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PURPOSE & IMPACT

Author: Tojo Eapen (page 1 of 11)

What Siemens President & CEO, Roland Busch, said about Key Leadership Qualities in the Intelligence Age

January 31, 2025 / / 0 Comments

When a leader of a large, successful enterprise like Siemens shares perspectives, it’s valuable to listen, reflect and act. This is the gist of how Siemens President and CEO Roland Busch responded to the question, “What leadership qualities are most critical in the Intelligence age?”, during a LinkedIn event, from Davos on January 23, 2025.
Coincidentally, I was discussing Growth Mindset and Psychological safety during a session with a group of experienced managers on the same day.

1. Growth Mindset – Constant learning, trying new things, keep on going even after failing, learning from mistakes. (Belief that everyone can learn and push the limits).
2. Collaborative spirit, build a network, especially important while working in a virtual world.
3. Empathy, with strong communication skills to communicate, connect with people.
4. Especially in management, Empower people. Let them do what they are good at, and that goes together with Accountability.
Last but not least, having a solid set of values.

Couple of additional notes:
* He also said in his experience, diverse teams deliver better results than those that are homogeneous.
* Also, emphasised the importance of staying curious, open.

From the Siemens website:
Siemens Limited is a technology company focused on industry, infrastructure, digital transformation, transport as well as transmission and generation of electrical power. Globally, Siemens employs 312,000 people. It had a revenue of EUR 75.9 billion in fiscal 2024.
Siemens’ long-term commitment in India began in 1867, when the company’s founder Werner von Siemens personally supervised the setting up of the first telegraph line between London and Calcutta. Today, Siemens has a strong manufacturing footprint across the country, various Centres of Competence and R&D centres as well as a nationwide sales and service network.

The Potential Impact of China’s New AI Model, DeepSeek 

January 31, 2025 / / 0 Comments

If you have seen the news about DeepSeek in recent days (including rattled financial markets) and are wondering what the noise is all about, why this is disruptive, important and relevant, this video below from CNBC is a helpful watch. It includes an interesting interview with Perplexity CEO, Aravind Srinivas, with pertinent questions and inputs (from early Jan ’25).

In this week’s Business Standard, an article stated that “DeepSeek has become the most downloaded app on Apple App Store in India across all categories, according to data from Sensor Tower… It was released worldwide on January 10, with an update on January 27…
DeepSeek is the most downloaded app on Apple Store in the US… On Play Store, it is the second most downloaded app…
However, in countries like the UK, Australia, Singapore and Canada, it already hit the number one spot amongst all apps on January 28. But it has not made a similar domination in most European countries.”

This development seems to have taken most experts by surprise. The achievement, speed, budget, resources and context of all this could be a valuable case study in itself. Some countries are already thinking/concerned about the security and ethical aspects as well.

Emotional Maturity In Leaders

January 22, 2025 / / 0 Comments

There is a 2011 HBR article with the title, “We Need More Mature Leaders”.

It definitely seems to feel that way while seeing many news articles and discussions nowadays.

While we can say a lot about mature leaders, how do we observe immature leaders/leadership? Here are some notes from “Understanding Leadership Maturity (John Mattone Blog, July 2024)”. The list is not comprehensive, there are surely many more. This also indicates where getting leadership coaching early could be helpful.
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“Recognizing the signs of immature leadership is crucial for addressing and correcting these behaviors before they lead to significant negative outcomes.

Immature leaders are often emotionally reactive and have poor interpersonal skills, which can harm their teams and organizations.

If a leader does not possess maturity, the below signs may show:
* The impression that they simply do not care about the opinions or feedback of other colleagues.
* Refusal to listen to others and remaining stuck in their own ways.
* Constantly interrupting others without allowing them to speak about new ideas or feedback.
* Leaning on emotions, rather than facts, during challenges or obstacles within the workplace.
* Not paying attention to how they come off to others and how this impacts them.
* Using unclear messaging and communication creates confusion within the workplace, which could lead to conflict and mistakes.”
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Some leaders don’t realise they need help and drive ahead, blissfully unaware. Others know but don’t care or use excuses, regarding why they can’t change but are still great/successful (while their teams suffer). There is much hope for the category of leaders (and their organisations) who are self-aware, identify the leadership behavioural gaps within themselves and work on getting better.

