Humanistiq Issue 4 | October'22 - Leadership in the Modern Era

UMANISTIQ

Leadership in the Modern Era

ABOUT HUMANIST

We are a diverse team of individuals from different backgrounds, bringing together the best of our talents to assist the student community in transcending their limitations to become industry ready and better versions of themselves. We passionately work on coming up with highly engaging and exciting activities for students where they can apply their management knowledge and can come up with unique solutions. We represent the student HR Committee of K J Somaiya Institute of Management.

OUR VISION

To see every member evolve as an eminent leader and develop necessary soft skills to excel in the corporate world.

OUR MISSION

To facilitate an understanding of the HR Stream through various demonstrations, events and activities and, in turn, groom our students and members to become more effective MBA Students and responsible potential corporate leaders.

We focus on bringing quality knowledge to students by conducting events based on course related and Industry centric topics throughout the year like Transcend to equip students to ace their GDs & PIs in the placement process, Cinelytics, a pan India unique competition encompassing movie based case study with management lessons, and Spectrum an event with distinct themes each year managed by Junior Team.

We also support & facilitate events conducted by the HR faculty like CDMI, a panel discussion with industry experts on Breaking Barriers, and The International HR Conference, wherein industry stalwarts, dignitaries, and students are invited to showcase their research works.

We now have an extension to our Humanist family with the incoming of the brightest Junior Team. Here's proudly presenting the fourth issue of Humanisitiq The HR Magazine.

Siddhartha Sachar Co Convenor

Khyati Sood Convenor

Rijul Ghosh Co Convenor

Shivangi Chaudhary

Gayatri Puranik

Gouri Mishra

Sreyoshee Banerjee

Tavishi Das

Siddhartha Sachar Samiksha Tiwari

Sejal Mitruka

Prajyoti Sankhe Vrinda Devra

Ashima Bajaj Gayle Pereira

Jahanvi Dhingra Nanda Panicker

Dhruvan Sharma

Rijul Ghosh

Ritu Kotnis

Niki Dhameja

Khyati Sood

TABLE OF CONTENTS

EDITOR'S NOTE

THROUGH THE LENS OF INDUSTRY EXPERTS IN TALKS WITH SAI RANJANI ARUN, CFO TLLID

THROUGH THE LENS OF INDUSTRY EXPERTS IN TALKS WITH NIDHI MUDGAL SHARMA, FORMER RECRUITER

ALUM CONNECT MR. ADVAITH KONDAPALLI

ALUM CONNECT MR. LEON BENJAMIN

FIND THE TERM GUESS WHO MATCH THE LEADER

10TH INTERNATIONAL HUMAN RESOURCE CONFERENCE MOMPRENEUR

LEADING WITH DIVERSITY, EQUITY & INCLUSION

INGREDIENTS FOR EFFECTIVE LEADERSHIP

THE PINK PIPELINE: OVERCOMING BARRIERS TO WOMEN'S LEADERSHIP ADVANCEMENTS AT WORKPLACE

PUT YOUR BEST FOOT FORWARD

EMPATHETIC LEADERSHIP : INNATE OR ENHANCED?

LEADING THROUGH STORYTELLING

CURRENT LANDSCAPE OF CORPORATE LEADERSHIP

HREVIEW CONTACT DETAILS

EDITOR'S NOTE

Dear Readers,

Welcome to the fourth edition of Humanistiq The HR Magazine by Team Humanist

We were blown away by the enthusiasm of our readers for the magazine's last edition. While the last issue addressed the hotly debated subject of "Reimagining the World of Work 2022," this edition tries to maintain momentum by concentrating on another crucial topic “Leadership in the Modern Era.”

There is a rising understanding of the value and necessity of leadership as we embrace a new normal. Many colleges now offer programmes in leadership studies due to the widespread acceptance of the necessity for leadership. Leadership research has matured and is now getting the respect it deserves. There are many different ways to define leadership. This new era of leadership places more emphasis on people we may have previously referred to as "the managed" and less on managers However, the organisation's dynamic is altered since empowerment and facilitation are the only centres. The pace of modern business, constantly fuelled by technology, may be beyond the comprehension of earlier generations. You must act swiftly on your ideas and keep up with your stakeholders and the market's general pace if you want your business to prosper.

"The single biggest way to impact an organisation is to focus on leadership development. There is almost no limit to the potential of an organisation that recruits good people, raises them up as leaders and continually develops them."

John Maxwell

We attempted to portray ideas closest to our core belief and thereby ensure to hold on to its essence of vitality. This attempt is characterised by an urge to learn and explore more about leadership as we unveil a new era when it comes to the workspace

We hope you enjoy this issue as much as our last. Happy Reading !

Senior Editors, Khyati and Rijul

Through the lens of Industry Experts

In Talks with Sai Ranjani Arun (She/Her) CFO Tllid

1. What would your suggestions be to first time managers who find it difficult to transition from being a colleague to a superior, while they adjust to their new role and struggle to maintain positive personal relationships at work?

4 Listen to others When you start a new role, it is very common to get caught up in the excitement. It is important to listen and pay attention to the needs of both the leadership and the team. Try to understand what are their goals, priorities and what is getting in their way.

1. Shift Your Perspective Previously, you were sitting on the ground in the middle of the work you were actively doing. Now you are not in the thick of it anymore. You are standing above the work looking at it from a higher level. Do not fall into the trap of doing both your old job and your new job. It is always good to find a repeatable process that suits you so that you can make your current work more manageable and consistent

2. Decide before doing If you have a long list of tasks competing for your attention, do not jump right in. Instead pause, evaluate, and make an informed decision before doing anything. Ask yourself these questions, ‘What are the different ways I can approach the given task?’, ‘What is the best way for me to use my resources?’, ‘Do I delegate it or do I do it myself?’. These questions helped me create a more consistent decision making process that helped me become more efficient

3. Practice ‘Empathy’ and then lead A common challenge for new leaders is learning to communicate with junior team members who used to be peers, particularly when some of them were competing for the same position In these situations, it helps to show empathy, and then lead.

5. Find your own Leadership approach In the modern era, you will often have to work with a diverse team and you can learn to use different approaches in different situations to be more effective It’s important to get creative and experiment to see what works best in different circumstances.

2. What are the methods by which a budding leader can find the correct balance between being “liked” and being “respected” by the internal stakeholders of an organization and how has the scenario changed in the modern era concerning the aforementioned issue?

It is not easy to find the right balance between being liked and respected. Here are a few things that helped me to strike a balance:

1 Show responsibility for your mistakes

2 Have faith in yourself Having faith in myself helped me to believe in others.

3. Stop thinking about the opinions of others Do not let what others think to get to you. You are the one who has to make the decision, not them.

4. Different things work for different genders For example, a simple sentiment like anger can have completely different significance for men and women. For men, it can earn respect, while women may be deemed emotional and irrational Women leaders end

Here are the five strategies that I used in my own leadership transition

up paying a certain likeability penalty when trying to find a balance between these two ends

5 Show others how to treat you Help others understand that you deserve respect Treat them respectfully and they'll extend the courtesy to you

3. What are some powerful methods used by leaders today to continuously nurture relationships in and outside of leadership circles of trust and how exactly does it affect the larger picture in the organization?

