Managing Partner, Arthur D. Little India & South Asia
Mudit: As a leader, whether you have to inspire people or, you know, even if you’re a technologist or whatever, this whole inspiration piece really comes in from communication. How important do you think, you know, because you talked about inspiration, you talked about looking ahead, reinventing yourself, etc.
How important do you see the element of executive communication to inspire, to get work done, and actually move to the next level?
Answer: I think communication is the most underrated skill and the most important skill that differentiates, I would say, great leaders from mere managers. And, again, there’s a hygiene part of it, and then there’s the extra X Factor part of it, right? I’m a bit old school when it comes to communication. When someone communicates with me, it’s not overly certain, right? I expect people to be to the point, sharp, with no grammatical mistakes, no spelling mistakes, and things like that. And everyone knows, and I see some familiar faces on this call, nothing irritates me more than sloppiness in communication, particularly. So, that’s the negative side. Some familiar faces in the call may be smiling when I talk about this. There’s nothing that irritates me more than a spelling mistake or a grammar mistake or a misplaced comma somewhere. Now, let’s get to the serious part of it. Why is communication important?
Communication is very intrinsically linked with authenticity. If you’re authentic, then you should be able to communicate authentically as well. For me, one very simple tool, which I keep telling people (and this is again, years of consultant training) is the pyramid principle and the 30-second rule. If you had only 30 seconds to tell your boss or CEO what he needs to know, what would you say? I think forcing yourself, for every single situation, to prepare and practice the so-called elevator pitch is very important. I have seen the elevator speech to be a very important tool to even clarify your thinking. The other thing I really believe in, and maybe I’m old-fashioned, is there’s nothing better than writing. I’m not talking about a PowerPoint deck of 50 slides or 60 slides; PowerPoint is the worst tool of communication ever.
I’m still a believer in the old-fashioned 500-2,000 word memo, where, if you can write it on a piece of paper or type it in a Word document, it’s two to three pages. I have seen that to be an increasing source of frustration for me. Maybe I’m old-fashioned, maybe 50 years later, people will have software that autocorrects incorrectly written emails or briefs, but at least in today’s world, it’s something that really irks me.
Mudit: What exactly is executive presence to you, and how should employees, especially mid-level managers, prepare themselves for executive roles?
Answer: Executive presence is a bit like finding the right partner in marriage. It’s hard to define, but it’s important. It’s about having the ability to inspire, trust, and listen. It’s also about finding a balance between obligation to dissent and openness to change. To prepare for executive roles, you must have the right balance of these traits. Seek out mentors who inspire you, trust them, and be proactive in approaching them. Establish a formal relationship and commit to it. Show that you can listen to advice and change when needed. Executive presence is about demonstrating leadership, control, and the humility to listen to your team.
Mudit: Since APEC is poised to grow at a compounded annual growth rate, how would you compare APEC to other US or European markets? And how do you prepare for a global culture role?
Answer: Comparing APEC to other markets depends on various factors like culture and business opportunities. It’s crucial to be excited about the opportunity and believe in the growth prospects. Indians are globally adaptable, so cultural differences can be overcome. APEC itself is diverse, with Japan, Korea, China, Southeast Asia, and Australia having distinct cultures. Choose the opportunity that excites you personally, aligns with your career goals, and has growth potential. Your willingness to invest time and energy is vital for success in any global role.
Mudit: During your experience working with startups and advising executives, how do you advise individuals who are contemplating the shift from a traditional corporate path to the entrepreneurial world, where there’s often the allure of quick success and financial gain?
Answer: Transitioning from a traditional corporate career to entrepreneurship is a significant decision that should be made for the right reasons. It’s important not to be seduced solely by the prospect of quick success and financial gains because the reality of entrepreneurship is often quite different.
Firstly, one should evaluate their motivations. Entrepreneurship should be pursued if you have a genuine passion for a unique idea or solution to a problem, not just as a means to make a quick fortune. Success in entrepreneurship is rarely immediate and typically involves overcoming numerous challenges. To make an informed decision, it can be beneficial to gain some exposure to the startup world before taking the plunge. This could involve working at a startup, collaborating with one, or simply gaining an understanding of the dynamics and the risks involved. It’s also advisable to build a strong network of mentors and advisors who can guide you through the complexities of entrepreneurship.
Additionally, be prepared to continuously learn and adapt. The startup landscape is dynamic, and the skills required may evolve rapidly. A willingness to learn and stay updated with the latest trends and technologies is essential. In summary, entrepreneurship can be a rewarding journey, but it should be driven by passion, a clear vision, and a genuine desire to solve problems rather than a desire for quick financial gain.