Nuggets from Viren Rasquinha
Picking a coach – Learning from Mary Kom’s example
Picking a coach for a leader can be challenging. There are several variables at play and given what is at stake, it is critical to ensure that this is done thoughtfully. Viren uses the example of Mary Kom to talk about how they went about selecting Charles Atkinson to train Mary Kom. Some of the insights from the nugget are arguably highly relevant in the corporate world in the context of how leaders and companies think about their leadership development and coaching programmes.
Selecting a Coach effectively
Selecting a coach for a leader can be a reasonably ambiguous task. Prakash talks about how we could learn from the world of sport in ensuring that we get a coach who is fit for purpose.
Building the leadership muscle
We all know the traits and characteristics of a good leader but what does it take to become a good leader? In this nugget, Kartik enumerates three things that you can do or cultivate to harness your leadership potential.
Role Of Coaching In Development
Vijay talks about the role of coaching at various stages of a person’s life and how as a person evolves, the coach that works with you to help you go to the next level might change. He also talks about how much can get accomplished through sheer will power using the fascinating example of Richard Williams who (with limited background in tennis) through his sheer resolve coached Serena and Venus to become world champions.
Like everything else in the business landscape, leadership development also has undergone change in this digital age. Think of the instances today where augmented reality is being used for skill building! Hear about this and more way the digital realm is influencing leadership development in this nugget.
Transitioning from Playing to Captaining
Viren talks about his journey from being a player to a captain including some of the non-game elements that are required to move from being a successful player to an effective captain. He discusses how important it is for the captain to lead by example. He also talks about how one has to use different approaches to motivate and develop different players with varying personalities.
OGQ and how you can contribute
In this nugget, Viren describes the OGQ model – what they do, the sports they are involved with and the athletes that they are working with. Their youngest athlete is 8 years old and they have committed to working with that athlete for the next 8-12 years to win an Olympic Gold medal. In a world that is running faster and faster and 1 year plans are hard to execute, it was refreshing to hear an organization that describes their 2020 plan as a short-term plan.
Committing to sports as a career
Getting into professional sport can be a “low odds” decision often. If one doesn’t have the financial buffer, it is often tempting to go towards the safer option to pursue education and get a job. Viren talks candidly about how he comes from a family with no prior sports background and how he navigated some of these questions during the points of inflection when he had to take a call.
Judging potential can be a very tricky thing to do in companies. While outcomes are very visible but markers of potential are often buried deep within and one has to look for them with a keen eye. OGQ’s youngest athlete is 8 years old, an indication of how much they are betting on future potential. Viren talks about how they use a combination of metrics and elements of judgment to figure out which athletes to back.
Playing hockey to MBA@ISB
We often find ourselves in situations where the circumstances at work and on the personal front have changed significantly over time and there is a need to move onto the next innings. These are uncomfortable phases where there are no easy answers or approaches. Viren talks about how he took stock of life when he was playing hockey for India and the circumstances which led him to pursue an MBA at ISB.
Joining OGQ – Role of serendipity
Viren shares his insights around how he joined OGQ after ISB. When I graduated from IIMA, a lot of us including me, didn’t have a clear framework to make a considered choice in terms of direction. Viren talks about the role of serendipity in how he ended up joining OGQ. He actually talks about how he almost ended up joining a corporate role before he joined OGQ. He also talks about how he has “taken the plunge” at crucial junctures in his life.
Building the Grit muscle
Viren talks about where he (and some of the athletes OGQ works with) gets his strength during difficult times. There is enough and more research (if interested, please look up Angela Duckworth’s book Grit) on the role of Grit and performance. He specifically alludes to the need for having clarity of why people do what they do in the context of building that muscle.
In summary, Viren talks about how OGQ is all about selecting and grooming athletes and helping them play to their potential at the highest stage. He also talks about the opportunity that all of us have to support some of these supremely talented sportsmen who may not have the financial resources to pursue their dreams. If you are interested in contributing, please visit http://www.olympicgoldquest.in. It might be a great opportunity for us to invest in a Mutual Fund that carefully picks the human capital and helps them appreciate over time and could make us and the nation proud.
Scaling up the leadership muscle
Scaling up the leadership capability of the entrepreneur and the top team needs to go hand in hand with the business scale up for sustainable growth. Karthik talks about the role of vision, purpose and culture in the early years of a start-up.
Evolving as a leader
Leading a start-up through all the change and complexity can be quite a challenge. Avnish talks about how he grew as a leader when he was at Baazee and shares some insights on how entrepreneurs could scale up with the organization.
Scale-up and transitions at Infosys
As an entrepreneur, staying relevant as the company goes through turbo-charged growth can be a challenge. Nandan talks about how he had to reinvent himself and his style at various points as Infosys grew from a start up to IPO, to listing on the NASDAQ and when it hit USD 1 Billion in revenues.
Educating ourselves (and link with leadership of the future)
We are growing into a future where there are several unkown unknowns. Pramath talks about what sort of leaders would flourish in the new paradigm and how one should think about education in the context of this broad trend.
