India's current political scene has more potential to throw up corporate lessons than a succeed-at-your workplace seminar does.
How do you deal with a boss, who flip-flops as often as Mamata Banerjee does? How does a second-generation entrepreneur, saddled with a senior team, as Akhilesh Yadav is, deal with the situation? And what does a young leader like Rahul Gandhi, who failed a crucial test, do next? Economist and author Meghnad Desai says, "Sack Mamata, put a senior mentor over Akhilesh and ask Rahul to find a new job which is more conducive to his talents." Times Life! looks to India Inc. for answers.
Mamata Banerjee, Paschimbanga CM: Committed, but boss from hell!
For freshly-sacked Railway Minister Dinesh Trivedi, and the UPA 2 coalition member Trinamool Congress, party chief Mamata Banerjee is a bosscum-colleague from hell. My way or the highway, is the philosophy with which she sacked Trivedi, when he proposed a rail fare hike against her wishes. She promptly installed her right hand man, Mukul Roy, in his place. Anisha Motwani, director and CMO, Max New York Life, says, "Imagine a boss who's fickle and impulsive. Life can be miserable. It's difficult to keep pace with a changing mind. However, such bosses tend to perform their core responsibilities extremely well. Those with Banerjee's temperament must work towards appearing more mature."
Rajat Malhotra, president, retail, for a hypermarket chain, sees the advantage of such a boss: "She shoots her mouth, but what you see is what you get." Bill Gates was to the corporate world what Banerjee is to Indian politics, believes Praveen Chakravarty, CEO, Anand Rathi Financial . "I can't think of a better analogy. I've worked with Gates during the glory days of Windows '95."Chakravarty thinks that 'firing' Trivedi would be akin to sending a message down the line to behave. It's a "heartless business decision". But bosses like Banerjee respect those who challenge them head-on. "Mamata has a powerful bulldozing personality and confrontation comes naturally to her. She would respect you if you took a stand, even if against her, with a valid reason," says corporate coach Santhosh Babu.
Akhilesh Yadav, Uttar Pradesh CM: Young leader among experienced conservatives
His quandary is familiar to all young leaders heading a team of experienced hands. Even as the 38 year-old promised to weed out goondagiri, his party workers were involved in mob attacks. Last fortnight, 'excited' workers blocked a highway in Amroha for four hours and indulged in celebratory firing to welcome Minister Mehboob Ali while thousands of vehicles, including an ambulance, were stalled. All cops could do was plead, said news reports. Chakravarty says, "His rise is reminiscent of the heir who has strived to win organisational support and establish his right to lead rather than be obligated to lead. Reliance Industries chairman and MD Mukesh Ambani and Paul Jacobs, CEO of American telecommunications giant Qualcomm, come to mind. While securing their leadership positions through genetics and lineage, they have strived to establish and prove their credentials, first, within their organisation in order to win internal support, and then in the world at large."
The acquisition strategy was bang-on, believes Motwani, wooing rural voters on a bicycle and the youth through social networking websites. Now comes the sustenance strategy. "The first 90 days are critical for all CEOs. Akhilesh must create a powerful, inclusive vision and get the buy-in of experienced hands and his father's unconditional support; focus on quick wins while emphasising long-term plans; and launch an image makeover while communicating his brand identity powerfully," suggests Babu.
Rahul Gandhi, MP and general secretary of Congress:
Lone warrior who plays by the book Rahul Gandhi took his time to speak up on the Jan Lokpal Bill, and stayed mum when the Congress leadership chose to keep an eye on Muslim votes when author Salman Rushdie was 'advised' not to visit the country for this year's DSC Jaipur Literature Festival. While young India waits to know Gandhi's stand on issues, he toes the party line, seemingly remote-controlled by senior colleagues. Motwani considers him a candidate, who pops in and out at his party's behest. "He was gung-ho during campaigning and then disappeared. Such leadership appears to be acting on other's instructions and is not empowered enough."
His dilemma is similar to a second or third generation entrepreneur, says Malhotra. "A leader must let his people know who he is, and what he stands for. When people turn out to listen to him, it's plain hero-worship... Rahul must create more leaders, and let others be heard." Gandhi must work towards winning internal support, suggests Chakravarty. "Corporate leaders like Kumar Mangalam Birla, chairman of Aditya Birla Group, who seemed reluctant at first, but later found their own space, have a lesson for Rahul. We hope he uses the UP debacle as a stepping stone."
