Nuggets On
leadership development
“How do I grow” is a question that all of us grapple with. The recipe for success is also changing as we move from an Industrial paradigm to a Digital paradigm. This is all the more pronounced in a start-up context where the job outgrows you very quickly. Successful leaders talk about the role of mentors, coaching, listening and more in scaling up one’s capability.
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.
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.
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”
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.
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.
More from Kartik Hosanagar EP1
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.
Leadership Development
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.
Digital Mindset
In order to be relevant in this digital age, leaders need to adapt to a digital mindset. What does this mindset look like? Abhijit discusses the digital mindset in this nugget and gives anecdotes of how extremely competent leaders of the analog era are struggling to adapt to this. He also shares two important core values which can help in acquiring skills to navigate this digital world. Look out for his views on the future being an ‘&’ world rather than an ‘Or’ world.
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.
Dealing with hyper-growth and scale-up
Organizations often outgrow the entrepreneur very quickly. Unless the entrepreneur is proactively thinking about scaling up himself/herself and proactively getting the right people who can drive scale, the start up can very quickly taper off. While 1 out of 10 startups succeed at a Venture stage, he talks about the patterns from the other 9 that don't "make it"
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.
Authentic Leadership
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.
Vedica Scholars Programme - Nurturing Women leaders
The fact that we need to have more women leaders at the top is well-known and there has been enough commentary around it. Pramath talks about the unconscious biases that still exist in the society and his attempts at making a difference through the Vedica Scholars Programme for Women.
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.
Personal Board of Advisors
We all benefit from mentors at different points in our careers. Pramath talks about his approach to configuring his personal Board of Directors. He describes how he has leveraged his Board of Directors at various points in his career.
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.
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.
Transitioning roles in a large MNC
Navigating your career in a large, complex MNC can often be challenging and confusing. Vinita talks about how she navigated her career across different roles in Cadbury's and the Coca Cola company.
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.
Being an effective Board member
Vinita talks about how she evaluates Board opportunities that come her way and how they are a part of her Learning and Development plan. She also talks about her thoughts on the opportunities for Indian boards to get more effective in the way they are staffed and run.
Women Leaders - a leaky pipeline
Zia talks about the leaky pipeline of women leaders and talks about the key inflection points where the leakage is maximum. She talks about the false glass-ceilings that women often have in their heads.
Tough work-life trade-offs
Zia talks about how, in her generation, the notion of work-life balance, didn’t really exist for ambitious women who wanted to make a mark in the corporate world. She candidly talks about the real trade-offs involved in her case and how that is changing.
Women and Leadership
Rama talks about some practical tactics she uses perform effectively in forums (such as Boards) that are often filled with men.
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.
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.
Staying relevant in the future
Anu talks about her take on Leadership Development in the context of the Future of the workplace. She discusses the need for "start-up like" projects and initiatives that need to cut across functions and hierarchies.
Message to graduating women
Anu shares her perspectives on how aspiring women leaders should think about their careers. She underscores the point about the need for having the right mentors and sponsors along the way.
Transitioning effectively across generations
Meher talks about how the baton of leadership passed to her mother (Anu Aga) when her father passed away and how things changed even further when her brother passed away shortly after. She also reflects on the subsequent transition when her mother decided to retire as the Chairperson suddenly that pushed Meher to the saddle.
Business continuity across generations
Meher discusses her approach towards her children getting involved in Thermax moving forward. She talks about the distinction between responsible ownership and day to day management. She also talks about the criticality of external experience before starting within the company (something she misses in hindsight) in case the child wants to get into the management of the company.
Grooming more women leaders
Meher shares her perspectives on what it would take to have more women leaders at the top. She starts with the challenges in basic education and sanitation and how that severely restricts the number of women who start a corporate journey. She goes on to talk about what organizations and women can do to ensure that we have more women at the top.
Developing as a leader
KV Sridhar (Pops) talks about the downside of being competitive in a space like Advertising where it is critical to create a climate where the members of the team can be creative and come up with impactful ideas that work. He also talks about how he has approached learning and his self-development as he has gone through his career.
