In my older jobs, I was explicitly told: “Stick to your KRAs only.” New ideas? New initiatives? Not required.
At Kroll, the experience has been completely different. Recently, I told my manager (a Managing Director in the US) that I wanted to start internal L&D initiatives – mainly Excel trainings. Instead of ignoring it or delaying it, he said: “Great. Put together a draft outline.” I sent it. Within a day, he personally forwarded it to multiple Managing Directors across the US and introduced me to all of them. That level of support was new for me.
And here’s what I appreciate even more: I often have late calls with the US team. Not even once has the MD forgotten to say: “Thanks for joining in late – really appreciate it.” I join because it’s my commitment. He acknowledges it because he values it. Both sides respect each other. No one takes anyone for granted.
And something I never had before – the right to say No. Many times during our catch-ups he has said: “I’m putting you on this project, but if you feel it’s not the best use of your time, skip it.” That freedom builds trust & ownership. And ownership builds better work.
These may look like “small things.” But they come from something deeper – laws that emphasise individual rights, autonomy, and fairness in the western countries. When a country has strong laws, accountability, and a culture of respecting boundaries… it reflects in workplaces too. No wonder so many Indians feel the difference when they work with US & UK teams.
Originally posted on LinkedIn.