I think ‘Relations’ are the building blocks of all organizations. Building great relations at work not only makes work easier but also improves productivity. Cultivating trust and mutual respect in the workplace automatically helps boost productivity which affects the larger picture in the organization

1 Make time for those who matter letting the ones close to you know that they are a priority and appreciating people is very important in the process of nurturing relationships in and outside of circles of trust.

2. Attack the problem and not the person and solve any problem by collaborating.

3. Be the most positive person you know as positive people are grateful people and they know the measure of how to appreciate others Just appreciate and enjoy your colleagues, family, and friends for who they are.

4. Never jump to conclusions without taking into account the full picture.

5. Under promise and overdeliver one of the best ways to show people they are important to you is to follow through on your commitments.

6 Learn to communicate candidly and honestly

4. Based on the wealth of your experience, could you please shed light on the kind of challenges a female leader faces in the corporate world today?

The first big hurdle many female leaders face is unconscious bias in the form of gender stereotypes, certain attitudes related to the capabilities of women in any role, or preferences for women who act, speak, or dress in certain ways Addressing them requires taking a hard look at how the workplace functions, and then implementing anti discrimination training and better equity practices

The next big hurdle is the gender pay gap Although this gap has narrowed down since the 90s, women in executive roles still tend to earn 8 25% less than male executives, even beyond numbers there are less equitable opportunities for women than men.

Sexual and gender based harassment in the workplace is unfortunately still a major issue faced by women. Many women are forced to change jobs or industries and even reduce their working hours due to this issue. This significantly slows down their career advancement and causes them to miss out on crucial opportunities

It is also a great challenge for women who seek to relaunch their careers post maternity break or after giving full time care to ageing parents, to develop their careers post re launch, as it requires battling ageism, rebuilding confidence, reconstructing a network, catching up with new technology, etc. I am personally quite passionate about helping these relaunches advance themselves! I am the CFO of a start up that enables young working mothers/parents to return to work after maternity or paternity leave, by enabling access to childcare and support that they need throughout their parenting journey

Also, Women Leaders tend to face a major challenge in the form of ‘Imposter Syndrome’ which renders them incapable of internalizing their accomplishments. There are many methods to overcome this particular challenge like trying to separate one’s feelings from facts, seeking counselling in this regard, taking note of your accomplishments, etc

5. What is the most important risk you took in a leadership role in your career and which of your key skills helped you navigate your way through it?

I think the biggest risk that I took was leaving a well paying job in the UK with a very well established team to join a bootstrapped startup as a CFO. This required a lot of work, I had to talk to a lot of people, and create a decision making map.

First big hurdle many female leaders face is unconscious bias in the form of gender stereotypes

This is so far the biggest pivot in my career which challenges me every day to push the boundaries of what I know and what I need to know. In comparison to my earlier role now as a CFO, I have to make a 360 degree review of the business, make sure that I take full responsibility for my decisions, and look at all aspects of Finance and not just tax. This is a huge shift!

I think as you start a new chapter in your career you have a new opportunity to create your brand as a leader. So, my humble words of encouragement to young modern leaders would be to not be afraid to show others who you are and what you bring to the table Don’t let perfectionism hold you back This is what happened to me initially as I moved from a narrow spectrum of work to being a CFO. I slowly grew out of it. I learned that leaders make mistakes and they fail every day. It is ok to fail and then learn. Things that help me navigate my way through are that firstly I ‘Never stop asking Questions’ and secondly, I ‘Never stop learning.

I think as you start a new chapter in your career you have a new opportunity to create your brand as a leader

Through the lens of Industry Experts

In Talks with Nidhi Mudgal Sharma (She/Her)

Former Leadership Recruiter Apple

1. As a leadership recruiter, what are the skills, competencies, and personality characteristics that you look for while hiring a candidate?

The entire leadership recruiting approach has evolved over the last 12 years. Before starting the hiring process, you need to be very clear if you want to hire a leader or a manager both are now very different roles with unique responsibilities. There are various Competency based interviewing styles that enable the recruiters to assess the prospective pool of candidates on several competencies.

A detailed discussion with the hiring manager is a must to understand the prerequisites of what they want in the candidates. Once the interviewing process begins, it’s imperative for the hiring manager to closely analyse the individual to decipher the personality traits and skills that comprise effective leadership. Hiring a managerial role would look at more operational competencies like delegation, problem solving, conflict management, etc.

Whereas for a leader, one would look at their ability to inspire, motivate, develop and grow teams. Their leadership style has strong coaching and mentoring approach. Some of the desired Leadership styles that recruiters typically look at are democratic, transformational, and servant style leadership with strong decision making & effective communication. Be it a manager or a leader, to be successful, one has to be more people centric than process centric. Having a strong EQ and being empathetic to your people are core to any leader’s success

2. In recent times, there has been a growing focus on the concept of DEI (Diversity, Equity, Inclusion) in the corporate space. In your opinion, how important is it for an organization to inculcate DEI into its policies and culture? What practical value does this approach add to an organization?

With the growing awareness of the importance of DEI in the workplace, this is now non negotiable for organizations to run successfully There is no standard handbook for DEI strategies, policies, or processes It differs from organisation to organisation. The core of DEI is that it has to be part of the organisation's overall ethos. It has to be embedded in the DNA & practised every day as that encourages & enables employees to be their authentic selves at work with no pretentious or superficial layers.

Everyone, be it any position, or whether they belong to any gender, caste, race, colour, ethnicity, or age group should be treated with equal respect & given equal opportunities irrespective Employees are becoming more aware of their rights & the importance of DEI and they now look at working in companies that put aspects like work life balance, equity in pay, gender equality, and inclusive communication at the forefront. When it comes to leadership, a Leader has an important role to play by advocating & executing DEI strategies. Leaders can lead this change by inspiring their teams, having open conversations, and conducting sensitization workshops to create the right environment and promote inclusive & diverse hiring across all roles

Creating more diverse and inclusive teams would lead to a healthy & productive work environment that would only foster innovation, better decision making, and improve the overall performance of individuals & the company This would also mean creating a happy, engaged, and loyal workforce where employees would spend more qualitative work hours India, as a country, being so diverse and culturally rich can do a lot of ground breaking work in this space I had the privilege of working on some incredible DEI initiatives with Apple and it equipped me to become a better recruiter & a better human being I got a deeper understanding of what goes behind the scenes to implement these initiatives At Apple, every employee does their bit and works towards building a culture where everybody belongs and feels accepted & respected for who they are My passion for DEI went to a whole new level, thanks to my incredible team & mentors there, both in the EMEIA & APAC regions

3. Today, innovations and technological advancements are occurring at a lightning pace. With that in mind, how important is it for an organizational leader to keep acquiring new skills and competencies? Also, how can a leader facilitate the development of the relevant skills and competencies in the members of his/her team?

