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.
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.
Building culture – Lessons from the Army
Numbers occupy a large part of our mind space when we think of organizations- sales figures, trend lines, market share – the list is endless and often clinical. But what about the stories behind the companies? These legends, usually ignored, are crucial for culture building. Hear Raghu talk about how the army utilizes this powerful tool to build its cultural identity and motivate its people.
What Corporates could learn from Stand-Up
A stand up comedian is also a brand that provides services worldwide. So what can the world of business learn from the world of stand up comedy? Papa CJ draws parallels between these two seemingly starkly different realms. Watch out for the anecdote on heckling and its comparison with dealing with feedback.
Understanding the processor inside
In this nugget, Vishy talks about how he harnesses the potential of his mind in being a chess player at the very top over a prolonged period. He talks about how the human mind is like a wild horse that needs to be harnessed carefully. He shares some of his insights on how he tries to get the best of his conscious and his sub-conscious mind in preparing for big games. He also discusses some of his rituals in ensuring that he brings the best of himself to bear in various match situations.
Parallels between Chess and Business
Vishy talks about his take on the parallels between the Chess board and the world of business. He mentions that in both contexts, the notion of “what got you here won’t get you there” might apply if you are not willing to take a fresh look at yourself and your approach to sport or business. He talks about the importance of tracking what changes in you when you encounter success or failure and ensuring that we cope effectively with the ups and downs whether it is running a company or playing a sport.
Lessons for business from politics
Jay discusses how the risk appetite is different in politics is different from that in the corporate world largely because, in politics, unlike in the business world, one has to secure loyalty first before going after performance and that can lead to a very different view on the kind of risks a politician might end up taking.
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.
Sir Ang Lee and Excellence
Jayashri talks about her collaboration with Sir Ang Lee where when she collaborated with him to sing for the movie – Life of Pi. The song was eventually nominated for the Oscars for the Best Original Song (first Tamil song to be nominated). She talks about how Sir Ang Lee brought out the best in her during the five days that she spent recording the 5 odd lines of the song.
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.
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.
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.
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.
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.
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.
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.
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.
Unanticipated consequences and "Cobra effect"
Kartik speaks about how, if we are not watchful, algorithms might end up creating outcomes that we hadn’t really pictured when we started using them. He speaks about one particular example of an instance with Amazon where using algorithms to screen resumes led to the gender bias being further amplified before Amazon noticed it and addressed it.
Exercising consumer choice - balancing efficiency and diversity
Kartik uses the example of music (Pandora, Last.FM and Spotify) and speaks about the different approaches to algorithm design and the implications on the kind of content we are likely to see as consumers. He also speaks about how the designers of algorithms need to have a holistic approach to developing metrics to evaluate the efficacy of the algorithms.