Dr Dindayal Swain on how to resolve the challenges of knowing self

Leaders in wonderland

Vuca chaos and confusion are overwhelming leaders – but a fusion of Drucker’s ideas with the central pillars of Hindi artistic expression will help them through, writes Dr Dindayal Swain

Rasa (n): In Hindu aesthetics – flavour, sentiment or emotion: regarded as one of the fundamental qualities of classical music, dance and poetry Collins English Dictionary

Dr Peter Drucker wrote: “The essence of leadership is very simple. It is to help people to perform to their maximum potential to achieve organisational goals or objectives.” He also said that while management is doing things right, leadership is doing the right things.

Unfortunately, leaders are currently wrestling with a dichotomy.

On one side they are fighting external factors: Covid-19, a recessionary world economy and geopolitical imbalance. All these are putting leaders’ personal values and belief systems through the most testing and challenging time in history. On the other side, business processes are going through structural change with the rise of digitalisation, artificial intelligence, the Internet of Things, Big Data, blockchain and cloud computing. So, right now, leadership demands virtues such as enthusiasm and clarity of purpose in both self and life. It demands stoicism and, above all, the strength to hold on to your values amid significant turbulence.

Leaders are also striving to align their work and personal lives. Based on my 22 years of experience in leadership and motivational coaching in multinationals and government bodies, the greatest challenge leaders are currently facing is that of knowing self. Chaos and confusion prevail in organisations, society and the home. Though our most effective leaders are best-in-class domain experts, they encounter hurdles around the life skills necessary for holistic wellbeing. The pandemic has spawned a paradigm shift and forced the emergence of a new business ecosystem – one in which the required leadership competencies are unique, and more inwardly engineered than outwardly inclined.

Voyage of rediscovery

In this hyperconnected world of volatile, uncertain, complex and ambiguous (Vuca) factors, leaders are having to deal with life in an excess of challenging permutations. As a result, organisations are like surfers drifting into shark territory, unaware of forthcoming dangers. They are complacent; reluctant to change. But the urgency to embrace new technologies and stakeholders’ changing demographics demands adaptive management practices.

Since its onset in December last year, Covid-19 has pushed many organisations towards a more global outlook based on digitalisation and connectivity. This has ignited continuous innovation to stay relevant, plus the agility to compete in a collaborative ecosystem. With that shift, old-fashioned leaders in organisations and society are becoming obsolete

qualities are regularly interpreted as the nine emotions, moods or sentiments that embellish the daily lives of every human being – including leaders of organisations.

Rasa 1: Sringara (attraction) An inner attachment between the leader and their lover or their God, which provides vision and clarity on our path towards the future. This principle helps the leader to become more patient and optimistic. Rasa 2. Hasya (humour) Helps the leader handle tough life situations more – feeling the heat of the new world order easily with the use of humour. This esand drifting into a wonderland of denial. sence will also enable the leader to mingle

More than ever, it is vital for leaders with stakeholders and team members, and to embark on a voyage of rediscovery – a cultivate a positive, interpersonal vibe. journey into the self that will help them Rasa 3: Raudra (anger) The ability to better understand who they are. With manage anger in a proper, solutions-based that clarity, leaders will be able to focus direction is an essential toolkit for any leadmore intently on their values, integrity, er in a workplace context. But as well as governance, innovation, helping the leader in their technological adaptabil- The greatest organisation, this principle ity, compassion – and the commitment to help in- challenge will guide them in their family life, too. coming leaders navigate leaders are Rasa 4: Karunya (emchaos and steer away from the wonderland of igno- currently pathy) A vital asset for any leader eager to hanrance and self-doubt. facing is dle teams effectively and In that spirit, then, I am delighted to offer a that of create an atmosphere of learning inside the organfusion between the central knowing self isation. Key to helping the concepts outlined in Peter leader establish a perfect Drucker’s leadership teachings and those rapport with their team. at the heart of Indian classical dance rasas. Rasa 5: Bibhatsa (disgust) This rasa Leadership is a journey, and a leader’s life will help the leader handle dishonesty and constitutes nine rasas: key principles that poor governance practices within their will help leaders navigate the Vuca world. organisation, enabling them to hardwire ‘Rasa’ is derived from the Sanskrit word honesty and integrity into their systems. रस – meaning essence – and all classical, Rasa 6: Bhayanaka (fear) Instils Indian performing arts identify the Nine a robust platform of self-evaluation Rasas as the true anchors of every art. within organisations, helping leaders and Also known as the Navrasa (नवरस), these teams alike.

Rasa 7: Veera (heroism) Provides the leader with courage and conviction during testing times, helping them set aside irrational fears around life events and decision-making. This essence is vital for the creation of self-belief among the team, and will sharpen its appetite for learning fresh ideas and adopting new technologies. In addition, it will pave the way for effective communication within and outside the organisation.

Rasa 8: Advuta (awe) Motivates the leader to appreciate team members for their unique skillsets. A game-changer for igniting a team’s passion and enthusiasm, this essence ensures that decisions will be taken on the basis of knowledge, rather than position.

Rasa 9: Shanta (peace) For managing teams, remaining objective and upholding self-awareness amid the pandemic, peace and tranquility are the greatest virtues a leader can have. A leader who carries within themselves the principle of peace will be able to respond, rather than merely react. And the day leaders start responding more than reacting, organisations will become a wonderful ecosystem of social collaboration and comradery.

Peter Drucker was undoubtedly the greatest management thinker the world has ever seen. He will always be remembered for the visionary work he produced, well ahead of his time. His concepts are so strong that they resonate with every type of leader – in every culture.

Dr Dindayal Swain is a professor, author, speaker and coach who has trained more than 30,000 corporate executives around the world