Acquiring new skills & competencies has always been essential for one’s growth but this has gotten even more relevant in today’s time. With things like Artificial Intelligence, Machine Learning, and Big data taking over the world, human potential often gets challenged & questioned. While I believe human connections & interactions are irreplaceable, there are always questions & studies about human jobs being replaced by technological advancements The key here for us now is to work smart and not just work hard. And for that very reason, every individual should take self development and upskilling very seriously and should keep finding the time to invest in themselves We should start tapping into the power of this innovative technology and use it in our favour to enhance and upgrade ourselves by learning new skills & competencies. Leaders can regularly encourage their teams to do the right kind of training and also make customized training plans Each individual has different strengths, areas of opportunities and skill sets.

As a leader, it is important to understand that employees X and Y have different training needs and accordingly customize training plans quarterly or half yearly to improve their performance. Regularly upskilling the workforce is crucial for an organisation’s success.

Leaders themselves need to be abreast with the changing world and adept at dynamic ways of working. They should have an open mind to learn, receive feedback & imbibe new skills & competencies to become more successful and prevent them from becoming obsolete or redundant Covid was a great example of how norms were challenged and everyone was pushed to think and act out of their comfort zone.

Leaders had to completely change their leadership style and had to find innovative ways to motivate & communicate with their teams remotely without face to face interactions. End of the day, Change is the only constant so embracing technology & digitization and being learning agile is the only way forward

I love what I do and one of the major reasons for that is as I get to meet different people from all walks of life and varied backgrounds & industries and get to learn from their journeys and experiences This learning is so much more valuable than any textbook knowledge In my 12+ years of Recruiting experience, I have heard so many inspirational stories that have changed my way of perceiving and doing things. The best part of my job is the impact I get to create on people’s careers and also on my organization. Just knowing that you are empowered to inspire somebody just with a conversation and for them to trust you with their career is a huge responsibility but also a rewarding one. As a recruiter, you are even trusted by your company to hire the right talent and when you hire for leadership roles you make a tangible impact on the company’s future growth as you hire the best leaders that can change the face of the company for good through their transformational leadership.

Regularly upskilling the workforce is crucial for an organisation’s success

4. What is the most rewarding part of being a leadership recruiter?

I have never met a more authentic, kind, and incredibly talented set of people, which support you no matter what I have a lot of mentors at Apple across various levels whom I still keep in touch with and can count on for life.

In this digital era, especially post Covid, the focus is now on acquiring IT skills to understand and manage the use of various technological advancements effectively. Only leaders who adopt a life long learning approach will be able to develop and hone the right mix of the necessary digital and social skills.

I mention social skills here only because to push the digital transformation, leaders need to create a positive, connected, and highly collaborative work environment that doesn’t leave anybody behind fostering a strong sense of unity and belonging among employees.

To answer the second part of your question, Data Analytics does play a significant role to quantify the work into measurables and thus giving the right picture of the team’s performance. While I do believe that it is an important tool to manage people, I also feel that it should be clubbed with the Leader’s understanding of the strengths and areas of opportunities of his team members Being a leader, you should always be able to put your people first. It’s about being able to trust your gut while you take data analytics as a reference to manage your team.

6. What motivates and inspires you in life? Do you have a mentor or someone you always look up to for guidance and advice?

Well, growing up it’s always been, my mother She has been my role model, as I saw her juggling work & home responsibilities so seamlessly without complaining. If I can achieve willpower & determination which is even half as strong as hers, I would say I am doing a good job at living my life. Also, the last 2.5 years with Apple had a huge part to play in shaping me into the professional I am today. I developed my passion for DEI & could see it through a global lens only because of my learning at Apple I got damn lucky to work with some of the most Incredible Leaders from Apple Retail and my team was just a dream to work with.

7. What were some of the challenges you faced while hiring Women leaders? And what can companies do to change that?

In my past role, I was given the special task of improving the male female ratio of leadership hiring on the project I was working on. And it wasn’t easy at all. For every search I used to make on LinkedIn, it would show a result of around 85% of male leaders And that clearly showed where we stood when it comes to Women in leadership roles While recruiters should not have conscious biases while screening profiles, having a positive bias when screening female candidates helped me to tap into many women leaders who weren’t the ideal fit but showed potential. So many women I spoke to had such inspirational stories and for some or the other reason (maternity break, personal family issue, husband’s relocation, etc.) they had to take a step back in their careers While male leaders have their set of challenges, they don’t face many of these issues

However, this scenario is widely changing and women have started putting themselves first, voicing their opinions, challenging norms, and taking bold decisions, which has led to the rise of more women leaders across a lot of industries. Having said that, we still have a long way to go to achieve that balance and equity in Leadership roles globally. Organizations and their policies have a big role to play in this Women should not be penalised for having to choose between career and family and shouldn’t be put back professionally if life takes over. The day we get this right, we will see many more successful women leaders.

Women should not be penalised for having to choose between career and family and shouldn’t be put back professionally if life takes over

5. How do you think leaders can manage and improve in this digital age? What role does data analytics play when it comes to people management?

Alum

Mr. Advaith Kondapalli

Senior Associate Lead BPHR at Infosys Ltd Batch: 2019 2021

Challenges Faced by Leaders in a PostPandemic World

Covid has changed the world as we know it, and Leaders across the globe have had to face reeling challenges. Let us look at some of the issues Senior Management and Leaders face in a Post Pandemic World.

2. Keeping a pulse on your Remote or Hybrid Team

It would be difficult to discern how productive your employees are in a remote workspace. There have also been issues of burnout or mental health. The following are the interventions one can take to counter the pitfalls of remote work

When engaging with direct reports, ask each team member to reinforce the importance of taking care of people

Schedule a routine appointment on your calendar to connect with at least two different individual contributors each week. This can be a Skype message, an email, a videoconference meeting, or a phone call. The only rules are that it is one on one and you have a conversation if you detect anything that indicates uncertainty from a team member

Practice social awareness

Build your emotional intelligence

3. Maintaining Motivation and Focus

Early in the pandemic, there was an increased effort to keep employees motivated and focused. People were afraid for loved ones, adjusting to remote work, and overcome with the uncertainty of the future. The solution is as follows:

Stay optimistic

Be consistent in connecting with people regularly via individual and team motivational conversations Ask for employees’ feedback and opinion

Implement some type of group activity once per week to engage the team (for example my team has started a tradition of light hearted joke emails on Friday mornings).

"Nine out of 10 people disagree with my idea, which sends a very clear message nine out of 10 people are wrong!"

Alum Connect

Mr. Leon Benjamin Cognizant HR Associate

Batch: 2020 2022

Strategic HR Leadership

Modern businesses have begun to realize the critical role that HR leaders play, and we are witnessing a transformation in their role in the organization and its decision making. HR is breaking from the shackles of its traditional nature, and HR leaders are ready to embrace its strategic function and get a seat at the table

Strategic HR leaders first need to understand the company's business and how they make money. Traditional HR leaders would lack knowledge but in today’s busy times, simply having proficiency in HR concepts is not enough. Any strategic HR leader is required to know the language of the business, understand the terminologies, and know how it operates; hence only then can they connect with the people better and resolve actual business issues By possessing this knowledge, they can ask the right questions, understand the pain points and create solutions.

