Nuggets from Baijayant Jay Panda
Generating options amidst political constraints
Jay talks about how he has grown as a politician in all these years. He also talks about Track II dialogues where he is active. These are informal back-channels which can be tremendously helpful in improving the communication and improving one’s understanding of the others’ point of view.
Steering by listening
Arun discusses his definition of a leader – “she or he who takes the first steps towards something that she or he deeply cares about and in ways that others wish to follow”. He talks about the criticality of listening to what other people care about as a key element of building engagement and followership.
Influencing an ecosystem
Jay discusses he thinks about picking ideas to champion and talks about how you could get a pulse of the acceptance of the idea. He goes on to talk about the criticality of setting up feedback loops for you to get a pulse of the real public sentiment.
Influencing without authority
Ambi talks about his key insight around what it takes to influence clients. Given Advertising is a domain where there is arguably a lot of possible subjectivity, it is an interesting canvas to see how advisors influence clients. Ambi shares that it is often more about the intent and then followed by the content.
Managing stakeholder expectations
Stew speaks about the criticality of unearthing what the stakeholders really want and solving for it. He suggests that we should go past what they state as positions and unearth their real expectations while having these conversations. He also speaks about the criticality of caring for self before caring for others. He compares this to a change management initiative and suggests that one needs to be artfully political while driving changes through the system.
Vivekananda versus Napoleon
Rajat speaks about the kind of leadership style that is required at the helm of a firm like McKinsey. He speaks about how one has to think about influencing and nudging rather than commanding and directing while leading a team of highly capable and self-driven people.
Machines - Decision Makers or Enablers?
Kartik speaks about how we should think about using algorithms for decision making versus decisions support. He urges to think about machines as augmenting and not substituting human capability. He speaks about how we should consider the extent of consequences and social implications to think about how we leverage the power of the machines.
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.
Mapping the influence landscape
Michael speaks about the criticality of navigating the influence landscape especially when one gets into a Corporate Diplomacy challenge where things get done more through influence than through authority. To get things done, one needs to work through the network of allies that one has in the system. Michael speaks about some of the elements of transition involved here and talks about why engineers often struggle with this.
Establishing a common language in the Army
What is common to radio, sonar and the internet? All these technological innovations, like many others, have their origin in war or conflict. Most have been researched and developed at military labs and then scaled up. Start-ups therefore, can benefit immensely from this experience. Hear Raghu talk about the need for a common vocabulary in order to achieve this. Hint: there is also a valuable tip about the ‘How’ question.
Z-KITBAG: Communication lessons from the Army
Become privy to one of the army’s most efficient framework approaches: the Z-KITBAG! Raghu elaborates on this acronym and talks about how this structured approach can be used in any scenario- whether you are preparing for a talk or mobilizing your team for a launch.
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
Listening intently during Transitions
Ravi’s career trajectory has often taken him to sectors and organizations he did not know much about. The key to his successful transitioning, according to him, has been listening; but listening to what and whom? Get the details and some tips in this anecdotal nugget.
Building story telling skills
KV Sridhar talks about the distinction between creativity and craftsmanship. He mentions that all living beings (not just human beings) including creatures like ants have the ability to be creative. But for us to express it effectively, we need to practice our craft – whether it is story writing, photography, humour or anything else. And mastering that takes years and years of practice.
Building story telling capability
Devdutt breaks down story-telling and shares his perspectives around how we could become story tellers. He mentions that story-telling is often about turning a hard fact into emotion through plots and characters. He also emphasizes the need for brevity in corporate story telling. He shares a secret around how he tests for conceptual understanding of a story. He asks the narrator to share a long story such as Mahabharata in 1 line. He mentions that you quickly know if the other person “gets it”.
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.
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.
Giving feedback by listening
Arun talks about insights from Dalai Lama (who also wrote the foreword for his book) who says that Listening is the first wisdom tool and it is a pre-requisite for reflection, compassion and self-knowledge. Arun discusses why it is important to create a space for the feedback to land on the other side and listening is the path to creating that space.
The art of story telling
Ambi talks about what he has learnt from individuals like Late Pradipto Mahapatra, Late Mr Rohinton Aga and Mr M. Damodaran when it comes to storytelling. He draws the connection between storytelling and listening and discusses how it is not a skill-set that can be suddenly implanted into a team or an individual but has to be an integral part of the culture in an organization.