Relationship between Co-founders and Company
Dheeraj talks about how the relationship between him, the co-founders and the company has evolved over a period of time. He also talks about 4As (Antifragility, Authenticity, Ambition, Attention to detail) which are at the core of how he looks at himself and others he works with.
Role of Vulnerability in building Trust
Why is vulnerability one of the key elements in building any relationship? Why is it especially so important now when our world seems to be awash with picture perfect Facebook posts? Hear Papa CJ tackle this question. Hint: Watch out for an amazing tip about finding that fountain of confidence that we all seek!
Becoming a Trusted Advisor
Becoming a Trusted Advisor is often the holy grail for every Consultant, Lawyer, Banker, Doctor etc. who are providing advice to the client. Zia talks about what it takes to become a Trusted Advisor with a client.
Becoming a solo-advisor
Rama talks about her attempts to work at the intersection of consumer and business understanding and discusses how she ended up going solo after a long stint in the corporate world. She also talks about how her role models (CK Prahalad, P. Chidambaram and Bhimsen Joshi) influenced her choice to go solo.
Becoming a trusted advisor
Rama talks about the various elements that go into the personal brand beyond the pure technical capability that one brings to the table. She describes the notion of "balance tilters" which has an implication on how the bundled proposition is perceived by the customer.
Suresh talks about the journey of rebuilding trust using the example of what happened with Maggi in India. He provides an insight into what it takes to rebuild trust by talking about the various elements that go into it – not compromising on the pillars on which trust is built and navigating the path with dignity, respect and transparency (something recently demonstrated by Dara Khosrowshahi – CEO of Uber – in the context of the litigation with Waymo).
Three pieces of advice that stand out
Jay talks about some of the advice he has received that has helped him in his political career. This includes being cautious about taking people at face value and in watching what you say in a public domain. He also speaks at length about the importance of listening to the voter needs and not getting swayed just by the voices of the party workers.
Amit talks about how he has benefited from mentors along the way starting from Hemendra Kothari at DSP Merrill Lynch. He also goes on to talk about how mentors need not be from within the company and how clients could sometimes be great mentors. He talks about how the circle of mentors (which includes KV Kamath, Kalpana Morparia and KM Birla) has evolved organically over time than him going out in an explicit, conscious way to build a group of mentors around him.
Cultivating "Lodestar" values
Mouli talks about the notion of Values as something that has a significant upside over the long run and challenges the current narrative which is often around showcasing the downside of people who display poor values and are punished. He also talks about the need for us to have an absolute view of this versus a relative view.
Role clarity with co-founders
Dasra was co-founded by Neera Nundy and Deval Sanghavi in 1999\. They discuss how they have evolved their roles as the organization has grown over time. She talks about how they have gravitated to playing roles that are in line with their sources of energy and strength.
Team work in a concert
Jayashri talks about what it takes to perform with other artists on stage and discusses the notion of emptying oneself and a levelling attitude with oneself for the music to take over. She talks about creating a space inside her from which the music could flow freely.
Art of asking good questions
Arun talks about how we could potentially move from understanding the data that somebody presents to us to going deeper in our understanding around why that data is important to the other person and how their experiences have led them to value what they value. He suggests that moving from the What to the Why and the How enables us to get to the next level of insight and intimacy with another person, especially if they are unlike us.
Cross-border transitions are always hard and often involve multiple variables. Avnish talks about the context in which he took the plunge from a lucrative career with Goldman Sachs to return to India with nothing concrete in hand.
There is a lot of literature around how entrepreneurs should demonstrate resilience when hit with failure or tough times. Avnish talks about the role of preparedness in navigating choppy waters.
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.
Building an entrepreneurial culture
Organizations love to grow yet want to retain the entrepreneurial culture that nurtures innovation. What is the one thing that Kartik looks at to figure out if an organization has an entrepreneurial culture or not? Find out in this nugget. Hint: Don’t miss the anecdote about a major competitive advantage that Pixar has cultivated and fine tuned which has led to its unprecedented success in the movie business.
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.
Selecting the right co-founder(s)
Nandan talks about one of the seminal choices that entrepreneurs often have to make - Selecting a Co-Founder. He provides his thoughts around what they should bear in mind in this process. He also talks about what it takes to make the relationship work over a prolonged period of time.
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.
Entrepreneurial pursuits beyond photography
We often have to reinvent ourselves along the way as we go through our career. There are variuos trigger points where our priorities change and market opportunities change. Atul shares his perspectives around how he has managed to go beyond Photography to venture into new domains. He shares a piece of feedback that one of his friends provides which paved the way to a new possibility.
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.
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.
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.