For Strategic decision making having deep knowledge of the industry is inevitable. Only then can one connect the dots and understand the long-term impact on people, work, and output. They can look ahead of the curve and keep the organization ready. Strategic HR leaders have the power to create value through their decisions by being proactive and prepared. Especially now in the post pandemic era, strategic thinking on the ways to work and operate by redesigning the work model has had a significant impact on the company's bottom line as well as its employee's well being and productivity.

With the rise of uncertainty and changing business landscapes, the need for internal stability, defined processes, and systems is more significant than ever. A strategic HR leader can be pivotal in aligning personal goals with the overall business strategy and plans to derive results. Along with results, they would gain the support of the management and the people in the process This, in turn, also creates a positive work culture throughout the organization, having a distinct impact on performance.

Another important aspect of a strategic HR leader is Inclusivity The modern workforce is very diverse A strategic HR leader realizes its importance and leverages it to its fullest by employing people of diverse background, orientation, sex, caste, religion, age, etc. in its workforce.

Hence, as successful businesses continue to grow, they have made HR leaders an integral part of their strategic leadership team as they have realized the vital role they play and how they can have a major impact on the bottom line.

FIND THE TERM

IIt is a process of measuring the performance of an organization or team through a variety of metrics for example, customer satisfaction rate, sales and retention for future comparison.

IIThis is a practice that gives established senior employees whose positions are to be eliminated the option of taking other positions often a step down, complete with less pay within the company that they are qualified for and that are currently held by employees with less seniority

It is the final meeting between management and an employee leaving the company. Information is gathered to gain insight into work conditions and possible changes or solutions, and the employee has a chance to explain the reason of leaving

A term for complaint brought forward by an employee about an alleged violation of law or dissatisfaction with work conditions

This term refers to the voluntary and involuntary terminations, deaths and employee retirements that result in a reduction to the employer's physical workforce

Developed in the early 1990s by Drs. Robert Kaplan and David Norton, the term refers to a management and measurement system, which evaluates four areas of business: internal business processes, financial performance, customer knowledge and learning and growth

GUESS WHO?

Founder and CEO of TalentCulture, she has worked with several top global brands helping them recruit the best talent and also teaching them to maximize their employees’ potential and productivity. A well known speaker, writer and regular guest on radio shows, podcasts and online forums, she hosts the lively #WorkTrends Podcast and Twitter Chat, where participants have the opportunity to interact directly with top Human Resources leaders and practitioners.

Jumbled Word: MNHGEA IBRO

An influential name among HR leaders, he is widely regarded as a professor, consultant, author, and thought leader for global HR management. He has written numerous books, most of which are about HR management practices. He has been ranked as the no. 1 management educator and guru by Business Week.

Jumbled Word: VEDA HRCLIU

When it comes to coffee, the only thing that strikes everyone’s mind is Starbucks and she joined as an EVP Partner Resources at Starbucks in 2009 handling end to end HR operations for the company. She has played an essential role in keeping the human resource operations of the company aligned with Starbucks’ mission and vision.

Jumbled Word: EAKNL LSMHEO

He works towards driving HR strategies around talent, culture, and organizational effectiveness at HCL. Under his supervision, the HR team of the organization has been hugely successful in attracting, training, and engaging employees effectively. He has been working with HCL for the last 18 years. Previously, he has served some large enterprises like Nestle, Tata, and L&T.

Jumbled Word: LPDII VVASSTRAAI

@TeamHumanist

By Siddhartha Sachar

oriBnahgeM.1

MATCH THE LEADER

Transformational Leader

They inspire the whole organization to start thinking differently, believe in Effective & Continuous Communication, Empowering people to start thinking and taking decisions.

Democratic Leader

In this style, the leader allows some of the employees for the required growth potential and limits overall growth. The organization becomes dependent on him for the future.

Autocratic Leader

Demands decision making & control by the supreme leader irrespective of the intended positive and better inputs by the subordinate Transactional Leader

What, Who, When, and How are all clearly defined in this style of Leadership by the top Leader with the Chain of Command specifically elaborated with a reward attached with each output.

@TeamHumanist

By Siddhartha Sachar

Elon Musk

Bill Gates Ratan Tata

Tim Cook

10 International Human Resource

Department of HR, K J Somaiya Institute of Management Presents

Conference(Hybrid)

'Diversity,EquityandInclusion'

Date: 23rd Jan & 24th Jan 2023

Venue: KJ Somaiya Institute of Management, Mumbai

Keynote Session

Dr. Saundarya

Dr. Ritu Anand

Senior Vice President, Chief Leadership &

Officer at TCS

Mompreneur

She is a girl, Not by her choice She is a mum, Definitely her pride '40s is the number, India is the country But, growing old is the mandate and growing up the choice.

Dreaming is an art, but fulfilling it is a reality So meet the 'Mompreneurs' of the 21st century. Sorry to catch your fears, but she has broken all barriers. Children by her side, but she decides To be the boss of her own life.

Nirmala is the name, Finance is the game Parakala will be the same.

Sugar becomes paraben free When Vineeta brings in the remedy. Vikrant and Kaushik are still confused, about how mom manages Monday blues.

Falguni is the Nykaa, Anchit admires While Advaita is inspired.

Poetic is her name, Nature brings her the fame Ghazal's Agastya will move the mountains.

As strong as the covalent bond, Roshni fulfils her Armaan, To make HCL her Jahaan

Pharma has all cures, Jai and Vir are affiliated with Emcure

Namita loves her sneaker heads, the mother of all ailments

Hard has been her life, Struggle has been her vibe Success is the out turn, Entrepreneurship is the drive

Leading with Diversity, Equity & Inclusion

Tavishi Das MBA B, 2021 23

Diversity, Equity, and Inclusion (DEI) is now a significant component of a larger movement to promote, or in some circumstances, compel, "prosocial behaviours" by businesses.

Many organisations have acknowledged the importance of taking into account how societal changes affect employee retention and well being during the past few years as a result of the COVID pandemic, social instability, political turbulence, and the Great Resignation around the world. It is now crucial to include DEI in the workplace externally as well. Many consumers now expect openness, and numerous new laws requiring the disclosure of diversity statistics have heightened the need for DEI development.

The role of leaders in organisations is expanding along with the concept of diversity, equity, and inclusion. To promote inclusiveness and equity at work, leaders require new skills. Additionally, companies require scalable solutions to guarantee that their diversity and inclusion initiatives are reliable and long lasting, avoiding frequent pitfalls.

DEI officials frequently work in the People or Human Resources (HR) divisions Every business owner should be DEI capable, regardless of whether their position is technically one of the "DEI Leaders " This is crucial for making spaces and chances for people from all diverse backgrounds to be taken seriously and valued in their employment The role of DEI leaders is now emerging this At the world's top businesses and ef Diversity Officer is now a common

's diversity, equity, and inclusion (DEI) are under the control of the chief diversity e past three years, the need for Chief icers (CDOs) has grown significantly, a Russell Reynolds study. In actuality, red or promoted by 63% of the S&P 500

today need to be curious, empathetic, d courageous to lead successful . There are five powerful ways leaders can on Equity, Diversity & Inclusion in the

Diversity is a fact.

