Humility is key to being a successful leader..

In my experience over the last 18 years I have come across many leaders some who are modest and others who are not humble. The ones that I remember and enjoyed working with were those who were down to earth, modest and were able to relate to what I had to express. It is because of this aspect that I truly believe that to be a successful leader it is very important that one needs to be modest. Furthermore, Quality of being humble is something that one needs to constantly to work towards building.

A leader with humility:-

Gains acceptability – It is generally viewed that people tend to accept and correlate well with people who are humble. The reason for that is people who are humble are open to ideas and converse openly without any prejudice

Achieves respect – With acceptability comes respect and modest leaders gain respect almost instantaneously and the admiration for these people is long lived

Ability to deliver results quickly – Acceptability and respect in turn leads to delivery of results. The entire team in turn believes in the leader and he/she is able to turn things around quickly.

Path to learning – A modest leader always wants to learn more and hence the evolution of oneself is never complete

Always ready to accept mistakes which in turn leads to better results and the path pf learning as mentioned in the earlier point

Always self introspects – With the urge to developing oneself and to achieve greater success a leader with humility is always self-introspecting and exploring avenues to do better

Able to understand emotions of other people and correlate, empathize with them and gain respect and build a strong sense of teamwork

In my own personal experiences I have come across many leaders, however the ones I remember and will always cherish are those who truly displayed the quality of being modest.

A single characteristic that distinguishes a leader from a dictator is Humility.

Finally, to summarize any one can become a leader but a successful leader will always be HUMBLE and be remembered for ages. It’s for us to choose who and what we need to be.


 

RajarmRajaram is an Operations executive managing healthcare accounts across India. In addition to being the India Delivery lead he is the (GDPL) Global Delivery Process Lead for Healthcare exploring new markets/solutions and special projects. Rajaram has expertise in starting operations, strategizing and ramp up. In the 17 years of experience last 13 have been in operations with in the healthcare BPO. 

Rajaram is Bachelor in Electronics Engineering and an MBA in Marketing. He recently completed his Advanced Management Program from IIM (Bangalore) & ESADE Business School Spain and is a certified coach with ICF.

His specialties include managing Large operational teams, People development, Operations management, Solution standardization, Maturity Models, Business Process Management, Customer Relationship Management as well as managing processes across geographies with a P&L responsibility

 

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Success and happiness – what follows the other?

 

Being successful doesn’t necessarily mean being happy. I meet more and more leaders, who are doing excellently well by their business metrics; their businesses are growing, they are well sought after in the market, and stakeholders seem happy. Still below the surface, there is a lurking feeling of being unfulfilled. They feel that something is missing in their life. The reasons could be many. Some of the causes/sources of unhappiness in otherwise successful leaders are:

 

  1. Fear of not maintaining the success and achievements. Stress of maintaining at the top gear
  2. Lonely at the top
  3. Fear of making mistake or displeasing someone important; office politics, rat race
  4. Fear of not doing a perfect job
  5. Frustration with colleagues and team, who, they feel, are not as good as them; slower speed of others
  6. Health of self and family
  7. Issues with relationships , friends and family, parents, spouse , children
  8. Business and economic pressures, competition
  9. What next?
  10. Spiritual needs – is this all in life?
  11. Unfulfilled hobbies and desires

 The successful but unhappy leaders are likely to fall quickly and lose their success. In today’s ever changing environment, success is not something which is achieved once and retained forever. It has to be earned every day again and again.

Some of the main derailment risks for these leaders are:

  •  Inability to control their Impulse /Anger Management
  • Poor stress and frustration management
  • Lack of optimism
  • Reality misjudgment
  • Lack of emotional self awareness

 Some HR professionals believe that if their business leaders are happy they will be content and they will have no drive to achieve higher grounds. They believe that happiness in the leaders will bring some kind of complacency in the system.

Contrary to this belief, happy leaders are more likely to be successful.

There are good reasons for this.

Happy leaders are optimistic and they have a realistic vision of what is possible. They can clearly draw the vision, and share with others.

Happiness brings resilience, which means that they don’t go into long depression due to failure. They learn from their mistakes and move on. They have strong belief in what they do, but they are flexible and can easily adapt to changes in the environment.

 Happy leaders can manage their emotions well and understand others with empathy.