Babu believes Gandhi does not demonstrate strength of conviction. "It's about following your instincts, learning from experience, and aligning your values to your actions while addressing issues."
http://timesofindia.indiatimes.com/life--style/relationships/work/Corporate-lessons-from-Indian-politics/articleshow/12490832.cms?intenttarget=no
How do you deal with a boss, who flip-flops as often as Mamata Banerjee does? How does a second-generation entrepreneur, saddled with a senior team, as Akhilesh Yadav is, deal with the situation? And what does a young leader like Rahul Gandhi, who failed a crucial test, do next? Economist and author Meghnad Desai says, "Sack Mamata, put a senior mentor over Akhilesh and ask Rahul to find a new job which is more conducive to his talents." Times Life! looks to India Inc. for answers.
Mamata Banerjee, Paschimbanga CM: Committed, but boss from hell!
For freshly-sacked Railway Minister Dinesh Trivedi, and the UPA 2 coalition member Trinamool Congress, party chief Mamata Banerjee is a bosscum-colleague from hell. My way or the highway, is the philosophy with which she sacked Trivedi, when he proposed a rail fare hike against her wishes. She promptly installed her right hand man, Mukul Roy, in his place. Anisha Motwani, director and CMO, Max New York Life, says, "Imagine a boss who's fickle and impulsive. Life can be miserable. It's difficult to keep pace with a changing mind. However, such bosses tend to perform their core responsibilities extremely well. Those with Banerjee's temperament must work towards appearing more mature."
Rajat Malhotra, president, retail, for a hypermarket chain, sees the advantage of such a boss: "She shoots her mouth, but what you see is what you get." Bill Gates was to the corporate world what Banerjee is to Indian politics, believes Praveen Chakravarty, CEO, Anand Rathi Financial . "I can't think of a better analogy. I've worked with Gates during the glory days of Windows '95."Chakravarty thinks that 'firing' Trivedi would be akin to sending a message down the line to behave. It's a "heartless business decision". But bosses like Banerjee respect those who challenge them head-on. "Mamata has a powerful bulldozing personality and confrontation comes naturally to her. She would respect you if you took a stand, even if against her, with a valid reason," says corporate coach Santhosh Babu.
Akhilesh Yadav, Uttar Pradesh CM: Young leader among experienced conservatives
His quandary is familiar to all young leaders heading a team of experienced hands. Even as the 38 year-old promised to weed out goondagiri, his party workers were involved in mob attacks. Last fortnight, 'excited' workers blocked a highway in Amroha for four hours and indulged in celebratory firing to welcome Minister Mehboob Ali while thousands of vehicles, including an ambulance, were stalled. All cops could do was plead, said news reports. Chakravarty says, "His rise is reminiscent of the heir who has strived to win organisational support and establish his right to lead rather than be obligated to lead. Reliance Industries chairman and MD Mukesh Ambani and Paul Jacobs, CEO of American telecommunications giant Qualcomm, come to mind. While securing their leadership positions through genetics and lineage, they have strived to establish and prove their credentials, first, within their organisation in order to win internal support, and then in the world at large."
The acquisition strategy was bang-on, believes Motwani, wooing rural voters on a bicycle and the youth through social networking websites. Now comes the sustenance strategy. "The first 90 days are critical for all CEOs. Akhilesh must create a powerful, inclusive vision and get the buy-in of experienced hands and his father's unconditional support; focus on quick wins while emphasising long-term plans; and launch an image makeover while communicating his brand identity powerfully," suggests Babu.
Rahul Gandhi, MP and general secretary of Congress:
Lone warrior who plays by the book Rahul Gandhi took his time to speak up on the Jan Lokpal Bill, and stayed mum when the Congress leadership chose to keep an eye on Muslim votes when author Salman Rushdie was 'advised' not to visit the country for this year's DSC Jaipur Literature Festival. While young India waits to know Gandhi's stand on issues, he toes the party line, seemingly remote-controlled by senior colleagues. Motwani considers him a candidate, who pops in and out at his party's behest. "He was gung-ho during campaigning and then disappeared. Such leadership appears to be acting on other's instructions and is not empowered enough."
His dilemma is similar to a second or third generation entrepreneur, says Malhotra. "A leader must let his people know who he is, and what he stands for. When people turn out to listen to him, it's plain hero-worship... Rahul must create more leaders, and let others be heard." Gandhi must work towards winning internal support, suggests Chakravarty. "Corporate leaders like Kumar Mangalam Birla, chairman of Aditya Birla Group, who seemed reluctant at first, but later found their own space, have a lesson for Rahul. We hope he uses the UP debacle as a stepping stone."
Babu believes Gandhi does not demonstrate strength of conviction. "It's about following your instincts, learning from experience, and aligning your values to your actions while addressing issues."
http://timesofindia.indiatimes.com/life--style/relationships/work/Corporate-lessons-from-Indian-politics/articleshow/12490832.cms?intenttarget=no
No comments:
Post a Comment