Business Today 14th January 2018 - Page 150

The Best Management Lesson I Learnt
stretching above and beyond what was normal to achieve had a huge impact on business performance .
Fearless leaders make a big difference : So very often , managers have fallen prey to mediocre ambitions citing insufficient funds for marketing , sales or supply chain . Contrast this to the many Indian entrepreneurs who had high ambitions but not many dollars to show for the same ( and
I refer to an era a few years ago ; not today s world with angel investors and PE funding ). I am sure there will be innumerable examples that jump to your mind on how these entrepreneurs made it big . For a manager , ambition is equal to resources , however for an entrepreneur eur , ambition is far beyond resources . Ambitions and resources are not necessarily di- rectly correlated . Therein lies another big lesson that I learnt on why people matter ter ; you need a bunch of fearless leaders whose ambitions far outstrip resources on hand
. Networks and relationships are
invaluable : In every new role or new organisation , you start from ‘ Ground Zero ’. Your past successes don ’ t guarantee anything as you need to deliver in that role to move forward ! Of course the knowledge , skills , behaviours and mindsets you acquired will serve you well , but you will most likely need something more . As you build your career , you will “ carry-forward ” ( using accounting parlance ) something invaluable from the past – the ‘ Networks ’ and ‘ Relationships ’ you built . And here again , it is about people and they matter !
Your networks and relationships will be huge pillars of support – they will provide moral support at the least and possibly come to bail you out in difficult times or they will offer to coach and mentor you when you need them the most . A broad and diverse network will lend diversity to your development and just as importantly they will be influential voices in the ‘ power-corridors ’ of your organisation in shaping careers .

When I coach my team I often tell them about

three aspects of building networks and relationships : 1 ) They are a two-way street , hence it is all about give and take 2 ) Make them diverse 3 ) Are you investing time in building and nurturing them or just hoping they will happen ?
Talking about give and take : Each one of us is passionate about our views and often we defend them
Passionate teams are driven , they want to make a difference , they find solutions to the toughest problems and energise the organisation . No amount of dollars can buy you passion . It has to be created , enabled and nurtured
stoutly . Yet they are only our perspectives and maybe far from reality . And if such a realisation dawns upon us we would be more accommodating of alter- nate views . Life is about give and take and likewise in relationships we can take nothing unless we give something . Life in the corporate world is just the
same , unless you are willing to hold your
position lightly and hence yield on some
strong personal views you will have no
friends at work ! As a provocation ; you
possibly cannot win more than six of the
ten battles you fight at work and yet have
friends , and if you are a maverick you
still cannot win more than seven of ten and yet have friends at work !

Talking about making them diverse : When you think about networks and relationships don ’ t just think about which senior leaders you need to nurture relationships with .

