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.
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.
Transitioning from playing sport to commentating
Vijay reflects on how he transitioned to a new career as his family context changed and he approached the end of his active tennis career. He talks about how re-inventing yourself is often like throwing yourself in the deep end of the pool without knowing how to swim. Perspectives that could be relevant for leaders who are trying to re-invent themselves given significant shifts in the world of work and in personal circumstances.
Transitioning across Cultures
Having moved from the army setup to the corporate world then onto a government organization and back to the corporate world, Raghu has worn many hats in his professional life. All of these shifts have involved transitioning across cultures- some well established, others being established and yet others, desperately needing a change in culture! Hear Raghu talk about how he navigated these transitions to integrate into the organization he joined.
Transitioning from the Army to the Corporate world
Raghu talks about how we could think about leveraging the pool of leadership talent that the army produces. He compares India to markets such as US, where there have been generations of Corporate Leaders who spent their early years in the Armed Forces. This is not just about providing an education around some of the elements of business. It is a complete rewiring that needs to happen.
Plunging into Stand-Up
“If you want to walk on water, you have to get out of the boat.” Hear how Papa CJ took the plunge into the gruelling yet satisfying world of stand-up comedy. A mix of conviction, grit, pragmatism, sacrifice and passion helped him make this journey. This nugget gives us an insight into planning and being prepared for transitions.
Leading in India versus other markets
How does being a business leader in India differ from leading in other international markets? Hear Ravi elaborate on what you need to succeed in India by sharing some personal experiences. Don’t miss the bit about Jack Welch of GE and the concept of a younger mentor.
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.
Integrating into a start-up
Culture is often seen as something that large organizations need to worry about. However, if a start up tackles the challenges of culture from the very beginning and clearly defines its competencies and values, it could be a significant competitive differentiator especially during the scaling up phase. Hear Abhijit elaborate on the startup ecosystem in this nugget.
Infosys to UIDAI - a 3D transition
Leadership Transitions can be a period of significant anxiety for several executives who are transitioning across contexts and domains. Nandan shares his insights around what he kept and what he changed when he transitioned across 3 dimensions when he moved from Infosys to UIDAI. He also talks about the power of commitment in such situations.
Transition pitfalls - Banking/Consulting to VC
Transitioning from one industry to another are always fraught with uncertainty and risk. Leaders are straddling several sub-transitions - settling into a new organization, flourishing in a new space which requires a different set of skills and mindsets. Karthik talks about the common derailers that could come into play when Consultants or Bankers are transitioning into Venture Investing.
Settling effectively into Venture Investing
The first 30-60 days in any profession are often quite tricky. Hairline cracks can quickly turn into fractures if not handled carefully. Karthik talks about how he works with the incoming members and thinks about the early passage of play in the organization. He also talks about how he pre-empts the derailment risk by suggesting to interested individuals to seek certain prior experiences before venturing into Venture Investing.
Transitioning out of Consulting (including views on entrepreneurship)
A career in Management Consulting in a firm like McKinsey can be immensely rewarding but also inexorably intense. Pramath talks about how he thought about a career in McKinsey versus pursuing something else. He also discusses some of the common misconceptions people often have when they take the plunge into entrepreneurship.
Effective Leadership transitions across companies
Leaders during transitions often feel like trapeze artists as they go from one to another. It is the role of the hiring manager and the transitioning leader to think this through. Vedika shares her perspectives in the context of some of her transitions at a leadership level.
Transitioning to the Social Impact world
"How do I bring greater meaning in my life" is a question that people start grappling with as they approach mid-life and beyond. However, people struggle with making this happen. Vedika discusses her transition from heading Credit Suisse in India to Water.Org
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.
Transitioning back to India in a leadership role
Vinita transitioned from an American MNC in their Latin American division to Britannia in India. It was a transition across multiple dimensions. She talks about her reflections around settling into the new context. She also talks about the role of the hiring leader in setting the incoming individual for success.