Equity is a choice. Inclusion is an action. Belonging is an outcome

– Arthur Chan

1. Changing the Conversation

People at every organisational level need to be able to have productive talks in order to deal with people whose backgrounds and perspectives are drastically different, or whose position or leadership style is in conflict

Creating a culture of greater openness, respect for diversity, and understanding in your organisation by enhancing the calibre of daily interactions there This culture will foster better cooperation, more innovation, and greater effectiveness

2 Mapping Networks and Connections Across Boundaries

One practical approach for assisting people in understanding how they are unintentionally causing injustice or impeding the integration of diverse persons and ideas is network analysis.

Leaders may identify how unintended bias is ingrained in their networks and how this restricts them and their teams by adopting a DEI perspective. With the help of this data, they can pinpoint other individuals or groups that they are omitting, create objectives to broaden their network, and take actions to engage others and bridge organisational silos.

3. Boosting Coaching, Mentoring and Sponsorship

By establishing a coaching culture, enhancing staff coaching abilities, and building a network of champions to support all employees' professional development and advancement, organisations can combat hidden prejudice

4. Analyzing Talent Practices

Talent processes can act as mirrors of norms, generators of norms, and levers for systemic change Reviewing the procedures and methods used in the acquisition, retention, and advancement of talent; Verifying the pay details; Investigating employee development strategies by examining the availability of necessary assessment, challenge, and support

5. Going deeper into identity

The components of a person's identity that result from group membership include (but are not limited to) age, ethnicity, race, religion, gender, sexual orientation, nationality, education, physical ability, and socioeconomic status. People can learn to identify how their own social identity quietly influences how they interact with others or the biases they unconsciously carry.

In conclusion, most businesses seek fresh, improved approaches to draw in, keep, engage, and empower a diverse staff. Leaders may hasten the development of better, more equitable outcomes and start seeing, appreciating, and utilising all of their talents by selecting a few key activities in their DEI projects based on the particular context and requirements of their organisation.

Ingredients for Effective Leadership

Gone are the days when leadership used to be associated with authoritative and "one person rules all approach". Organizations working in the current day and space require leaders that can connect with the workforce and uplift them as the organization gradually grows. People are now at the core of leadership. They need to influence people and push them towards the organisation's vision. They are required to work through a multitude of complex spaces such as strategy, brand, and volatile environment. To successfully drive an organization in the fast paced bull race of the corporate world, leaders need to develop a strategic compass driven by their people To do the same, there are certain prominent steps and strategies that leaders cannot forgo in the 21st century

Initiate conversations

One of the crucial elements in present corporations is creating and initiating conversations The employees, when provided with an environment to talk and discuss, can create an optimum output rather than handing over a rulebook to handle the processes By showcasing and implementing active communication and transparency in those conversations, the leaders can build a connection and create an impact

Ecwid's CEO and founder, Ruslan Fazlyev, emphasised the value of honest dialogues that take place within the company by emphasising the significance of being sincere above all else in all of your communications

Ashima Bajaj MBA HR, 2021 23

Move towards inclusivity

There has never been a better time to use inclusive leadership Inclusive leadership, according to Hudson Jordan, is "building an environment of involvement, respect, and connection where the diversity of ideas, backgrounds, and viewpoints is harnessed to create commercial value " The idea of inclusive leadership goes beyond the conventional idea of accepting people from different backgrounds; it involves including everyone's thoughts and perspectives, whether or not they are in agreement with that of the leader.

Along with this, the leaders need to create a hospitable space and culture that emphasizes inclusivity and respect for each individual and their mindset.

Emphasis on culture

The culture of an organization is primarily what drives the leadership style in that organization Hence, they must move hand in hand It is the leaders who need to drive and impart the values and the culture in the organization They help in setting the tone and identifying the values and behaviours that can shape the desired culture

How can the effects of cultural transformation be quantified?

"Just because the firms can not evaluate the ROI of something doesn't imply you shouldn't do it," is one of Tony Hsieh's well known quotations. What would be the ROI of hugging your mother?

He states that "The reason most businesses don't focus as much as they could on certain factors, such customer service or corporate culture, is because the ROI is typically realized two to three years later." Companies may create a culture that fosters excellent customer service, motivated staff, and a strong brand by thinking long term.

Encourage personal growth

Keri Ohlrich, CEO of HR consulting firm Abbracci Group, emphasised the need of investing in the workforce for their benefit and advised executives to set aside money, even if it's just a small amount, to support their employees' development.

To motivate and inspire the employees, the right leadership is about empowering them and throwing multiple opportunities at them to grow from it Effective leadership in the current dynamics is about being multidirectional Hence, by allowing decision making, the delegation of major tasks, and the flow of communication across the teams, the leaders can boost the growth of the employees

Stress on motivators and influence

Each individual has a different source and mode of motivation to get the work done, the leaders need to identify and understand those motivators and create an influence.

The leaders need to know what keeps their team running, their goals, aspirations; and what will drive them. These help to create an emotional engagement along with knowing the true potential that each teammate holds. The employees also need to be provided with adequate room to perform and support with whatever resources and guidance they need to make them better.

The Pink Pipeline: Overcoming Barriers to Women's Leadership Advancements at Workplace

A, 2021

Birgitte Nyborg, the fictitious prime minister, is portrayed as a "collaborator" in the acclaimed Danish drama "Borgen" (2010 2013) who succeeded in shattering the glass ceiling. She exhibited traits associated with democratic, empathic, and authentic leadership, and she also welcomed feedback. Even though the difficulties she encountered throughout her personal and professional path were structural, the audience could relate and accept them as inevitable.

After all, it is expected that women will encounter numerous barriers on their path to leadership. And that is exactly the problem.

Organizations must therefore make deliberate efforts to invest in eliminating obstacles to female leadership.

Men and women share many of the same concerns when it comes to assuming leadership positions and pursuing progression, such as income, problems with the "work life balance," and demands to relocate However, women face some issues that most men don't Organizations that seek to increase the number of women in leadership positions must recognise and overcome three specific barriers to female leadership

Barrier #1: Not being offered equal opportunities.

Women frequently don't have the same opportunities for leadership and promotion as their male counterparts. Females believed they had to put in more effort to be given the same opportunities as men, and they frequently had to get over preconceived notions about their talents and behaviour based on their gender.

Organizations anticipate that females better qualified than males for equivalent roles will be hired on “work experience” rather than "potential”.

Barrier #2: Lack of confidence.

Women have also described having self confidence issues. This sometimes indicated that individuals had doubts about their suitability for a leadership role, had difficulties accepting themselves as leaders, or had trouble overcoming imposter syndrome and self limiting beliefs. They questioned whether people would genuinely support them if they assumed a leadership position. The high level of persistence needed for the protracted and difficult leadership journey women leaders must endure is another barrier they must overcome.