Being effective in the Gig Economy
Devdutt talks about what it takes to thrive in the Gig Economy. At the surface level, quitting a steady job and taking the plunge to be a player in the Gig Economy can be attractive and seductive. Devdutt cautions people against the peril of ignoring Goddess Lakshmi in the pursuit of passion. He talks about the criticality of securing of a Gomata before diving into the wild world of marketplaces and gigs.
Building Habits vs Enhancing Awareness
Devdutt talks about the distinction between building habits and enhancing awareness. He mentions that habits are often relevant only in a certain context and it is critical not to become a slave of the habit. He also elaborates on the notion of “Darshan” and “Para-jiva” and makes the distinction between self-awareness and awareness towards the other. He urges us to think about what we would do when presented with Sophie’s choice (where you have to pick between two equally deserving alternatives).
Understanding fear to decipher beliefs
Coaching is often about understanding the deeply wired beliefs that drive leadership behavior. Devdutt shares that understanding people’s fears might provide insights into people’s beliefs. He talks about the fears that often puts people on a hedonistic treadmill with materialistic markers along the way. He also talks about the notion of staying relevant and talks about the notion of rendering yourself irrelevant consciously as we move through life, something that people are often not open to dealing with.
Institution building - Leading Type As
Amit discusses how he thinks about hiring and creating a nurturing climate for his team to deliver performance. He also shares how he invests time with each of his colleagues and help build their capability. He also talks about how he handles exits from Bain Capital. He talks about the realities of a corporate pyramid and stresses the importance of handling the people that don’t go up the pyramid with empathy.
Turbocharging your growth – TMRR
Mouli talks the fact that the time people put in a job is not an appropriate indication of the experience they have gained. He outlines TMRR (Target, Measure, Review and Reflect) as a process through which people could derive a lot more experience than what the average person might get in that time period. He also talks about how people can build in the habit so that they practice it on a regular basis.
More from Chandramouli Venkatesan
Raising the game when it matters
Mouli talks about the concept of Learning Cycles and how it is critical for people to focus on completing large learning cycles to build significant distinctive capability. He also makes the distinction between major and minor learning cycles and talks about how effective leaders often kick their game up a notch when it comes to a major learning cycle. The concept of learning cycle is also relevant when we think about processing opportunities that come along in our journey.
More from Chandramouli Venkatesan
Playing the 1st half of career to win the 2nd half
Mouli discusses that a lot of the wins in the first half of the career are often on the back of low hanging fruit but the wins in the second half are often harder. He mentions that apart from solving for successes in the first half, we should all build the muscle and resilience to be able to go after the complex win or the high hanging fruit. And that sometimes might require us to go slow and learn than run fast and miss out on building this muscle.
More from Chandramouli Venkatesan
Early formative years
Roopa talks about how she grew up amidst nature in the North Eastern part of India and how some of her perspectives on working women started getting shaped right from an age of around 10\. She also talks about her first brush with Mumbai when she comes to pursue a B.Com in Sydenham College but quickly find the city overwhelming and goes back to Guwahati to pursue B.Sc in Mathematics. She also talks about the peculiar situation where despite clearing the entrance process for IIMA, she is unable to join. She decides to teach in a primary school and appears for CAT yet again.
Growing through the ranks at CRISIL
Roopa talks about how she drifted into CRISIL and how she was not necessarily career oriented in the early years of her professional life. She talks about the notion of focusing on excellence and on topics that are outside the realm of responsibility and how the culture at CRISIL ensured that her efforts were noticed and rewarded. She also talks about the transformative impact that one of her overseas stints had on her in terms of developing a “bird’s eye view”.
Transitioning to a General Management role
Roopa talks about the transition to the role of a Chief Rating Officer being the defining transition in her journey at CRISIL. She talks about how the profile of her responsibilities and stakeholders significantly changed when she moved into that role. She also talks at length about how she recalibrated the relationship with her peers when she got promoted, something that a lot of people struggle with.
Flexing leadership style at Omidyar Network
Roopa talks about how she had to adjust her leadership style when she moved from leading a team of 4000 plus people in CRISIL to Omidyar Network which had about 150 people globally and about 15-20 people in India. She discusses the power of listening, learning and tapping into the internal network to come upto speed and build credibility with the organization.