They have high self regards and self esteem but it doesn’t lead to arrogance. They are assertive but not aggressive.

 There is no wonder that happy leaders have certain charisma and an aura of positivity around them.

Happiness is contagious and is easily noticeable by their body language. Happy people smile more. There is certain kind of magnetism and attraction around happy leaders. And people notice this general mood of happiness. If the general demeanor of a leader is happy, people feel more comfortable opening up to them. This is the biggest advantage they have in their inter-personal relationships. They radiate energy rather than sucking it.

 Organisations should take note if their leaders are not happy and get them coached towards being happy and fulfilled because happy leaders drive long term and sustainable successful business.

 


 

Pankaj Dixit formalPankaj is an executive coach with over 29 years of experience working as leader in various large multinational organisations. Pankaj has widely travelled and has headed multi-locational and multi-cultural teams.

 As an executive coach, Pankaj has worked with leadership teams of large services companies. Apart from personally coaching senior leaders, Pankaj has also coordinated internal coaching programmes.

 Pankaj is an active social worker and volunteers with many NGOs working with under-privileged.

 

Pankaj is a PCC and also trained and certified on NLP, counselling, EQ, DiSC.

“What I should be doing” is not the right question.

Each one of us faces unique challenges. These challenges are not offered by the situations we are in. These challenges arise primarily from the way we perceive these situations and think about them. When faced with a dilemma or a situation of being at cross roads which seemingly pushes us to take a decision, most tend to ask this question to self or others “What should I be doing”.

In these situations we should rather be asking ourselves “What I should be thinking now “or” what I should be asking myself (question) “.

Recently, I had a “coaching conversation” with a successful professional. This is how it went.

“I am at cross roads & need to get clarity on how to move ahead in making career choices. I am aspiring to be the CEO of mid- size bank & I also would like to initiate my own entrepreneurial venture. I am confused on what to pursue as both are close to my heart” said the client/coachee. This is what I wish to focus on today in my conversation with you today, Coach.”

The conversation lasted close to 20 minutes. During the course of conversation the coach asked questions to facilitate the coachee develop new awareness & insights about his situation. Coachee shared his understanding on what it would entail to pursue either of his career choices and appeared excited and motivated for both. He seemed fully aware of challenges involved and was fully committed to overcome them. He seemed determined to wait & prepare himself.

With his dilemma in the situation strongly evident, the coach asked “So, if you are assured of success in pursuing either of your aspirations, which career would you choose”. With a pause of few seconds, coachee said “Entrepreneurship”.  Coach kept silence. Coachee with a bit of pause again repeated “Yes, entrepreneurship”. He sounded determined &emphatic.The conversation ended with coachee saying, it is quite evident on what I want to do hereon. His voice conveyed sense of clarity & his response to session feedback was “I have achieved the outcome of this session with you, Coach”.

So, at what point did the coachee sensed clarity seeping in. In the feedback coachee himself said, it was that question – “So, if you are assured of success in pursuing either of your aspirations, which one would, you choose”. He said I felt that I would be happier & satisfied building my own enterprise. It would give me the opportunity to live all my related dreams.

Recent brain research demonstrates that motivating ourselves or others to change requires changing our long established brain patterns. New patterns of thinking that lead to change of behavior require deep reflection & intentional ongoing practice. Therefore coaches & coaching conversations foster the development of new neural pathways in the brain, which then make changed behavior possible and long lasting.

Coaching conversations are different in many ways from the typical spur-of-the-moment conversations. They are highly intentional, focused on coachee- his/her strengths & challenges & the attributes he/she brings to the conversation. The purpose of coaching conversation is to stimulate growth & change. In other words, coaching conversations lead to action.


DeepakDeepak Sawhney is a Coach & Leadership Development facilitator. He comes from a rich & diverse background of working in leadership roles in Sales, Marketing & HRD across various sectors. He has been a coach past 4 years including the period as Group Head – Learning & Development in a large corporate. His current clients are Successful Senior Professionals, Entrepreneurs/CEOs & Founders across India. He takes up Training & Coaching assignments at Senior management level. He can be approached at deepak.sawhney@hotmail.com /+ 91 9347207669. His detailed profile can be accessed at https://www.linkedin.com/profile/view?id=22209896&trk=nav_responsive_tab_profile