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The charisma of Anna Hazare is for real! His simplicity, integrity and ability to lead from the front has drawn people from all over the world and from all walks of life. He has proved to the world that leadership is not about power or money but being true to the mission. A mission which connects people all across, touches everyone’s lives and makes a difference to the community. You would at times wonder the support you draw unconsciously from people just because you are unrelenting, selfless and championing the right cause. Team Anna has had no dearth of support in terms of basic necessities- food, water, shelter etc. as hundreds of people and corporates have contributed in cash and kind to

talent acquisition…..

"Oh - Sharmila is a such a great professional. Smart, intelligent and so very capable. Much as I would want to, I will not be able to hire as her high salary will upset the equilibrium of my organisation." Rahul's dilemma just as it is of so many leaders in mid to large organisations.   The last couple of weeks have been a time of absolutely fantastic learning. Have interacted with a lot of people within and outside the organisation, including some solid industry and management gurus. While the topics have ranged from business to politics to entertainment and what it takes to make it big in the competitive world of today, inevitably the discussions on talent - acquisition, retention and development - have been the most engaging. Something very close to my heart too! We all recognise talent as the most significant differentiator

incrementalism and change…..

Over the past few weeks I have had a chance to meet with some leaders whose current engagement at work involves dealing with a huge amount of change across a variety of functions. So even though one of the earlier posts had been dedicated to the subject of management of change, I am creating another one. Such situations always demand novel approaches and experimentation and force one to try and explore new dimensions in your quest to be successful. It is quite obvious that for anything to change, someone has to start acting differently. If the magnitude of change is large and profound, almost everyone has to be doing so. Ultimately the success of all change efforts boils down to the same mission - can you get people to start behaving in a new way. That requires serious personal

dance in the rain…..

Life is a continuous roller coaster ride. Moments when you are really upbeat and others when you are not. Times of great happiness, fulfilment and triumph interspersed with difficult down and out situations. Sustainability in tough times is a matter of resilience for sure. And the boost for that resilience, its source, often is the unflinching support and unselfish, true love of some people around us. Read a remarkable story recently and thought it to be worth sharing with all of you. Moved me tremendously!     It was a busy morning, about 8:30 am when an elderly gentleman in his 80's arrived to have stitches removed from his thumb. He said he was in a hurry as he had an appointment at 9:00 am. I took his vital signs and had him

adding value…..

The higher you go in an organization, the more you need to make other people winners and not think so much about winning yourself. Perhaps you have lots more to gain by not winning at all.Successful practice of leadership is clearly about doing more of what you do well. Isn't it rather obvious to reinforce all that people like about you and your style!  Let me provide another perspective on good leadership - to stop behaviours that alienate potential allies, demoralise talented and committed people. Simply stated, eliminating bad habits that prevent you from becoming as successful as you could possibly be. These are not flaws of skills or limitations in intelligence that are too late to fix for a smarter you. They are behavioural flaws, annoyances that reduce

never blame others…..

My apologies for writing after a long gap. Normally I try and do 3 to 4 articles a month and the last month was a complete miss due to some other preoccupations. Hope it never happens again. Some of you could say it is a matter of prioritisation and perhaps rightly as well. So I want to let you know I have my focus on it and will do my best never to have such a gap again. Interacting with young students of your own institute is such an energising experience. Their ideas are thought provoking and the discussions stimulating. Refreshing is the word. I was recently put into a spot in one such  interaction. The question - you spent 4 years at the institute, what has been the most

leadership incompetencies…..

While good leadership is the pivot for establishing superior organisations, it is rare and fact is that poor leadership surrounds us. Companies are finding it increasingly difficult to navigate the tough times with any reasonable degree of assurance and that can clearly be ascribed to a certain leadership deficit. Incompetence is easy to recognise. Often a poor leader creates the perception of being busy and organized. Such leaders are focused more on their personal needs, on keeping their own jobs rather than on the professional needs of those below them. They have a hard time developing their employees. Managerial incompetence threatens to sink the organisation if unaddressed. The question is - how do we know when we are dealing with these flaw ridden individuals. I am sharing some tell tale signs that should start to ring the alarm

leading change…..

Vikas, a dear friend of mine,  is currently engaged in transforming a strong and successful but stagnant division he manages into a more agile, nimble footed, growth oriented and externally focused one. How familiar does this situation  appear to so many of us corporate folks! A much debated topic, change management is a phrase used very frequently but often without adequate depth and understanding. A few of these corporate change efforts have been very successful and a few utter failures, most falling in between with a tilt towards the lower end of the scale. The process goes through a series of phases over a considerable length of time. Skipping steps only creates an illusion of speed and never produces satisfying results. When businessess are preoccupied with consolidating their positions, stability matters. However in

“A” players…..

A discussion on the topic of career progression with friends is an experience in discovery. Just last night Sandeep shared how his boss gave him a pass "you are not an A Player and unless you become one, it is career limiting forever!" One has often heard such hazy subjective explanations that have been responsible for plateauing the career graphs of many a committed and proven performer. In matters of people, being objective, transparent and clear in communication is such a virtue. If employees begin to believe that decisions are largely subjective or perception based, it causes immense damage to morale and performance which has the potential of destroying the very fabric of the organisation over time. That is a great leadership failure and the situation has been accentuated in recent times because of the short term contractual and outcome based recruitments at the top.   I

2011, the year of TLC…..

Let me take the opportunity to wish you and your loved ones a very joyous and prosperous new year 2011. May all your dreams become a reality and may you achieve tremendous success and peace! Would have loved to wish you on 1st January but celebrations to welcome the new year simply extended..... Resolutions for the new year have almost become a thing of the past. One often hears they are meant to be broken and so why even attempt to make them. For me, resolutions seem like a commitment to myself towards some improvement. Since a commitment to self is of the highest level, I do make them. And if they are compelling enough, chances are you will be driven to accomplish. The world is witnessing amazing changes. While you may argue with merit that