Regional Director, South Asia at Water.org
Question: You mentioned that as a kid, you wanted to go to the U.S., do an MBA, and more. So what led you to return to India after completing your MBA from Duke University? What was your thought process at the time?
Answer: It’s interesting because early in my life, I always had a desire to engage in charity work and be involved in the development sector. I remember my first charitable effort was in the third or fourth grade when a massive cyclone hit Andhra Pradesh in the late ’70s. I collected newspapers from different houses to raise funds. This experience gave me a sense of joy and purpose. I continued to engage in community service activities, such as joining the Interact Club in school. By the time I went to the U.S. for my MBA, I was already thinking about how I could make a meaningful impact alongside my professional work.
In 2009, the global recession hit, and I lost my job for a short period. Sometimes adversity forces you to reflect on your goals. I had achieved my MBA and had a successful stint in consulting, but the recession made me question what I truly wanted to do next. I was living in the Midwest, where the effects of the recession lingered. During this period, I realized that if I wanted to do something meaningful, it was the right time. I considered returning to India, but not for the typical corporate consulting roles. I wanted to return with a purpose in my life.
In 2010, I made the decision to return to India. My wife also got a new job, and she was supportive of this move. We decided to come back for three or four years to gain grassroots-level experience in the development sector. This decision was influenced by both my desire for meaningful work and the challenges I faced during the recession. It was a pivotal moment in my life, and I’m glad I made that choice.
Question: Could you elaborate on how you manage stakeholders, both internal and external, in your role as a regional director?
Answer: Managing stakeholders, both internal and external, is a critical aspect of my role as a regional director. Here’s how I approach it:
Internal Stakeholders:
- Team Building:Internally, I focus on building a strong team with a shared vision and purpose. It’s essential to ensure that my team members are aligned with our organization’s goals and values.
- Communication:Effective communication within the team is vital. We have regular meetings and discussions to keep everyone informed and engaged.
- Empowerment:I believe in empowering my team members to take ownership of their projects and initiatives. This not only boosts their morale but also enhances their sense of responsibility and accountability.
- Mentoring and Development:I provide guidance and mentorship to team members, helping them develop their skills and expertise in the social sector.
- Conflict Resolution:Inevitably, conflicts may arise within the team. I handle these conflicts objectively, promoting open communication and seeking resolutions that benefit the team and organization.
External Stakeholders:
- Government Relations:When dealing with external stakeholders like government agencies, I work within their agendas and seek ways to align our objectives with theirs. Building a positive relationship with government authorities is essential for the success of our initiatives.
- Donor Engagement:Donors are crucial partners in the social sector. I maintain open and transparent communication with our donors, ensuring they understand the impact of their contributions.
- Board Management:Managing relationships with the board of directors is another key aspect of my role. I ensure that the board is well-informed about our projects and achievements while seeking their guidance and support.
- Local Communities:Engaging with local communities is vital for our projects’ success. We work closely with community leaders and members to ensure our initiatives are culturally sensitive and meet their needs.
- Financial Institutions:I emphasize to financial institutions that investing in water conservation and related projects is not just philanthropy but also a smart business decision. I highlight the long-term benefits and impact on their clients’ livelihoods.
In summary, managing stakeholders involves building strong relationships, effective communication, aligning objectives, and seeking mutually beneficial solutions. It’s a dynamic and ongoing process that requires adaptability and a deep understanding of each stakeholder’s interests and priorities.
Question: If somebody wants to donate their eyes, what should they do?
Answer: Oh, first of all, hope that your eyes are eligible. Just because you want to donate doesn’t mean that your eyes will be received and transplanted to the recipient. But if you want to do it, I would recommend having a contact number handy. At least in your city, there should be an understanding that when you pass away, your loved ones should call this number. Hopefully, someone in your family will remember this at the right time, and your wish can be fulfilled. You don’t need to sign any documents or go through any complex processes; just ensure that someone knows to call that number when the time comes. These contact numbers are usually readily available, with each city having its own specific number, and many larger cities hosting multiple eye banks, such as Bangalore and Delhi.