Barrier #3: Glass cliffs.

In no win situations, women also claimed that they were given leadership "opportunity." Sometimes the challenges or leadership responsibilities didn't have enough support or were designed in a way that increased the likelihood of failure. For women, these high risk, precarious leadership positions present challenges because a public failure in such a position could ruin their careers Social scientists refer to these changes as "glass cliffs" because women who succeed in breaking over the glass ceiling risk swiftly regressing

Siddhartha Sachar

Getting Rid of Barriers to Female Leadership and Developing a Stronger Pipeline of Women Leaders

Seek challenging assignments: Women who want to become leaders need to have access to hard tasks and on the job training so they may learn from their experiences in a way that benefits both them and their businesses.

Developing and retaining women leaders requires a targeted, structured approach more than ever before. The first step in bringing about change is to take specific, deliberate actions to transform organisational practices, policies, and culture to focus on fostering greater equity, diversity, and inclusion (EDI) and link emerging female leaders to a more comprehensive EDI strategy. Organizations should prioritize establishing a culture and processes that enable all female employees to be fully involved at work.

Relations are everything: When women leaders have the chance to form bonds and expand their networks, particularly with one another, they are more likely to succeed. Such networks give women a platform to seek out informal guidance and access employment prospects.

Mentoring a strong tool: Female mentors who have more experience in leadership are very helpful for aspiring women leaders. Women need a network of advocates of all genders to guide them through the difficulties they will experience, even though women helping other women can be helpful

Opportunities for leadership development training would undoubtedly be beneficial for women leaders. To address some of the unique problems they confront, organisations may choose to offer this in a mixed gender setting or through specialised leadership development training for women solely.

Credibility is vital: Women desire leadership development strategies that are reliable and supported by evidence Women are curious about the origins of ideas and approaches, as well as the reasons why they ought to be taken seriously

It is a procedure: It takes time to study new methods and technologies and to put them into practice. Women need the chance to learn new talents and use them in the workplace.

Any organisation that wants to gain from more diversified viewpoints and a more supportive management style that women bring to the workplace must strengthen the leadership pipeline for women and remove obstacles to their advancement However, to increase their ranks of women leaders and support them in overcoming the obstacles they encounter in the workplace, the majority, if not all, of enterprises, will need to make strategic, intentional decisions.

1 Cultural and organizational obstacles must be addressed first.

2. Women should have the same access to leadership opportunities and training as men

Put your best foot forward

Leadership is not easy, and no one will hand it to you wrapped up with a ribbon on top. Being a leader isn’t about being someone's boss or achieving that coveted senior position that gets you the corner office. What you do with your power and how you do it defines your abilities as a leader. You have the power to mould leadership into whatever you want it to be. As Indra Nooyi said, ‘Leadership is hard to define and good leadership even harder. But if you can get people to follow you to the ends of the earth, you’re a great leader.” No one is going to be a good leader right off the bat; let's not even talk about being a great one. It is always a learn by doing process that takes a bit of trial and error to get it right. One step forward and two steps back is the name of the game. I’d compare leadership to dancing; it's all about trust, teamwork, collaboration, keeping up with the rhythm, and showcasing your abilities. And when we talk about women in leadership roles, It’s more of a complicated quick step.

Here are a few tips to get that quick step, cha cha, and salsa just right.

Tip 1: What is dancing if not a show? Put your best foot forward and take the lead, drawing the audience's attention with your talent and hard work.

Women are often hesitant to ask for that raise or question why they are being passed over for a promotion. Take charge of your careers, ask for what you think you deserve and make sure you are noticed and appreciated for your capabilities

Tip 2: Go with the flow; follow the rhythm Slow down, and speed up as required

Being empathetic is not a weakness, nor is being assertive a fault Adapt your approach to each situation

There are situations where you will need to take control and where you need to be a bit softer.

Tip 3: Shoulders back and hold that head up high

Be ready to stand up for yourself, and be respectful but firm when you do it. More importantly, ensure that you’ve read the situation right. You don’t want to put yourself in an awkward position.

Tip 4: Follow your instincts and be aware of your surroundings. You don’t want to bump into somebody or trip over your own feet!

Keep your ear to the ground and be wise to change, don’t be caught unawares. You need to be ahead of the curve in the fast paced business world. As a woman, you will be judged and criticized more harshly for any missteps on your part

Gayle Pereria MBA, 2022 24

Tip 5: Don’t just learn and showcase the steps. Add your spice and sizzle to it!

Take it to the next level, and impact what you do and how you do it. Don’t just complete a task; you should strive to make it creative enough to be memorable. Be confident in your abilities to succeed. If you don’t showcase your abilities, who will?

Tip 6: Remember that your partner or team depends on you; it’s all about trust

Decisions you make will impact your team and the organization Be conscious of the power you wield and act with integrity at all times Establish a clear set of values for yourself and stick to them like superglue

Tip 7: Practice makes perfect, and mistakes are a part of the process

Give your all to every task and project, and don’t be afraid of making mistakes That is inevitable Learn from them, adapt, and grow Do not let your fear of failure and rejection stop you from taking on that challenging project or putting forth innovative and creative ideas

Tip 8: Share the stage and spread the enthusiasm

We need more women in leadership roles, and we are role models for them Having more women in not just leadership roles but in places of work means a more extensive network for women to operate within The invaluable support of like minded people can be second to none when politics are at play Mentorship is valuable when trying to make your way up the ladder Why take the hard road when a mentor can show you the tried and tested method to succeed?

As a woman myself, I have watched the struggle of the women who came before me, and in comparison, I can appreciate how much easier my path has become. They have struggled to flatten the mountain so we can reach the peak. And we can give back by taking the movement forward. If I were to summarise the most idealistic vision for women in business, Sheryl Sandberg best describes it, ‘In the future, there will be no female leaders. There will just be leaders.”

Empathetic Leadership : Innate or Enhanced?

Nanda B Panicker

2022 24

Movies celebrate the nature of the human spirit An engaging film or novel is a work of art, where we invest deeply in the experience of living with those characters One minute you are transported to a fantasy land resplendent with colours and magic where you root for the hero for all his flaws and strengths, and gradually, you might even feel sympathy for a character that initially you were repulsed by

We subconsciously fill in the details of the characters' lives that are missing We respond and connect to them as if they were real individuals They capture our hearts in the most unexpected ways How did we feel all these emotions for characters that are not even associated with us? Well, it all starts with empathy

What is Empathy?

Empathy is being able to feel and understand others’ feelings and experiences. To walk in another’s shoes and understand their situations and perspectives. Since time immemorial collective empathy has been the glue that keeps civilization intact. The key element that makes us human is to recognize and value others. Empathy has often been overlooked as a soft skill in this world of business. Yet there is nothing soft about it. It truly takes an effective leader to show empathy. Leadership is not to take charge but to take care of the people in our charge. The true essence of being a leader lies in the fact that you can make your employees and clients feel comfortable in being themselves.

