Business Today 14th January 2018 - Page 136

The Best Management Lesson I Learnt
All leaders must remember they are only delegating authority , not responsibility . The responsibility stays with the leader , but he trusts the team enough to delegate authority to them
to assess a person you do not know well : Assume they are good and competent till they prove to be otherwise or assume they are useless till they prove to be good . He always encouraged me to follow the former . Trust your team members , give them bigger responsibilities and nine out of 10 times they will not let you down .

While I have been practising some of these

learnings all through my career , they were brought sharply into focus when I left JWT after 19 years to join Worldwide Media – a Times of India / BBC Worldwide joint venture – as the CEO . I had joined a completely new industry . I needed to learn fast as the board wanted me to present my vision for the company at the next board meeting , which was only three weeks away . In my first week , I set up my leadership team . The nomenclature was chosen deliberately – leadership team and not an executive committee . It was a cross-functional team made up of all my direct reports . We went for an offsite , spent two days understanding our current business and the opportunities . From them , I got a crash course on the current business . We had a workshop on what we wanted to be and what we wanted to do as a company . At the end of the two days , we had a vision for our company . Since it was a vision that the leadership team worked on and arrived at together , it became “ our ” vision and not the CEO ’ s vision . The buy-in was instant . The board meeting went well , and our company was on its way . The leadership team grew in size as our business grew . We maintained the regularity of the team meetings , ideally every quarter and at worst , every four months . All issues , from sales to editorial to HR and finance were discussed with complete transparency . Decisions were taken and the implementation started immediately . It was simple ; if the team as a whole has agreed on a course of action , it should be implemented immediately . With the buy-in of a cross-functional team , there should be no impediments to implementation . A team decision eliminates that yawning gap between intention and implementation .

Taking a leap of faith with people , as my father

suggested , is something I have always tried to practise . Sometimes even when the person himself is not ready for that leap . When I decided to entrust the role of editor to a 27-year-old in my former company for the launch of an iconic travel magazine , his response was one of disbelief . He kept asking me why I thought he was ready for the job even though he thought he wasn ’ t . I had to convince him of my belief in his capability . He did take up that role and did an excellent job .
As I returned to head JWT South Asia a couple of years ago , my first decision was to form my leadership team . I have surrounded myself with very bright people . We have a shared vision for the company and its future . We meet regularly – more interaction means better integration – we collaborate well , and we move fast . They are a bunch of very competent individuals and as a team , they are unbeatable . The reason why we had two recordbreaking years at JWT since my return , is almost entirely due to this fantastic team .
136 I BUSINESS TODAY I January 14 I 2018
The Best Management Lesson I Learnt All leaders must remember they are only delegating authority, not responsibility. The responsibility stays with the leader, but he trusts the team enough to delegate authority to them to assess a person you do not know well: Assume they are good and competent till they prove to be otherwise or assume they are useless till they prove to be good. He always encouraged me to follow the former. Trust your team members, give them bigger responsibilities and nine out of 10 times they will not let you down. W hile I have been practising some of these learnings all through my career, they were brought sharply into focus when I left JWT after 19 years to join Worldwide Media – a Tim ́% ]ɱݥЁٕɔ+Ĺѡ <$ѕ䁹܁̴)丁$ѼɸЁ́ѡɐ݅ѕ)Ѽɕ͕Ё٥ͥȁѡ䁅Ёѡ)ɐѥݡ݅́ѡɕݕ́݅)%䁙Ёݕ$͕Ё䁱͡ѕQ)ɔ͕݅́Ʌѕ䃊Lȴ)͡ѕЁᕍѥٔѕ%Ё݅́)ɽ̵չѥѕ䁑ɕЁɔ)̸]ݕЁȁͥєЁݼ́չȴ)хȁɕЁͥ́ѡչ)ѥ̸ɽѡ$ЁɅ͔͠ѡɕ)̸ͥ]ݽɭ͡ݡЁݔ݅ѕ)ѼݡЁݔ݅ѕѼ́丁)ѡѡݼ̰ݔ٥ͥȁ)丁MЁ݅́٥ͥѡЁѡ͡)ѕݽɭɥٕЁѽѡȰЁ+qˊt٥ͥЁѡ ?é٥ͥQ䵥)݅́хиQɐѥݕЁݕ)݅́́݅丁Q͡ѕɕ)ͥ锁́ȁͥ́ɕܸ]хѡ)ɕձɥ䁽ѡѕѥ̰䁕ٕՅȴ)ѕȁЁݽаٕ䁙ȁѡ̸Օ̰ɽ)́ͅѼѽɥѼ!Hݕɔ͍͕)ݥѠєɅɕ丁ͥ́ݕɔх)ѡхѥхѕѕ丁%)݅́ͥ쁥ѡѕ́ݡ́ɕ)͔ѥЁ͡ձѕ)ѕ丁]Ѡѡ䵥ɽ̵չѥѕ)ѡɔ͡ձ́Ѽф)ѥѕͥѕ́ѡЁݹ)ݕѕѥхѥ)P)ѠݥѠ́䁙ѡ)՝ѕ́ͽѡ$ٔ݅́ɥ)ѼɅѥ͔Mѥٕ́ݡѡͽ)͕́Ёɕ䁙ȁѡЁ]$)ѼЁѡɽѽȁѼܵ啅ȵ)ɵȁ䁙ȁѡչɅٕ)饹́ɕ͔͉݅́!)ͭݡ$ѡ՝Ё݅́ɕ䁙ȁѡ)ٕѡ՝ѡ՝Ё݅ͻeи$Ѽ٥)䁉́丁!хѡ)ɽፕЁ)́$ɕɹѼ)]PMѠͥԴ)啅́䁙Ёͥ݅́Ѽɴ)͡ѕ$ٔɽչ͕ݥѠ)ٕ䁉ɥЁ]ٔ͡ɕ٥ͥȁѡ)䁅́ɔ]Ёɕձɱ䃊Lɔ)ѕɅѥ́ѕȁѕɅѥLݔ)ɅєݕݔٔиQ䁅ɔչ)ٕ䁍ѕЁ٥Յ́́ѕѡ䁅ɔ)չхQɕͽݡݔݼɕɐ)ɕ啅́Ё)]Pͥɕɸ́)ѥɕ䁑ՔѼѡ́хѥѕ(؁$ UM%9MLQ=d$)ՅЁ$