Podcast Themes

Mr OP Bhatt talks about how the leadership context in a Board is very different from that of a Chief Executive. 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.

Mr. Bhatt talks about how Chief Executives should be thoughtful about deciding which Boards they want to get onto. They need to have a very clear “Why” before they take a Board role. He also goes on to discussing the key behaviors that leaders need to embrace and let go as they transition from leading a company to influencing a Board. He underscores the criticality of a contributing mindset and says that it is possibly a greater indicator of effectiveness than competence on a topic.

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.

Rama talks about how people who have led companies end up getting empathetic with the management (by default) of the companies where they sit on Boards. She talks about the need for people to have clarity on who they are accountable to.

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.

Vedika is a Non-Executive Director on 6 Boards today. She talks about the transition from being an effective executive to being an NED. She talks about the significant shift often required in style for successful leaders to be effective in a Board context.

There is an inherent assumption that successful executives can easily transition into non-executive roles on the boards of organizations. However, as Ravi points out, that’s not necessarily true. Hear him talk about the special responsibilities and skills of a Board member. He also puts forward four questions you should ask yourself before taking on a non-executive responsibility.