6 - Getting comfortable with contradictions - Vinay Sitapati on the Jugalbandi between LK Advani and AB Vajpayee and lessons in Leadership

Vinay puts the Vajpayee – Advani relationship in perspective. He speaks about how they had two occasions where the power equation flipped completely. He shares other examples to illustrate how special this dynamic is when you compare it to most other relationships at the top across disciplines.

Vinay speaks about how the two phases of transition played out when the power shifted between Vajpayee and Advani. He speaks about the how the transitions were not sudden and how the two leaders handled themselves in the situation.

Vinay speaks about how RSS has been able to create a tight bond amongst its members. He attributes it to the requirement of the RSS pracharaks to be Brahmacharyas (stay single) while their emphasis on family-like values in the organization. He speaks about how this has helped them attract talented people into the organization and avoid the pitfalls of dynastic politics.

Vinay speaks about how RSS wires up its members in a certain way through the various things it does as an organization. He likens it to McKinsey, the Consulting firm in the way the firm installs a certain Operating System which often endures (I can vouch for it as an alumnus) in the way we think and act long after we have left the organization.

Vinay speaks about how the RSS and BJP use the interpretation of history to create a certain purpose for the institution which is beyond the individual. He also speaks about some of the institutional norms that ensure that the organization stays cohesive and there isn’t unnecessary “chatter”. He also uses the term “sulking on mute” to denote how leaders would disagree yet commit to a chosen path putting the institutional interests ahead of theirs.

Vinay speaks about the many layers of Vajpayee and how he had several contradictions within. He goes on to speak about great leaders and how we have to study them in a non-linear fashion for us to make sense of them.

Vinay speaks about some of the nuances involved in the way Advani and Vajpayee handled their personal and professional relationship. He speaks about how they often put the Hindu Nationalist agenda (as cultivated given their formative years in the RSS) might have acted as a glue that might have held them together over the long term despite their differences.

Vinay speaks about how tactful politicians like Vajpayee understand the notion of an “Overton Window”, a skill that CEOs need more and more as the levels of complexity compound in the world we live in.

Vinay speaks about how RSS balanced the notion of hierarchy (that’s so prevalent in the Indian context across various organizations) with the need to be meritorious to create a culture that brought the best of both worlds in the way it shaped the culture.