CEO at Hinduja Hospital
Mudit: Why don’t you just tell us a little bit about your story and how you got to where you are today?
Answer: So, I’m an engineer by background. I am from Calcutta. After that, I got a job in a company in Bombay for two years. Then I spent my formative years, 22 years, and 3 am, where I met you and many other friends who are on this call today. For the last eight years, I’ve been running a hospital in Mumbai. Currently, we have two hospitals in Mumbai, and I am the CEO of this hospital. I am also on the board of a hospital in Bangalore. I am the Chairman of Vicki’s Health Services Committee for India. Additionally, I am the president of the Association of Hospitals of Mumbai. So, how did it all happen? I think it took 32 years of hard work, and hopefully, in the next 45 minutes or one hour, we’ll figure out how it happened and what I’ve learned along the way.
Mudit: Could you share a little bit about some failures that you might have experienced in your life and what you’ve learned from them?
Answer: To be honest with you, if somebody says they haven’t had any failures in 32 years of work, they are not being truthful. There have certainly been failures. Let me give you an example. This occurred early in my career when my team was trying to sell a piece of equipment. They were successful, but I didn’t know much about the equipment. I was told that the sale was practically done, and all I had to do was come and shake hands, and the order would be ours. So, I flew from Bangalore to Delhi for what I thought would be a 15-minute meeting. However, when I arrived, there were 15 people in the conference room, and for the next 45 minutes, they grilled me.
Needless to say, I lost the order. From that experience, I learned never to go unprepared, regardless of what people tell you. Another significant failure was when one of my key businesses incurred substantial losses, perhaps the first time in its history. It was a tough period, but I embraced it by involving other stakeholders, implementing Six Sigma processes, making process improvements, and redefining our business approach. Eventually, the business turned around for the better.
The key lesson here is that business is cyclical, with good times and bad times, successes and failures. The crucial aspect is to learn from failures, extract lessons, and avoid repeating the same mistakes. Over time, by reducing the number of mistakes made, one can achieve greater success.
Mudit: Could you share your morning routine and your thoughts on self-leadership, resilience, and managing stress?
Answer: I learned the importance of a morning routine relatively late in life, but for the last decade or so, I’ve been following one religiously. It starts with never missing my morning health routine, whether it’s hitting the gym, going for a walk, or engaging in some form of exercise. Following that, I practice meditation four or five times a week before heading to work. This routine helps me stay physically active, mentally relaxed, and maintains my moral and ethical compass for the day. It’s a way for me to prepare for the challenges and responsibilities of the day ahead.
Regarding self-leadership, I believe it’s crucial to understand yourself and your true purpose in life. Knowing your true north helps you navigate and bounce back from failures. Inner strength is essential for resilience and self-motivation, especially at senior levels of leadership. You can’t rely on external motivation; it must come from within. Leaders must find their inner strength through practices like meditation and discipline.
Mudit: What are your views on compassionate leadership, and how do you practice it?
Answer: Compassionate leadership is essential in today’s world. Traditionally, leadership was often defined solely by the pursuit of profits, but this approach neglects the well-being of society and multiple stakeholders. Compassionate leadership involves understanding others’ perspectives, balancing the pursuit of profit with ethical values, and fostering a collaborative, empathetic, and transparent work culture.
In a compassionate leadership style, leaders must consider the impact of their decisions on various stakeholders, including employees, customers, the government, and society at large. This approach creates a positive ecosystem where like-minded individuals are attracted to your leadership style. It’s not just about achieving success but also about creating a sustainable and ethical environment.
Mudit: Can you tell us about your personal leadership style and what you’ve learned during your career?
Answer: My leadership style has evolved over the years. I started with a participative and democratic approach. I empowered and delegated to my team. However, during times of crisis, I adopted a more directive style because that’s what the situation demanded.
In my view, effective leadership is about collaboration, trust, and empowering others. It’s not about one person driving the organization but rather a cohesive team working together. Delegation is crucial, but it also requires individuals to take responsibility for their work. I emphasize the importance of not micromanaging and allowing team members to grow.
Furthermore, I don’t tolerate mistakes resulting from a lack of attention or poor decision-making. I believe in thoroughness and thinking through the implications of decisions, whether positive or negative. Leadership is a combination of science and art, and it’s about understanding people, communication, and building relationships.