The reflection habit - decoding signal from the noise
Vinay talks about Narasimha Rao’s habit of reflection and journaling which helped him deal with the ecosystem he was in. Vinay talks about how Rao used the habit of journaling to develop a nuanced understanding of the context he was in which helped him deal with situations of grey effectively. He also talks about how he managed to gather intelligence around what was happening around him despite his lonely nature.
Driving Deep Work
How easy it is these days to be distracted? Just one minute on Facebook or Twitter and there goes the whole morning! In such an age of distraction where our attention spans are becoming lesser and lesser, how does Amish find the time and space to write? Hear his tactics of getting the momentum going. Hint: there is also something about a sugar rush in there!
Driving Mindfulness and Deep Work
Distraction is all around us. Our screens are becoming smarter and our attention spans shorter. Engulfed with this tsunami of data in a world that worships multitasking, how does one develop mindfulness? Raghu shares some invaluable tips practiced by corporate leaders. You will be amazed to hear how simple tweaks (no need for any props! Just your time) can improve your mental well being.
Performing at the top and being grounded
Vishy talks about the various elements that matter to perform at the highest level in addition to IQ. He specifically discusses the criticality of collaborating with a range of coaches and players. He also shares how he manages to stay present during a game (a trait that Anatoly Karpov used to be a master at with his ruthless Boa-Constrictor style play he says). He also shares how he has managed to stay simple and grounded despite the towering heights he has reached as a Chess player.
Rejecting 3 jobs and painting in Goa
KV Sridhar (Pops) talks about how came to Mumbai to pursue commercial opportunities and cast his net beyond Hyderabad – where he grew up. He also talks about the fact that very quickly he got himself three offers (on the creative and commercial side) but decided to go to Goa to learn and reboot. He talks about how he led the life of a vagabond for a few months and how he landed the next role at Ulka.
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).
Music and Technology
Jayashri talks about overdependence on technology and how that is coming in the way of learning where the student puts off the learning to technology. She talks about how she tries to benefit from the technology while knowing that she could do what she does even without it.
In Summary - Playing to Potential
Mr Bhatt talks about a simple habit that he has found helpful in his journey over the years. He talks about the role of the conscious and the sub-conscious mind and how that can be leveraged for self-development. He talks about how he reflects for 5 minutes at the start of the day and at the end of each day and the difference it has made to him over the years.
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.
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.
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.
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.
Having deep conversations at scale
Arun talks about how the depth of insight and intimacy gets compromised when we start having conversations across a large number of people. However, he shares his insights around how we could still make such conversations enriching by moving from the layer of data to the layer of how people form their opinions on the data.
The art of facilitation
Arun talks about how one must be clear about how one should think about structuring a meeting/conversation. He also suggests different formats depending on different depths to which we wish to go in the conversation. He makes the distinction between discussion, debate, deliberation and dialogue and urges us to be clear about what to use when.
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”.
Being heard in a noisier world
Arun talks about the downsides of being a good listener and says that sometimes, it might be harder for people to notice you given the noise around them. He also goes on to talk about how sometimes, we embark on a path of making some noise (through marketing, branding etc.) to be heard but he says that sometimes that path changes who we are in the process and by the time we get to the point where we are being heard, we may not be the same listeners any more that we were when we started out. He quotes Sir John Dalberg-Acton and says that “Power tends to corrupt, and absolute power corrupts absolutely”.
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.
Listening as a leader
Ambi talks about how effective CEOs set a climate so that their teams feel comfortable presenting risky ideas to them. He talks about how if you don’t set the right atmosphere in the organization, the team below you can hedge their bets and focus on managing their image with the CEO than really solving for what is right for the organization. He discusses how you can create a culture where the team focuses on “winning in the market” rather than “winning in the system”.
Smoke Signals in a relationship
Ambi talks about what it takes to develop and maintain an account over a period of several years. He speaks about the criticality of having tentacles across the organization to get a pulse on the relationship. He also underscores the criticality of the role of the CEO in ensuring that he/she sets the right climate for the troops to share any potential cracks that are appearing in the relationship.
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.
Indranil talks about the criticality of story-listening and how it is critical to ask the right questions to elicit stories. He speaks about the fact that we often have a propensity to ask the How, Why and What questions because we are looking for a net-view but sometimes the rich data can be found by asking the When and the Where questions when you take people back to a moment in time.