Empathetic Leaders in the Modern Era

Empathetic leaders can connect with people and understand their motivations and desires. When we define modern companies and how they work, It is all about collaboration. How to effectively innovate. Innovation comes from understanding the unmet and articulated needs of the customer. To deliver successfully, one should listen beyond the words of your customer and partners and then innovate. Satya Nadella, CEO of Microsoft truly believes that empathy is central to everything he pursues from new product launches, and market entries to employee and customer partnerships.

The Covid pandemic shed light on the role empathy plays in leadership.

Jacinda Ardern, the prime minister of New Zealand, is one such prime example. She shared her concerns for the family, the science behind the government's decisions, and the difficulties lockdown brings. People were able to connect with her, she felt real and human just like them.

Mirroring abilities are the cornerstone of empathy. The perspective taking ability to understand people from diverse cultures and backgrounds is social empathy in a nutshell, where we can understand people we do not know or have experiences with. Although research says, empathy is a genetic trait, thankfully it is a skill that can be learned and enhanced.

How to build empathy?

It takes small, simple but profound steps. Create a comfortable environment, while communicating with customers or peers. Look them in the eye, take interest and show that you genuinely care. Being an attentive listener solves half the problems one faces makes them feel valued, and in most cases, they can find a solution on their own. From doing your job to being able to take care of your people. When your team is facing an issue, make sure you follow up, to understand the status of the situation and the progress. Create an accountability loop to make sure the problem is resolved.

You are always under the scrutiny of people stakeholders, employees, and customers. They are constantly observing your actions, they portray what they see and are more likely to be inspired to do the same.

While this trait seems more intuitive as a skill, it has a lot to do with your analytical capabilities. It is about analyzing your observational data, how the data i.e. people respond to feedback and how they process information based on their personality and the way they work. This pandemic taught leadership that empathy during a crisis was the need of the hour. When a crisis strikes, as a leader, it is essential to set up a network of the team to solve it and at the same time attend to yourself and the organization’s needs.

Empathy provided us with a roadmap to morality and understanding others’ situations in times of need, where we felt affirmed and worthwhile as opposed to being diminished and neglected.

Make an impactful difference in people’s lives. Leaders must tune inward to cultivate empathy and compassion to comfort and empower their employees to address the concerns of stakeholders and position their organization to reach a sustainable and humanistic future.

"Is there a training program which would help me learn how to squeeze 12 hours of work in an

hour shift"

Leading Through Storytelling

The world's most prosperous businesses deliberately employ storytelling as a management strategy. There are many of them, including businesses like Microsoft, Motorola, Berkshire Hathaway and the World Bank. The ways they accomplish this vary. Some businesses have a senior corporate storyteller whose responsibility it is to record and communicate their most significant stories. Nike has designated all senior executives as corporate storytellers.

So what exactly is storytelling based leadership?

It doesn't get any more fundamental than this! In my definition of leadership storytelling, it is the strategic sequencing of facts and emotions. The most common mistake in crafting a story is to overstress on a particular event that disrupts the flow of the story. To be strategic means not following the default mode of storytelling chronology: first this, then that, and so on. Before they understand why they should care, our audience's attention wanders.

This skill is crucial for a host of reasons. First, the best method to stand out in competitive circumstances is to demonstrate your character and organisational fit. As Theodore Roosevelt said, "People don't care how much you know until they know how much you care."

Second, it enables leaders to become more powerful by fostering real leadership. Finding your tales helps you understand who you are as a leader, and if others can relate to you more because of your stories, that will increase their trust in you.

Third, leadership storytelling can help you inspire your group. You may share knowledge, teach your company's values, and recognise the efforts of your workforce.

Leaders faced new challenges in 2020 when the pandemic started. It has never been simple to lead a team and run an organisation. However, in 2020, those in leadership roles were also challenged to make a creative pivot, maybe in a more urgent manner than ever before, to safeguard jobs and protect people's health and safety.

As Johns Hopkins University psychologist Laura K. Murray observed in April, “there is no doubt that leadership will be one of the most heavily tested skills throughout the coronavirus pandemic.”

In today's world, employees want their managers to demonstrate a leadership style focused on empathy and a supportive attitude. As said by Kenneth H Blanchard “The key to successful leadership is influence, not authority.

Ritu Kotnis MBA, 2022 24

I've been asked this one question many times and I'm sure you have been too. "Tell me about yourself". Just like you, I've always turned to talk about my career and not about who I am as a person, as an individual. I feel if I could tell the story of who I am as an individual, the rest would fall in place.

Since storytelling in leadership is such a versatile tool, I would advise all leaders to always ask themselves, "Would a story make a difference here? Will it influence or inspire my audience? Would it make complicated information clearer? Would it make our relationship stronger? Would a tale have any impact? Almost always, the response is affirmative.

So how does one tell a story effectively?

1 Provide context

Leaders should provide context throughout a story, reiterating the goals of the organisation, the improvements they want to see, and the methods they will use to accomplish these goals. Sharing personal experiences with others enables workers to comprehend a leader's point of view, which ultimately helps the entire organisation set a unified objective.

2. Get personal

Engaging your audience requires going beyond the norm and being personal in your storytelling A study that was published in the journal PLoS One found that by the next day, people had forgotten more than 40% of the information they had been given As a result, your tale needs to be memorable if you want it to make an impact.

3. Be brief

It is widely known that people's attention spans are getting shorter Short, punchy stories that retain an audience connection can help combat this To keep employees interested, try to make a story under 45 seconds long and apply a clever hook A brief, short story with a powerful message might have a much greater impact than one that is extensive

4. Keep it humble

It's common to flinch at the thought of disclosing your mistakes to coworkers, conference attendees, or a potential employer. True humility, however, demonstrates the ability to change and improve. It encourages people to believe your story since it shows

that you don't pretend to know everything and that you're open to learning new things and changing your course as necessary.

You don't have to be a robot and suppress your emotions in order to improve your leadership abilities; instead, you should put more emphasis on your intrapersonal and interpersonal abilities. Along with that, emotional intelligence, technical expertise, strategic thought, and knowledge are necessary to be an effective leader.

If done correctly, storytelling as a form of leadership can be quite powerful.

The challenge of leadership is to be strong but not rude; be kind, but not weak; be bold, but not a bully; be humble, but not timid; be proud, but not arrogant; have humor but without folly

– Jime Rohn

Current Landscape of Corporate Leadership

Jahanvi Dhingra MBA, 2022 24

The notion of leadership is pervasive throughout geographies and histories; however, it is the evolution in the practice of the concept to pull efficiency in the wake of a dynamic environment and varying psychological and emotional needs of people, that makes it subject to exploration and analysis.

Traditionally, when speaking of a textbook organization structure, the supervisor is deemed synonymous with a leader, and the act of communicating instructions to subordinates is what comprises it. Although in recent times, with volatility witnessed in terms of the pandemic, the recent developments across the world, and increased dialogue about DEI, it has made the corporate leader symbolic of, or rather responsible for initiating the necessary change and imbibing the innovations called for, in organizational behavior in a sustained manner. Apart from hedging the humanistic part of the role, today's industry leaders are also presumed to possess certain qualities that are reflective of the flexibility expected of a leader, to not only accommodate shifting market attitudes and trends but to be able to convert them into potential opportunities for growth of the business.