Think more broadly about your peers , your team and other external stakeholders i . e . your alumni at work and school , consultants you work with , search partners who engage with you , members of the board , etc . For most senior hires , good companies do reference-checks not just with past bosses but also with peers , subordinates and other stakeholders .
Talking about investing time : There is no one-way that will work for all , do it your way but do it you must . One CEO told me how whenever he would travel , he would create an additional day just to connect and network with stakeholders . I personally spend around two hours a day just connecting with my network . And one caution : connecting offline alone will never deliver , your behaviour in each and every interaction at work counts – it is about how you show up every day .
Outstanding alone , better together : While I have penned quite a bit about people , it would be incomplete if I didn ’ t call out the fact that teams matter more than individuals . There is no better testimony to this than relay races – teams with great runners who passed the baton better won more often versus teams that had rock-star sprinters .
In conclusion I would like to quote a global CEO who once told me : “ I would never bet my dollars on your economy or your population ; I would rather bet them on a great team with a great leader ”. In other words , people are all that matter .
150 I BUSINESS TODAY I January 14 I 2018
The Best Management Lesson I Learnt stretching above and beyond what was normal to stoutly. Yet they are only our perspectives and may- achieve had a huge impact on business performance. be far from reality. And if such a realisation dawns p us we would be more accommodating of alter- Fearless leaders make a big difference: So very y upon nate views. Li often, managers have fallen prey to mediocre ambi- Life is about give and take and likewise keting, sales or in relationship tions citing insufficient funds for marketing, relationships we can take nothing unless we give something. Li supply chain. Contrast this to the many y Indian entre- Life in the corporate world is just the sa preneurs who had high ambitions but not same, unless you are willing to hold your nd I p many dollars to show for the same (and position lightly and hence yield on some ay’s st refer to an era a few years ago; not today’s strong personal views you will have no nd- fr world with angel investors and PE fund- friends at work! As a provocation; you able p ing). I am sure there will be innumerable possibly cannot win more than six of the te examples that jump to your mind on how ten battles you fight at work and yet have fr these entrepreneurs made it big. friends, and if you are a maverick you st For a manager, ambition is equal l to still cannot win more than seven of ten eur, a and yet have friends at work! resources, however for an entrepreneur, mbi- ambition is far beyond resources. Ambi- alking about making them di- tions and resources are not necessarily di- verse: When you think about rectly correlated. Therein lies another big ter; networks and relationships don’t lesson that I learnt on why people matter; Passionate ose ju think about which senior leaders just you need a bunch of fearless leaders whose teams are nd. yo need to nurture relationships with. you ambitions far outstrip resources on hand. T Think more broadly about your peers, Networks and relationships are in in- driven driven, they your team and other external stakehold- valuable: In every new role or new organ- want to make ers i.e. your alumni at work and school, isation, you start from ‘Ground Zero’. Your a difference, consultants you work with, search part- past successes don’t guarantee anything they find ners who engage with you, members of as you need to deliver in that role to move solutions to the board, etc. For most senior hires, forward! Of course the knowledge, skills, the toughest good companies do reference-checks not behaviours and mindsets you acquired problems and just with past bosses but also with peers, will serve you well, but you will most likely subordinates and other stakeholders. need something more. As you build your energise the Talking about investing time: There career, you will “carry-forward” (using ac- organisation. is no one-way that will work for all, do it counting parlance) something invaluable No amount your way but do it you must. One CEO from the past – the ‘Networks’ and ‘Rela- of dollars told me how whenever he would travel, tionships’ you built. And here again, it is can buy you he would create an additional day just to about people and they matter! passion. It has Your networks and relationships will connect and network with stakeholders. I to be created, be huge pillars of support – they will pro- personally spend around two hours a day enabled and vide moral support at the least and possi- just connecting with my network. And bly come to bail you out in difficult times one caution: connecting offline alone nurtured or they will offer to coach and mentor you will never deliver, your behaviour in each when you need them the most. A broad and every interaction at work counts – it and diverse network will lend diversity to is about how you show up every day. Outstanding alon ѕȁѽѡ]$ٔ)ȁٕЁЁ́хѱѡݥ)եєЁЁЁݽձ)Օѥٽ́ѡaݕȵɥϊdȁȴ)є$eЁЁѡЁѡЁѕ́ѕ)ͅѥ͡ɕ̸)ɔѡ٥Յ̸Qɔ́ѕȁѕѥѼ)$ѕ$ѕѕѡ)ѡ́ѡɕɅ̃Lѕ́ݥѠɕЁչ́ݡ)ѡɕ́եݽɭ́ɔ)͕ѡѽѕȁݽɔѕٕ́ѕ)ѥ͡ĤQ䁅ɔݼ݅ɕа)ѡЁɽхȁɥѕ̸)Ё́ЁٔхȤ5ѡ)%ͥ$ݽձѼսє <)ٕ͔̤ɔԁٕѥѥեȴ)ݡѽ胊q$ݽձٕȁЁ䁑́)ɥѡȁЁѡݥ)ȁ䁽ȁȁձѥ$ݽձɅѡȁ)QЁٔх́)ѡɕЁѕݥѠɕЁˊt%ѡ)ͥєЁȁ٥́ѕݔѡ)ݽɑ̰ɔѡЁѕȸ)P)\($ UM%9MLQ=d$)ՅЁ$