Developing a sense of judgment
Roopa talks about she developed a sense of judgment in the new context when she moved to Omidyar Network. She talks about the fact that she now has to exercise judgment on entrepreneurs who in turn will exercise judgment on several topics that are relevant to them. She discusses how she went about acquiring that nuanced sense of judgment by understanding the world of the start-up entrepreneur and the world of technology.
Women Leadership - The barrier no one speaks about as much
Roopa talks about the fact that there is a lot of commentary around women coming back to the work force after they start a family. She mentions that support structures and corporate policies are evolving and this problem is slowly being addressed. She discusses the barrier that shows up when women are in senior management roles. She talks about the notion of self-belief which often comes in the way of women raising their hand for top jobs and for a seat at the table.
Managing time, unfettered curiosity and resilience
Vinay talks about Narasimha Rao spent his time at various points in his career. More specifically, he breaks down the pie chart of time across different phases - when you are campaigning, when you are in power and when you are in opposition. He talks about how Narasimha Rao had unfettered curiosity that helped him indulge his curiosity when he was in opposition which helped him evolve as a person but also ensured that he did not make any hasty decisions in the short-term out of anxiety that would hurt him in the long run.
Leadership under extreme constraints - Lion, Fox and Mouse
Vinay talks about how Narasimha Rao combined the notion of intellectual agility (ability to fundamentally shift one’s beliefs when new data presents itself) and implementation agility (knowing how to drive change through a complex system). He talks about how Narasimha Rao could play Lion, Fox or Mouse and the criticality of timing in these situations.
Staying relevant through transitions
Vinay talks about how Narasimha Rao stayed relevant through the various transitions that he went through in his journey. He also talks about how he learns and grows when he did not gets a transition wrong. He also talks about how Narasimha Rao re-invented himself when Congress moved from the Indira Gandhi phase to the Rajiv Gandhi where the core group had several people from an Oxbridge background (far from Narasimha Rao’s comfort zone).
Transitioning roles within Dasra
Neera talks about how she has thought about her role as Dasra has grown and her plans for governance as we look to the future. She talks about the interconnect between the personal and professional life and how the role she has played in Dasra has been in the context of her personal context.
Leadership Development in Social Impact space
Neera talks about some of the common challenges that entrepreneurs in the Social Impact space face. She talks about founders often being “too mission driven” and thereby coming in the way of systems and processes that could build the organization sustainably. She also talks about the Founders not spending enough time on what they are distinctive in leading to spreading themselves across too many areas.
Getting people comfortable with the context
Deepa shares her thoughts on the trade-off between seen as a “different person” versus being seen as just another individual who can do most of the things that a regular person can. She talks about how it is about her taking the onus and putting the other person at ease rather than expecting the other person to react to her situation. She says “if I am OK with it, they are OK with it”.
Training for the Olympics
Deepa talks about her pursuit of excellence led her from one place to another and eventually to a medal in the Olympics. She talks about the 68 National Golds and 21 International Medals including medals from Asian Games, Para Olympics, World Championships and Common Wealth Games.
Picking an effective Coach
Deepa discusses her approach to picking a Coach while training for Rio Olympics. She mentions that given the uniqueness of her body condition and the training need, the traditional coaching approaches did not work. She talks about how she worked with a biomechanics gym trainer, watched her diet and worked on her psychology as preparation for the Olympics.
Balancing work and life
Jayashri talks about the challenges of being a performer who has to travel around the world and how she is often split between the two worlds. She talks about the criticality of the ecosystem around her including her family that has provided her the support.
Having deep conversations at scale
Arun talks about how the depth of insight and intimacy gets compromised when we start having conversations across a large number of people. However, he shares his insights around how we could still make such conversations enriching by moving from the layer of data to the layer of how people form their opinions on the data.
Reinventing oneself at 45
Arun talks about how he was a cross-roads when he had to move from a successful stint as an executive in Tata Motors to a role as a consultant with Arthur D Little in the United States. He talks about the circumstances in which he took the decision (including a nudge from JRD Tata) and how he had to adjust his style to be effective in a new professional and cultural context. It is not very often that you see a leader transition from being a Business Leader to a Business Consultant.
