Nuggets from Abhijit Bhaduri
Hiring for the Digital World
Unlike the analog world, employees and customers in the digital world are at the centre and the organization and processes are built around them. This makes the hiring of employees a very significant task. How does a leader go about hiring someone and what are their markers for potential? Donât miss the insightful anecdote about The Knowledge test that the London cab drivers have to take and how that is relevant to this nugget.Â Â
How Army looks for Potential
Anyone who wants to join the Indian Armed Forces as an officer has to go through the Service Selection Board (SSB). The ultimate goal is to select people with Officer Like Qualities (OLQs). Thus, the focus is on hiring based solely on potential rather than experience or academic qualifications. Our digital world is also moving towards potential-based hiring. Hear how the corporate world can learn some lessons from the SSB.
Assembling an effective team
Vinay talks about how Narasimha Rao picked his team members and think about the portfolio of capabilities in his team. He specifically alludes to the fact that he was self-aware about what he knew and didnât know and was able to hire best in class talent without feeling insecure. He also talks about how Narasimha Rao brought in diversity of thought across various topics to ensure it was a balanced team.
Running a start-up inside the Govt.
Nandan talks about how the Government is fundamentally different from the Private sector in terms of how financial and human capital decisions are made. He talks about he thought about navigating those constraints to drive to the outcomes he had committed. He also talks about a couple of mistakes leaders often make in transitions.
Articulating culture and hiring for it
Articulating the organizational culture is often treated as one of those fuzzy things that large organizations like GE and HUL do. But it is arguably more critical in a young and small organization where the cost of a wrong hire hits the organization much harder than when you have 10,000 people. Karthik talks about how he thinks about culture and how he hires for it.
Hiring senior leaders into Nutanix
One of the key challenges as one moves from a start-up to a scale up includes getting senior talent from the outside and setting them up for success. Dheeraj talks about how he looks for the "operating system" of a leader to see if that fits with Nutanix. He also underscores the importance of focusing on the HOW and not the WHAT in the first 6-9 months.
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 donât go up the pyramid with empathy.
Spotting Long Term Potential
Vijay talks about the role of effort in the context of long-term growth and development. People often get into a debate about whether it is nature or nurture and he makes a strong case for hard work through which people can often make up for significant deficiencies in talent. This is arguably all the more relevant in the world we live in where the half-life of the relevant of talent in a certain area is diminishing with the velocity of change around.
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. OGQâs 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.
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 clichĂ©d it may sound) but also talks about the key element of enlisting others on the âbusâ
Backing the best founders
Success of a Venture Investing firm is inexorably tied to the fortunes of the investors they back. Avnish talks about the science and art of how they pick investors and engage with them to drive value.
Backing an entrepreneur
Apart from being an academician, Kartik is also an active entrepreneur and invests and mentors start ups. So who better to ask, how does one pick an idea to back? Kartik elaborates on three main skills he looks at before deciding to support an idea or a person.
Picking leaders to invest behind
One of the many hats Ravi wears in his professional life is that of an investor. He is a venture partner and invests in young companies. In this nugget, he talks about the five main qualities he looks for in any entrepreneur before backing him and how he goes about deciphering whether those qualities exist in the individual or not. Hint: It is much more to do than your academics or career record!
Picking Founders effectively
Backing the right founders is a combination of a science and an art. How do you back an entrepreneur who has the conviction arond his idea but is also amenable to input. At the stage of Venture Investing, a big part of value creation is often around getting this judgment right on the Founder. Karthik talks about what he looks for during investing.
Identifying and unlocking potential
Vishy talks about what he looks for when he is looking for long-term potential. He talks about the criticality of consistency in performance coupled with an attitude where someone is willing to grind away at a goal. He also discusses the success of academies that have produced a pipeline of talent and juxtaposes that with examples of a Roger Federer emerging from Switzerland or a Magnus Carlsen emerging from Norway.
Markers of Long term Potential
Jay discusses what a âlambi race ka ghodaâ looks like in Politics. He also talks about the role of circumstance playing a much bigger role in Politics than in other domains. He talks about how effective politicians stay relevant by appealing to different segments over time as the public sentiment shifts over time.