Learning/Unlearning during transition
Anu discusses the transition from high intensity consulting projects with a tight feedback loop to a relatively open ended and longer cycle life at McKinsey Global Institute. She talks about how she adjusted to the new operating rhythm of the place.
Transitioning from Advertising to the Tech world
KV Sridhar (Pops) talks about how he thought about the move from the world of Advertising to the world of Technology. He also speaks about the notion of staying relevant in the context of children and consumers and how one needs to be in sync with them to be able to connect with them.
Settling effectively in a new organization
KV Sridhar talks about his perspectives on settling into an organization and how leaders should think about what to maintain and what to change. He makes the case for imbibing the values of the organization and then interpreting it differently as you slowly build trust with the ecosystem.
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.
Transitioning to the Social Impact world
Neera talks about the distinction between Needs and Wants as people think about a career in Social Impact as against the Corporate world (although the lines between the two are being blurred). She also discusses some of the real challenges when people with a long successful tenure in the Corporate world transition to the Social Impact world. She shares her perspectives on how could adapt well into the new context.
Distinctive leaders in the Social Impact space
Neera talks about some of the unique characteristics of the distinctive leaders that have made a lasting contribution in the Social Impact space. She talks about a combination of a desire for large-scale impact coupled with empathy for the consumer whose needs and wants they want to address.
Transitioning across contexts
Arun talks about how one can listen to build credibility in a new context, especially if you are in a situation where you feel you do not have the capabilities on Day 0\. He talks about how he learnt from Sumant Moolgaokar by watching him interact with people across hierarchies including how he would engage with the gardener. He shares that it is critical that we move from a “I will teach” to a “I will learn” mindset when you move to a new context.
Transitioning to solo-preneurship
Indranil talks about his challenges in transmitting some of the elements of the credo he had crafted as the head of Marketing and Strategy of his organization. He underscores the risks of abstraction when we craft values such as honesty, excellence, customer-delight etc. and adorn the walls. He takes the example of a story to illustrate the point “no room for ordinary” a value they were trying to live in his company. He goes on to share how he transitioned to the world of story-telling and reflects on some of his early lessons in solo-preneurship.
Settling into a new context
Dr Guha speaks about the phase of transition when Gandhiji moved from South Africa to India. He talks about how Gandhiji was advised (by Gopal Krishna Gokhale) to spend about a year understanding the nuances of the country before embarking on a journey of change. He also speaks about Gandhiji’s open-mindedness and willingness to listen which enabled him to absorb the complexity of the country without bringing his biases.
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.
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.
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.
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.
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.
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.
Building good judgment
Sound judgment is a must have for any leader in any domain. Having a sense of what makes sense all things considered is hard and critical. Zia provides her perspective on what it takes to have good Judgment from a Lawyer's perspective.
Building good business judgment
Suresh talks about the trade-off between long-term considerations like consumer trust and the short-term cash flow pressures. He specifically talks about the considerations that went into them proactively destroying about 35000 tonnes of food (that was arguably of good quality). He also breaks down what it takes create a climate where the people under the take the right decisions even when under duress.
Focus vs Perspective
Devdutt talks about the distinction between Focus (Rana-bhoomi) and Perspective (Ranga-bhoomi). He talks about how when you adopt focus, you see the world from your perspective while when you have perspective you see it as a whole without boundaries. He links this to the business context and talks about the distinction between the healthy side and the dark side of capitalism where companies often over-emphasizing adding value to shareholders (often at the exlusion of some of the other stakeholders that could be impacted).
Building perspective and judgment
Devdutt talks about the distinction between sarpa drishti (focus, short-term) and garuda drishti (perspective, long-term). He talks about how there is merit in having a certain rhythm with which one wears each lens. He talks about the churn that happens between the two when you toggle between them rather than looking at them sequentially. He also talks about the merits of having clarity of the role you are in (CEO, Board, Owner –etc.). He mentions that often, a lot of confusion ensues because people aren’t clear about the role they have been entrusted with.