Leadership in an open system
Arun talks about his perspectives on Leading in an Open System where you do not have money, authority or power to wield as a source of influence. As we move towards a world where more and more value is being added by an ecosystem of players around a corporation (rather than value chains residing fully inside the company), how CEOs of today navigate this shift and create the right culture in the organization is critical.
CEO connect with end consumer
Ambi talks about how leaders like Karsanbhai Patel of Nirma have an intuitive understanding of the customer need. He specifically talks about the “chaiwalla test”, a concept he discusses in his book, to talk about how some leaders find smart ways of getting a quick pulse from the real demographic rather than making misleading assumptions.
Being an effective Chairperson
Mr Bhatt talks about the criticality of the Chairperson to build good one-on-one relationships with each of the Board members so that he/she can facilitate effectively during a Board discussion. He mentions that the biggest contribution a Chairperson can make is to orchestrate the discussion in the room effectively to ensure that all the relevant voices are heard and the group makes a robust decision.
Making good Board decisions
Mr OP Bhatt talks about the role of a Chairperson in ensuring that good decisions are made. He talks about the situations where sometimes not making a decision and seeking more information is better than suboptimal decisions. He also discusses how he would handle divergent opinions on the Board by facilitating a more nuanced conversation that embellishes the issue and the nuances come out.
Chairperson versus CEO - Leadership nuances
Mr OP Bhatt talks about how the leadership context for a Chairperson in a Board is very different from that of a Chief Executive in a Company. He talks about the hierarchy in an organization with KPIs, Metrics and other variables that gives the CEO control over outcomes. He contrasts that to the context in the Board where individuals have to be nudged and cajoled to carry on tasks that might be critical for the Board.
Ensuring Board members add value
Mr. Bhatt talks about the criticality of a Board review to ensure Board members get tailored, actionable feedback that can raise the bar on the performance of the Board. He talks about the importance of the role of a Chairman in processing the feedback that he/she is given as part of the process and in how he/she leverages that to get the most out of each Board member.
Seeking and giving feedback
Mr Bhatt talks about the tact with which Board member should provide and seek feedback. He specifically underscores the criticality of the role of the Chairperson in ensuring that he/she doesn’t have a blind-spot in the way he/she is performing. He discusses how some effective Chairpersons find the subtle opportunity and timing to elicit timely feedback from some select Board Members.
Attitudes that have driven his career
Mr Bhatt talks about how in every role he has done, he has tried to look for a “plus” which is an additional dimension beyond what is expected in the role. He also talks about the importance of understanding the criticality of the service you provide in the life of the consumer.
Leadership Development in the Digital economy
Rich talks about how Google things about spotting potential and about Leadership Development. He quotes an interesting statistic from a piece of research by Corporate Leadership Council. He said that they found that that in 71% of the time people who are high performers were not high potentials but conversely 93% percent of high potentials are also high performers. He also goes on to talk about “Googliness” a term that encapsulates some of the softer aspects of an individual that flourishes inside Google.
Origins of SIY
Rich talks about the origins of the Search Inside Yourself programme. It started out as a quest for Googlers looking for a solution to stay agile and resilient while you are on a “rocket-ship”. He also goes on to talk about how SIY brings in wisdom from multiple domains ranging across Neuroscience, Mindfulness and Emotional Intelligence to help people develop a new kind of intelligence that enables them to cope with the roller-coaster ride of a tech driven company
Positivity and Psychological Safety
Rich speaks about why we have a negativity bias as a default setting. He traces it back to human evolution and talks about the fact that for us to survive, it was critical to attach a higher weightage to negative signals in the environment than the positive ones. He links it to the criticality of ensuring psychological safety in a team (results of Project Aristotle in Google) to drive business performance.
Women and intense careers
Falguni speaks about how she juggled her family and her career at various points in time. She specifically speaks about the Maternity transition and says that women shouldn’t treat it as a P&L discussion where they are trading off the income with the opportunity cost of being with the child. She urges the women to look it as an investment in oneself that pays out over the future.