Intro to Digital Tsunami
In his book Digital Tsunami, Abhijit contrasts the erstwhile analog world with todayâs digital world. How has this shift to the digital realm impacted companies and their cultures? What is the main difference between these two and how has that influenced leadership. Confused about why a company like Google is competing with Ford and GM? Hear more about all this and more in this nugget.
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 â&â world rather than an âOrâ world.
Building Digital habits
So we know there is a digital world out there, vastly different from the analog one we have been used to. This digital world demands new kinds of leadership, culture and relationships. We need to have a digital mindset to navigate this new world but how do we go about it. In this nugget, Abhijit gives you simple tips to start the journey and formulate digital habits.
Role of Chief Digital Officer
According to Abhijit, the CDO is the mapmaker of the new digital world of the organization. He is the one who takes up the real opportunity in looking at the digital landscape in a holistic sense for the entire organization and not just using it as an easy marketing or feedback tool. Hear more about this popular position that is seeing many hiring ads!
Suresh talks about how Marketing has a function has evolved given the Digital age we are living in. He says that instead of Digital Marketing, he believes in marketing to the Digitally Enabled that is often the entire consumer base. He also speaks about how he leveraged Digital to resurrect the brand Maggi when Nestle re-introduced the brand.
Staying relevant and leveraging technology
Jay talks about what how successful politicians have managed to stay relevant over time and have reinvented themselves. He also talks about how technology is begin to level the playing field in favour of people who do not necessarily come from a family of politicians with an established brand and mobilisation infrastructure.
Early childhood wiring
How much of you as an individual can be attributed to early childhood experiences? In this nugget hear Ravi speak about three main influences in his early years that shaped his personality. Did you know that he had to take a year off from school due to medical reasons and this turned out to be a boon in shaping his boundless curiosity!
Staying relevant over the long-term
We live in a world where professions are being threatened and jobs that existed yesterday may not exist tomorrow. Atul talks about how the world of photography has been democratized with the penetration of mobile phones with good cameras. He shares his insights on how one could think about being relevant in these changing times.
Navigating the sea of career options
"What should I do with my life" is often a question that we grapple with at different inflection points in our life. Vinita talks about the various dimensions along which she evaluates opportunities that have come her way at different points in her journey.
Navigating the first 3-6 months
The first few months in a new organization can be a nervous passage of play for the incoming leader and for the hiring manager. If not handled carefully, the organizational antibodies could eject the new entrant. Vinita shares her insights on how the incoming leader and the hiring leader could navigate this phase effectively.
In Summary - Playing to Potential
Where to go and How to grow are two questions leaders ask all the time as they navigate their career. Vinita talks about the need for conviction in direction, coupled with abundant curiosity to grow as the key elements of playing to your potential.
Transitioning effectively to a new context
Suresh talks about his experiences in transitioning across companies and roles. He moved from HUL to Nestle and within Nestle, he moved across markets such as Egypt, Singapore, Thailand, Philippines and India. He talks about how he thinks about settling into a new context and also what it takes to build systems and processes so that even when you transition out, the organization continues to run effectively.
Early formative years
Devudutt talks about the profound influence of some of his teachers when he was studying medicine. He elaborates that they would often push him to think about the Why behind various elements beyond the what (anatomy) and the how (physiology). He mentions how that has discipline of asking the Why question has influenced his thinking and his approach towards mythology.
Effective coaching process
Devdutt talks about what leads to an effective coaching relationship. He describes the complexity of a coaching process and mentions that the onus is often on the Coachee to tap into the database of the Coach and extract the value. Several leaders see Coaching as linear relationship where there is a pre-defined process which leads to an outcome. He emphasizes that the reality is quite different from that.
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.
In Summary - Playing to Potential
Roopa talks about the attitudes that have held her in good stead as she has gone through her journey. She also talks about how a lot of clarity around oneâs own potential evolves over time and suggests that we donât get anxious about it too early.
In Summary - Playing to Potential
Neera talks about how it is not about each of us individually fulfilling our potential but more about how we can work with a group of people and unlock greater possibilities. She also discusses how we all get cues along the way that nudge us in certain directions for us to pursue the path that that could enable us to fulfil our potential