with time and experience” - having a plan and prioritising will help me, rather than having a long to-do list.

    7-8 at the moment - “I feel positive about the future.” - health issues affect my mindset, whilst things could be better, I'm very aware that they could also be a lot worse! Baby...

  • 9/10 for “I am successful.” - I feel this personally and professionally.
    8/10 for “Most people can be trusted to do their best work.”
    7/10 for “The world has gotten better in the last 50 years.” - still a way to go.

  • Respect 10
    Integrity 10
    Kindness 10
    Compassion 9
    Empathy 9