Balancing the macro and micro views
Jay talks about how he thinks about the macro discussions he has when he is in Delhi or with an international delegation (which is often about solving for the future) and balances it with the concerns of the here and now that people in his constituency are facing. He talks about he manages to combine the bird’s eye view and the worm’s eye view.
Perspectives on Prioritization
Jay talks about the criticality of creating the leverage as a leader to find a mechanism to process the volumes the data that comes to you to be thoughtful about your decisions. He goes on to talk about how he has to balance the need to go after legislative priorities with crises that might erupt in your constituency from time to time.
Building better business judgment
Amit discusses how people get better at judgment calls over time. In an industry where the lead time to feedback is long, this is a significant differentiator over the long-term. He also discusses how, in order to drive disproportionate returns, it is critical to walk the tight-rope between seeking all the inputs required for a decision but at the same time have the courage of conviction to stick your neck out to avoid a consensus evaluation.
Delivering good judgments
Vinay talks about how the same judgment can have a different journey of implementation depending on the ecosystem in which the judgment is pronounced. He talks about the distinction between barking and biting when he looks at a Judgment. He urges the leaders (Judges, Lawyers, CEOs) to think hard about the ecosystem they are in and the control they have over implementation before they go for a certain verdict.
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.
Making/Not making key decisions
Vinay talks about how Narasimha Rao made decisions or chose not to make decisions strategically depending on the political context. He mentions that often people think of Narasimha Rao as an intellectual but Vinay argues that he was a man of action but also somebody who was acutely aware of his political ability to drive through change.
In Summary - Playing to Potential
Vinay talks about how Narasimha Rao was a fusion of Don Quixote (somebody who acted without too much thinking) and Hamlet (somebody who thought a lot but didn’t act as much) and how he brought the various shades of gray in his personality to bear as a leader. He talk about how we need to be cognizant of our environment when we think about what we do and how we implement it.
Judgment and values
Arun talks about how values play an important role in how we build a sense of judgment on situations. He specifically presents the opposing perspectives of two views. 1) Utilitarian view 2) Individual rights view. He goes on to talk about the importance of tailoring our approach to the specific context rather than being binary about it.
Listening & "Thinking fast and slow"
Arun talks how we might not be feeding our “thinking slow” part of the brain enough (using the phrase made popular by Nobel Prize winning Economist - Daniel Kahneman). He talks about how people now have greater reach in connections but with often diminishing levels of richness. He quotes some recent studies where brains of children have shown to be influenced by this and how this is impacting several areas including how we feel about ourselves, our attitudes and empathy. He re-emphasizes the power of having reading as a habit to further build the muscle of “Thinking Slow”.
Trusting the expert
In the book – Sponge – Ambi shares an illustration. Let us say, you have an architect who designs a house for you with 5 pillars. You feel that this doesn’t look good aesthetically and you want her to design it with 3 pillars. She does so and builds a house for you. A few months later, the house collapses. Whose fault is it? Architect’s or yours? Ambi talks about how clients with varying styles (ranging from Dr Varghese Kurien to Mr Rohintan Aga) work effectively with experts to get the most out of them.
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.
Judgment - Balancing head and heart
Ambi discusses how some of the leaders he has worked with combine science and art in making good judgments. He talks about how some of these leaders walk the fine line between following process and using well-informed gut to make superior decisions over time. This is specifically relevant in the world of Marketing and Advertising where the production values can vary by orders of magnitude.
How Gandhiji made decisions
Dr. Guha speaks about Gandhiji went about making complex decisions. He talks about how he was able to combine the need to be democratic and to listen to the various people around him with the ability to be decisive and back his instincts given the overall context.
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.
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.
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.
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.
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.
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.
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.
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 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 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.
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.
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.
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.
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”.
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.
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.
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.
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.
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.
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.
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.
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.
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.