Q. Define some of the best leadership traits that you have experienced in Indian leaders.
A. Inspiring the team by sharing vision and values is one of the key strengths of an experienced leader. The ability to stimulate enthusiasm in others by sharing the vision and values plays a vital role in motivating employees/team members. Winning commitment by painting the big picture to the team is another significant trait. The power unleashed by allowing people to contribute and participate in the bigger plan and provide ideas gives immense support to the plan.
Passion for achieving results in a stipulated time period is yet another important trait in a leader. The innate drive to take complex, multiple and diverse projects to deliver meaningful results adds to the ability to stay focused and lead positively. It is like aiming the bird; many see the tree, the sky, but Arjuna’s target is the eye and he stays focused on the exact plan and target.
The ability to initiate changes is a crucial factor. It is important to adapt to change and accept it gracefully, and to break barriers and redraw boundaries to achieve the objectives. This encourages innovation and constantly redefines performance standards. It requires courage to challenge proven methodologies and strive for excellence.
Acquiring, nurturing and retaining talent is among the critical aspects as well. A leader must identify, build and effectively utilise diverse skills of team members. A true leader brings out the best in his or her team and also makes it the best team with high achievers.
Q. How differently do you see a manager and a leader?
A. Organisations clearly differentiate leadership qualities from managerial capabilities. Not all good managers make excellent leaders. Nissan’s leadership qualities rotate around 20 ‘Nissan Way’ Leadership Competencies.
To start with the leadership spark generally exhibited by managers can be briefly explained under the following traits:
1 Cross-functional working abilities: A manager who thinks beyond his function and whose actions are directed towards the larger success of the organisation.
2 Sense of belongingness: A successful leader is one who can create a sense of belongingness to the team and to the organisation. He can infuse optimism and confidence in the team through guidance. He builds positive experiences in the team to strengthen experiences and learning of team members. The sense of ownership created not only bonds the individual to the organisation strongly but also unleashes positive energy. Such teams volunteer to take responsibilities, are self-motivated, and have excellent performers.
3 Quick adaptability: Someone who can quickly sense and adapt to changes and who understands the requirement for a change. A leader designs appropriate processes and adapts himself or herself to adapt to the changes and encourages the team to be comfortable with the constantly changing work environment.
Q. What are the areas that Indian leaders need to focus on?
A. The important areas are:
1 Leading a cross-cultural and diverse team to ensure optimum utilisation of resources.
2 Mentoring in an appropriate way to groom and nurture young talent.
3 Creating stable individuals who can be a strong talent pipeline.
4 Establishing systems and processes in changing and complex global environment.
5 Customising to local requirements of an organisation and understanding the business environment.
6 Developing communication processes to reflect the identity of the organisation.
Q. How different is the Indian style of leadership from their counterparts?
A. Our country has rich heritage and a value system. This has transpired as a major strength to many of our leaders. Indians are used to a highly dynamic and complex environment in everyday life. This equips us to respond to change much faster. It enhances the ability to multitask with detail-oriented approach without losing focus. Our adaptability is quite high where we can easily sense the requirements and scale up to it.
If Indian leaders are able to make a blend of this rich tradition and adaptability, they can challenge the world. Traditionally we are oriented to an affinitive culture, which if rightly directed, can foster team work, promote ownership of shared goals and collective accomplishment of objectives.
Q. What are your views on Indian leadership? What is its future?
A. Bulk of the placements from top business schools are made by multinationals in India every year. Many of them are directly recruited for middle management roles. Several multinationals have localised their key positions and even focus on India as a major talent hub. Indian leaders have bright prospects and the key would be their ability to sense the diverse and changing environment and their speed of response.
Recently, our global COO visited India and shared a key message that Indian entity should emerge as a potential talent hub for global Nissan.
Q. What lessons can Indian leaders learn from their foreign counterparts?
A. Nissan, which operates in nearly 160 countries, has a cross-cultural organisational structure. It has been one of the biggest values and strengths that has shaped the company’s success across the world. The ability to connect to a large and diverse audience, delivering to their requirements but still retaining the DNA, is the key for our brand. There are many home-grown conglomerates highly successful in India and even overseas but we need to go a long way to catch up with our overseas counterparts. Some outstanding traits are:
1 Ability to adapt rapidly.
2 Communicate effectively to establish rapport with varied audience.
3Leveraging diversity while working with diverse cultures.