From industry veterans such as Ratan Tata and Adani to the modern age entrepreneurial bench markers like Vineeta Singh and Falguni Nayar, we witness an oxymoron of consistent transformational attitude, and yet visible differences in the way of organizing their businesses, managing their human resources, and serving their customers. It is no longer about rule book leadership, but adapting principles to changing landscapes, as depicted by Nestle's Suresh Narayanan, who advocates his own understanding or rather a 2.0 version of the VUCA framework (vision, understanding, certainty, and adaptability) in the face of uncertain times.

ITC chairman Sanjiv Puri depicted market leadership in the widening forum of sustainability through efficiently utilizing the synergies of various divisions of the MNC, while Leena Nair, the former Human Resource head at Unilever, unlocked 'purpose' as a key driver of growth and a vital component of the various dimensions of effective leadership.

It essentially today boils down to how well leaders can grasp tidal changes and make critical management decisions to cope with the same. When Charles Bergh stepped into the shoes of CEO at Levi's Strauss and Co., instead of making new hirings to combat the current situation of decreasing sales, he made a strategic decision to restructure the organisation by making necessary layoffs and training the efficient workforce to leverage on job specialisation.

Across sectors, industries, and boundaries spanning the globe, we today are witnessing a rapid shift in the role of leaders who seldom recognize it is no longer about being at the top of the network where everything is a flash, but about being seamlessly integrated with the very fabric of your organization where your relationships, collaborations, and mentorship lead the sail away towards a strong foundation that will, in turn, set the stage for the ones rising through the ranks. For a leader is not only measured in his ability to propel growth in the time that he holds a title but all the little and larger picture actions he takes from day zero till the very end to be able to prove his salt as someone capable to assume a position of authority and take charge of pulling the most out of the resources at hand.

To shed light on the present scape of the domain, we can identify certain stark changes in the diversity of corporate leadership, whether it be the aligning racial or gender equity in the boardrooms today.

Although, we still have a long way to be able to achieve a sense of inclusivity, to date the presence of females at the top of the hierarchy comes from a place of adherence to norms instead of recognizing the experiences, perspectives, and views this gender would bring to the table amid the global monotony of male led organizations. People are quick to stereotype women as emotion directed personalities, however apart from it holding little evidence, if we are to judge the external environment today and how businesses and employees all over have conceived a new identity in the wake of COVID, it can be easily concluded it is no longer simply about the work at hand.

Uncertainty brought about a rapid change in the lens of corporations that realized how community and relationships are the pillars of sustenance in times of contingency and a future as unpredictable as ever, it is more important than ever that leaders build not only an effective workforce but an ecosystem.

Coming together is a beginning, staying together is progress, and working together is success

– Henry Ford

HReview

A, 2021 23

LEADERS EAT LAST: WHY SOME TEAMS PULL TOGETHER AND OTHERS DON’T

AUTHOR: SIMON SINEK PUBLISHED: 7 JANUARY 2014

A sequel to Start with Why: How Great Leaders Inspire Everyone to Take Action, the book is inspirational speaker Simon Sinek's second book (2009). This book is for everyone who leads or wants to become a good leader. This concept can be applied everywhere in business organisations, society or even in the family. Simon says that leadership is a choice and not a rank. The title of the book is derived from a Marine Corps tradition in which officers forego their priorities instead of those under their supervision by eating last Sacrifice is key Sinek investigates how successful people and organisations create cultures based on sacrifice and trust

Effective leaders prevent internal conflict in their businesses and, in doing so, enhance productivity by consciously establishing what Simon Sinek refers to as a "Circle of Safety " Companies don't have to decide between putting their employees first or making a profit; this is a false dichotomy that frequently deceives CEOs into taking extreme measures to make a profit at any cost He presents a vision for how he believes the contemporary workplace may be improved by looking at the advantages of "leaders eating last "

Captain Mike "Johnny Bravo" Drowley was a leader who led with empathy during a perilous operation in Afghanistan, and Sinek begins Section 1 by presenting his inspiring narrative. Sinek utilises this example to highlight the importance of empathy as a fundamental quality of good leadership before going on to describe the "Circle of Safety" (i.e., safeguarding employees from external threats by preventing rivalries and competitiveness from taking hold). He emphasises how stress frequently stems less from the actual work and more from a poisonous environment that is fostered or permitted by higher ups.

Sinek explores the concerns of the earliest people in Section 2 and how their constant cooperation was necessary for survival. Humans have an innate demand for safety. The four neurotransmitters endorphins, dopamine, serotonin, and oxytocin play a role in determining how people perceive life. Sinek also brings up cortisol, a hormone that is produced when we experience stress or danger He contends that humans are biologically predisposed to react positively to particular circumstances, which shapes our propensity to encounter those circumstances again in the future

Siddhartha Sachar

Sinek explores trust in Section 3. Without trust, a company's basic values are less likely to incorporate dedication, which results in a high turnover rate. In Section 4, Sinek makes the case that the Baby Boomer generation's ideology created the conditions for several problems in the modern workplace (such as cynicism and self interest), which led to a risky propensity to dehumanise social groups.

Sinek issues a warning in Section 5 on the risks of abstraction and generalisation, both of which have a degrading effect on human ethics. The practical aspect of abstraction reduces people to abstract concepts and spreadsheet data. By adopting this mindset, we separate our conscience from decisions that are solely motivated by financial gain. Sinek explores catastrophic abundance in Section 6. This happens when maximising money is the top priority, even at the price of personnel and potential high quality experiences. He suggests five leadership lessons: "Lead the People, Not the Numbers," "So Goes the Culture, So Goes the Company," "So Goes the Leader, So Goes the Culture," and "Integrity Matters." Sinek offers detailed examples to back up his claims in each of these lessons, ranging from Costco to the US military.

In Section 7, Sinek describes the difficulties brought on by our contemporary addiction to technology, particularly for Millennials who frequently disagree with Baby Boomers while influencing the modern workplace We live in a society that is dependent on the dopamine that social media provides, which puts our capacity to develop into a cooperative society that values empathy and long lasting constructive change in jeopardy

Sinek reiterates empathy and trust as essential elements of leadership in Section 8 of his book He challenges the reader to take on more significant leadership responsibilities so that they can develop into the kind of leaders we all wish we had

Leadership lessons:

1. 2 3. 4. 5.

Culture leads the company: The success of the organisation can be attributed to a positive corporate culture and a secure work environment.

Maintaining the culture: The upkeep of the organization's culture falls on the shoulders of the leader According to Simon, it's similar to how a leader affects a company's culture

Integrity matters: Leaders should uphold high moral standards and be trustworthy.

Friends also matter: A leader should become friends with employees they meet outside of the workplace.

Lead people not numbers: People should receive higher priority from the leader than the financial goals.

H S t a n d s f o r H u m o r

Honest HR Talks

"If Part time employees are expected to work 24 hours a day. Then Full time employees should work 48 hours a day!"