Knee jerk reactions are common, short sighted decision making are more the rule than the exceptions and bottomline has definitely dominated top line like never before. We have seen organizations shed critical talent through a stroke of a pen incessantly, only to struggle in consolidating differentiated know how to deal with the new business environment later.
Leaders still need to realize that the bottom-line can be optimized, only if topline is maximized. There is a threshold below which reduction in bottom-line cripples the organization to be agile and competitive. Not to mention being able to sustain.
With the Covid-19 scenario, remote working became more of a forced disposition than most of the business conglomerates could trust on productivity, even as they watched more Fortune 100 companies going through a new animal called “work from home”. While new age Tech sectors adopted it and even drove it as a financial prudence exercise, most of the conventional sectors with old school leadership found the trust deficit quite deep, to evolve with the changing times.
Leadership is instrumental in business resurgence and at the same time in creating toxic environments too. Personalities matter and quality of human capital is always the differentiating edge.
I have been privy to a wide array of leaders & boards during my consulting and corporate stints across blue chip companies and large conglomerates, who either transformed business trajectories or sunk the ship by the sheer weight of their leadership style, cultural leanings and ability to promote meritocracy.
Innumerable real life case studies exist wherein even Egon Zehnder’s researched findings of “potential and not past performance being a true indicator of future success” falls short in reality; a superstar in X environment becomes a laggard or toxic leader in Y environment, sheerly due to the culture and empowerment quotient. The big bang approach to scalable transformation only works with despots or E-commerce startups with a steady seed capital injection, not with well-grounded businesses. Leadership sustenance and business continuity are the levers that propel or dispel compelling visions.
Leaders are indeed not born but made, in times of adversity, and this select breed will continue to re-imagine the world we will ultimately live in.
To borrow a phrase from Satya Nadella, every leader needs to measure up to these 2 fundamental questions:
Does he/she create clarity?
Does he/she create energy?
True leadership should ideally judge itself on action and others on intent, for the right mix of EQ required for continued success.
Sanjeev Pradhan Roy is a Talent Acquisition strategist in Dubai for 13+ years, having led & transformed the talent landscape for giants like EMAAR, Al Faraa, Manpower Professional and Galadari Group, besides market leader clients whilst in consulting.
Founder of a niche Consulting firm in Dubai (TEAM ONE) and a regular panel in the AESC (Association of Executive Search & Leadership Consultants) Forum for Dubai Chapter, for number of years.
His key strengths are in executive search, TA Centre of Excellence and senior leadership interventions.
Leadership