Knowledge Pyramid

Over 2000 Executives, who studied technical subjects very well, describe their reasons of failure.

“The (scary) sight of strange people, who speak a language of another (corporate) culture. I become anxious because it is essential to sell my credentials to these strangers.”

“When I start engaging myself in any interactions, I feel the isolation, and I get the ‘I am alone, and I am helpless’ feeling.”

Why Knowledgeable Executives Fair Badly in Professional Interactions?

“These strangers can ask any question. And some of them don't even have definite answers.”

“I can’t grasp many of their questions. These strangers don't ask questions in the way they ask in our university exams. Many times I could not answer even though I knew the answer.”

“These strangers maintain a calculated suspense. I don't know what is going to happen next.”

“On a number of occasions, I fumbled with the way I responded to the question. Actually I should have structured the answer in a different way.”

“They mix of Technical and HR questions at random. It looks like they are analysing my character from the manner in which I answer technical questions.”

“I realise, I don’t have any control on my body language, especially facial expressions. I am sure, they have noticed it.”

80% of Professional Interactions are from Here. So What?

80% of University Questions are from Here. So What?

For ‘Root Causes’, Click ‘So What’ links on your left.

This data shows that the following skills are enough to

ensure success in university examinations:

Type of Questions Asked

What does this mean?

Crucial skills needed


(‘Merely raw facts’, or ‘Chunks or facts about the state of the world’.)

No use in isolation.

You are expected to recall facts, listing, locating, naming etc.

any time within the duration of the examination.

  • Ability to memorise.

  • Ability to prioritise sequence of answering: Answer first, last etc.

  • Ability to write quickly, and draw graphs, diagrams.

  • Ability to directly apply formulae, equations, graphs to the data given in the problems.

  • Patience to revisit the answers and correct mistakes.


(Information reveals meaningful relationships between data.)

It answers "what", "where", "who" and "when" questions, that is, simple shallow questions.

You are expected to compare, contextualise, converse, connect, filter, prioritise, summarise, demonstrate etc.

any time within the duration of the examination.

This data identifies the skills, that is

Crucial to achieve success in interviews/professional interactions.

Type of Questions Asked

What does this mean?

Crucial skills needed


(Knowledge is a mass of information which is organized in a way to be useful.)

It answers "how" questions.

You are expected to analyse patterns, Organize ideas, Recognize trends, Evaluate structure, Interpret, etc. right on the spot.

  • Answering reflex. Ability to grasp the question & respond quickly.

  • Thinking on one’s feet. (Synthesis thinking). Speaking as you think and thinking as you speak.

  • Fluent professional language.

  • Ability to convince a technical / managerial concept in one’s own words.

  • Ability to sustain dignified, pleasing body-language.


(Wisdom is when you can pass judgement and make decisions to determine what is the best method to use.)

The question it could answer is "which" questions, that is, which is best.

You are expected to Compare ideas, Evaluate outcomes, Define complex problems, Make judgements, Compose, Imagine, Infer, Predict etc. right on the spot.

What Holds Executives back from Performing?

What Do Experts Say?

Training ‘Must Haves’ for Professional Success

Why  ChiefMentor

is the Only Way?

Why do Ordinary ‘Executive Development’ Programs Fail?  What is the Sustainable Solution?