Unlocking the potential
Prakash talks about what sometimes comes in the way of people achieving their full potential. He talks about the importance of hard work (however clichéd it may sound) but also talks about the key element of enlisting others on the “bus”
Hyper-development of a leader in a Start-Up
Start-ups often grow at a rate faster than the rate at which people build the leadership muscle. This leads to the risk that your job may outgrow you. Hence, it is imperative to keep growing as a person and as a leader. Ravi lays down three aspects you should focus on in order to grow with the times and your organization.
Building leadership capability in entrepreneurs
Staying relevant is one of the key challenges that is facing the leaders of this generation. A few decades back, they could check into a career on graduation and check-out at retirement. Pramath talks about how leaders (entrepreneurs and otherwise) should think about scaling up their capability as they go through their journey.
Leadership Development in a turbo-charged environment
Dheeraj talks about how he thinks about evolving as a leader and discusses the criticality of breathing and staying present even during challenging times. He describes his approach to pause and remind himself of the key elements that are core to him and his effectiveness. An interesting insight in the context of the overloaded lives that a lot of leaders are living.
Evolving as a leader with the company
Dheeraj talks about how he looks at the company like a combination of multiple sub-companies that are building, scaling and maintaining all concurrently. He discusses the notion of arcs of destruction and pursuing multiple arcs at various stages of maturity.
Effective Leadership transitions across companies
Leaders during transitions often feel like trapeze artists as they go from one to another. It is the role of the hiring manager and the transitioning leader to think this through. Vedika shares her perspectives in the context of some of her transitions at a leadership level.
Women and Leadership
Rama talks about how she has prioritized performance in a role over trying to belong. She talks about some practical tactics she uses to increases the chances of being heard adequately while operating in a forum full of men.
Building culture in a company
Culture is contextual and non-transferrable. Know the culture of the organisation and industry you are planning to join. Amish talks about the Chandravanshi and Suryavanshi cultures and discusses how organizations could think about their culture?
Perspectives on Resilience
Vijay discusses how he has dealt with challenging moments when he was on court. He talks about navigating forks in the road where you often have to choose between low risk and decent outcomes and high risk with a potential of making it big. He shares an insight from Billy Jean King who says “Every challenge is an opportunity and pressure is a privilege”. He discusses the frame of mind with which one could approach such crucial moments.
Transmitting intent down the chain
The chain of communication in an organization – from the CEO to the salesperson on the streets- is one of the main factors for its success or failure. What steps can a leader take to ensure this chain of communication is seamless? Listen as Raghu talks about this and also shares an interesting anecdote about why cheaper phones in India have dual SIM facility!
The art of story telling
Prakash talks about the role of story-telling in the context of building culture and how one could think about building that muscle. Sometimes, people think that there is a trade-off between story-telling and brevity. He talks about that being a false trade-off and discusses how one could employ both to drive effective communication
Leadership inflection points
As organizations grow from being start ups to more established businesses, their leadership needs and demands also change and vary. In this nugget, Kartik traces this spectrum of leadership inflection points and maps it with funding cycles.
Enlisting and empowering people in your team
In any profession, it is very easy to be treated as suppliers in the value chain. How does one elevate oneself to move beyond being perceived as a mere supplier? How does one engage and empower the team members so that they don’t feel like suppliers and have greater ownership of the end product? Atul talks about his views in this context. He also talks about his experiences while making the film Neerja and alludes to the role of authenticity in being able to enlist people in his journey.
Authenticity is a word that is often used by people in different contexts. Pramath shares his perspectives on Authentic leadership and talks about what it takes to get there. He also talks about how he thinks about flexing his leadership style across diverse contexts.
Investment Banking as a career and key transitions
Vedika discusses her perspectives on Investment Banking as a career and how B-School students should think about the option. On a related note, she talks about the wrong reasons for which people often end up joining Banking. She also lays out the key inflection points in the journey.
Women and careers
Vedika talks about her initial days at ICICI which has been a breeding ground for several women leaders in India. She also shares her perspectives on how women should think about building their careers and the common misconceptions there-in.
Executive to NED transition
Vedika is a Non-Executive Director on 6 Boards today. She talks about the transition from being an effective executive to being an NED. She talks about the significant shift often required in style for successful leaders to be effective in a Board context.
Women and Board roles
Vedika talks about how women should think about approaching Board roles. Clearly there is an opportunity for more women to get onto Boards but there is a need for women to be thoughtful and considered about this to be in consideration for these roles when they come up.
Functional Leadership to General Management
Moving from a functional leadership role to a general management role is a big shift and Vinita argues that it is possibly the biggest transition that a leader often makes. She talks about how people should think about success in a General Management role and the need for an adaptive leadership style.
Transitioning from Executive to NED
Rama talks about how people who have led companies end up getting empathetic with the management (by default) of the companies where they sit on Boards. She talks about the need for people to have clarity on who they are accountable to.
Hiring senior leaders into Nutanix
People often look at work and life as two different compartments that do not intersect. Dheeraj talks about how he tries to weave in work and life, learns from one and applies in the other and has osmosis going on across the two.