I was then a freshly-minted civil services probationer, years before I studied theories of leadership and organisational behaviourat a top business school. But in those very early years, I discovered wonderful human resource insights that are simple but powerful lessons in leadership. They shaped a lot of me in my journey through a variety of industries and operating contexts. Maybe these five lessons - key elements in anyone's leadership evolution - will help us to at least pause and reflect.
Stay close to your team, not your high office
All of 23, I remember going on my brand new red cycle to a subordinate office every morning. A round of hellos and personal enquiries with my staff, many of them decades older, brought firm handshakes and smiles. They were not used to a senior officer coming to them, clearing files at their tables, with them. My bosses were amused and perplexed. I knew my team better, understood what was happening in their lives and learnt from their wisdom. It was quicker, more inclusive, and built my early reputation as a leader of men and women. They delivered for me in full, even when I rarely had a typical reward carrot of the corporate kind with me.
Look to compliment at least one person every day
This was something my boss noticed in me and pointed out. I was thrilled no doubt but also became conscious in what I now call, 'positive psychology'. I see so many leaders yell at and rebuke their teams. And I know that raising voices is not needed. What a few kind words can do, no fear can secure. You always will have many things that will go wrong. We must correct them. But let us look for that one thing that went well and not assume praise will build complacency.
You are there to take a decision. Take it
I hated seeing files in my 'in' tray and would ensure all were settled before I left for the day. One day someone asked me why I always make my decision or recommendation so quickly. My belief was nothing is dramatically going to change by the next morning. And a bad decision can always be reversed. But what do you do with a stuck decision? I also realised that you must delegate well, trust the right people and not micro-manage. Otherwise, there will be no time to do what you are supposed to focus on.
Be high on candour and honesty
As a young officer, I did see a lot of my senior officers not disagreeing with their bosses. I, however, also saw they were not necessarily respected by the larger team for that. They were holding back more for political expediency than a better administrative decision. One could be polite but not feel shy of airing a point of view.
I did have a few difficult experiences too but overall learnt that an honest speak-up is a better career builder than being a pure survivor. I have had senior bosses call me weeks later to say they valued my input, even if then they found it contrarian then. The same has largely played out true in the many years since.
Build your people
I had no formal input on HR then. But intuitively I knew one must give credit to whoever has done the work. I recall taking some outstanding staff to give them visibility to senior officers. Some may have even found me not confident. But to me it was building greater significance and exposure for people who otherwise would have thought they were mere file pushers.
A lot of good work is done by people down the hierarchy. If only we could build them better, we could all have high-performing organisations. Life has moved on. Contexts have changed. The challenges of leadership have multiplied. Every leader is under greater pressure. But my early lessons have remained relevant. As one of my civil service bosses had told me years back, "Remember you finally have to earn your right to be a leader of men (and women) beyond your success at the UPSC (public service) examinations".
(The writer is president and CHRO, Reliance Industries)
Source | Economic Times | 3 March 2015