Rewiring the leadership approach
Falguni speaks about the key shifts that she has made to her leadership style as she moved from a Senior Leadership role in an institution like Kotak to starting Nykaa from the ground. She specifically refers to the poem Ithaka that had daughter had shared with her at that point. It talks about the criticality of focusing on the journey than the destination.
Leadership at McKinsey across 3 terms
Rajat speaks at length about how he led McKinsey over the 3 terms when he was the Managing Partner. He says that during the first term he co-created the future strategy of the firm and started executing on it. The second term, he says, was largely around driving expansion around the world while establishing key governance processes. The third term, he says, was largely around navigating the dot com crisis after the bubble had burst.
Evolution as a leader
Rajat speaks about how he grew as a leader through his tenure in the firm. He speaks about the combination of mentorship, apprenticeship and entrepreneurial space where there is a vacuum that one has to rise upto as a recipe for developing leaders effectively and speaks about how that played out in Scandinavia for him.
CXO to CEO transition
Michael speaks about the key shift when a leader transitions from functional leadership to General Management. He speaks about the default anchoring that people often come with when they move from a function to a General Management role. He specifically speaks about adjusting the unit of analysis and the notion of managing in the white spaces which becomes critical as a General Manager.
Warrior to diplomat
Michael speaks about the criticality of leaders transitioning from a competitive mindset to a collaborative mindset where they focus on building alliances and identify opportunities for cross-company collaboration, often even reaching out to rivals to co-create opportunities for the organization.
Leading former peers
Michael lays out the key challenges involved when a leader gets promoted and transitions to a context where he/she has to lead a team with several individuals who used to be his/her peers earlier. He gives some useful insights on how leaders could think about re-engineering the relationships while walking the tight rope between being a “Napoleon” and a “Super-peer”.
Entrepreneur bringing in an experienced CEO
Michael speaks about the specific challenge when start up entrepreneurs bring in seasoned leaders as they transition from a start-up context to a scale up context. He talks about some of the elements that the entrepreneur and the incoming leader need to bear in mind.
Forced growth - plugging the weaknesses
Matt speaks about how athletes come to him with excellence in one or two domains (cycling, running, swimming) but have to quickly come upto speed in a totally different area to be competitive in a multi-sport context. We discuss the parallels between this and how Functional leaders need to transition to General Managers.
Dealing with aberrant geniuses
Alan speaks about how Bill and leaders at Google deal with super-star performers who can have enormous impact given their talent can be leveraged and multiplied with technology. He specifically speaks about what to watch out for as determine if we should put up with the complexity or the toxicity that is caused by the employee.
Influencing Eric Schmidt's key transitions
Alan speaks about Bill’s role during some of his key transitions in his stellar career at Google. He speaks about the fact that despite his clarity of thought on the business front, when it came to making decisions for himself, there was an element of irrationality. Alan goes on to speak about Bill’s role in ensuring that Eric made sound choices at those crucial moments.
HR - a department with teeth
Sudhir speaks about what makes the HR function in HUL effective. He speaks about the structure of HR where it is an independent function but is embedded in the business. He also speaks about why HUL doesn’t label people as heroes or villains too quickly. He speaks about a process where for about 10-12 years, people grow gradually but subsequently, they accelerate or decelerate based on their potential.
Identifying and nurturing potential
Sudhir speaks about Judgment, Influence and Drive as the three markers of potential and how the emphasis shifts across these three during the career of a professional in HUL. For the first few years it is Drive, then it moves to Influence and eventually in senior management it is judgment. He also speaks about how HUL thinks about what is a considered a good hit rate with judgment. He goes on to speak about how HUL filters for caliber and character, often two orthogonal dimensions.
Mavericks, Company men and Rogues
Sudhir speaks about these three types of people and goes onto say that one of the secret sauces of HUL is its treatment of Mavericks. He speaks about the output-oriented nature of KPIs that let some of these mavericks flourish despite not conforming to the “play-book”. He also speaks about HUL being an empathetic meritocracy where people are given some latitude if they are delivering the results (as long as they are not rogues and have issues with ethics and integrity).
