Sunita Sehmi

The coaching journey Instead of frameworks, Mohinder’s coach kicks off by asking questions and listening. As he recounts some of the more challenging experiences of his leadership – a stalled product launch, a competent but joyless restructuring, a difficult and destabilizing board transition – the coach shares an observation. When asked what outcomes he wants for his team, Mohinder’s answers not only change by context; they actively contradict each other.

Let me ask you something. When did you last think of your brain as something that could genuinely grow? Not metaphorically — not in the “I learned something new today” sense — but literally, structurally, biologically grow? I’ll be honest. Until recently, I hadn’t. Like most people, I had absorbed the idea somewhere along the way that the brain we’re born with is more or less the brain we’re stuck with. That ageing means decline. That memory lapses are just part of the deal.

Families are full of unspoken agreements—on how we show up, what we owe, what we suppress. I choose transparency over assumption. It’s hard, but it’s healing. Over the years, I’ve come to appreciate that clarity and compassion must coexist in healthy family dynamics. As someone who navigates complexity in professional systems, I’ve had to consciously unlearn the idea that family “should just know.” They don’t.