Nuggets from Abhijit Bhaduri
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.Â
Role Of Coaching In Development
Vijay talks about the role of coaching at various stages of a personâ€™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 clichĂ©d it may sound) but also talks about the key element of enlisting others on the â€śbusâ€ť
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.
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.
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.
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.
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.
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 â€śDarshanâ€ť and â€śPara-jivaâ€ť 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 Sophieâ€™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 peopleâ€™s fears might provide insights into peopleâ€™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 donâ€™t go up the pyramid with empathy.
Turbocharging your growth â€“ 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.
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.
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.
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 â€śbirdâ€™s eye viewâ€ť.
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.
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.
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.
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.
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, didnâ€™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 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.
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.
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.
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.
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 Raoâ€™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 â€śtoo mission drivenâ€ť 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.