Archetypes of Transformational Leadership – Much Needed Discussion

January 13, 2025 / / 0 Comments

I found the article, “The Four Archetypes of Transformational Leadership” to be thought provoking and reflective.

Here’re some notes that strongly resonated with me:

As we step into 2025, the need for transformational leadership has never been greater. The world is more connected digitally but more disconnected emotionally.

The world doesn’t need more productivity hacks or complex frameworks – it needs more connection, gratitude and inspired leadership.

These archetypes are not traits you have to be born with; they are small practices/habits that can be developed by anyone who aspires to lead with impact.

1. The Reflective Listener – Great leaders listen deeply. Reflective listening is about absorbing words and emotions without the urge to respond, interrupt or redirect the conversation. It’s about truly creating space for others to share fully, knowing that the act of being heard is transformative in itself.

2. The Insight Seeker – Leadership is about asking the right questions. Insight seekers use thoughtful inquiry to unlock the unsaid, uncover hidden opportunities, and guide others toward clarity and solutions. It’s not about showcasing your knowledge; it’s about unlocking the wisdom in the room.

3. The Connector – Connectors understand that relationships, not transactions drive long-term success. It’s not just about knowing people; it’s about bringing the right people together.

4. The Strategic Empath – Empathy is powerful because it aligns action with insight. Empathy doesn’t mean avoiding conflict; it means addressing it with care and clarity, and focusing on outcomes.

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Source: The Four Archetypes of Transformational Leadership, RollingStone, Chris Schembra, January 10, 2025

A glowing example of relationship across cultures, and beautiful words of tribute for Osamu Suzuki

December 31, 2024 / / 0 Comments

Maruti Suzuki India Limited (MSIL) Chairman R C Bhargava on Osamu Suzuki, who led Japan’s Suzuki Motor for more than four decades and played a key role in turning India into a flourishing auto market. Osamu Suzuki died on Christmas day, aged 94.

“I have lost someone who was closer than a brother. He changed my life and showed how nationality is no barrier to people building unbreakable bonds of trust in each other. He was my teacher, mentor and person who stood by me even in my darkest days. If I played a role in the success of Maruti, it was because I was his student and he taught me how best to grow a firm and make it competitive…”

In April 1982, when Osamu Suzuki, then President of Suzuki Motor Corporation, signed a Memorandum of Understanding with Maruti Udyog Limited to manufature a 800cc car(which later became the iconic Maruti 800), a carry van and a pickup truck, even the Japanese embassy in Delhi was not in favour of the deal. Bhargava, then an IAS officer working at Maruti, had met Suzuki for the first time just a month before the MoU was signed.

In the first year of production, about 850 units of Maruti 800 were sold. Last financial year, MSIL produced 2.135 million vehicles. Today, MSIL is India’s largest car maker with more than 40 percent market share by volume.


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Source: Business Standard, 28 December 2024, Visionary auto tycoon who made winning bet on India, Reuters, Tokyo, 27 December, 2024

Reminders this Christmas…

December 24, 2024 / / 0 Comments

Another Christmas is nearing. While the world is evolving in many ways difficult to understand, there is valuable wisdom and reminders for improvement from the Bible.

Here are few selected notes, especially those with links to personal development. Personal development is continued work in progress, with a basic intent to become a better human being. There is no one perfect state, only continuous improvement actions and improving wisdom in life. It is valuable to take some time during the last week of the year to reflect on one’s own progress and evolution in life.

* “…So then, you must clothe yourselves with compassion, kindness, humility, gentleness and patience. Be tolerant with one another and forgive one another….And to all these qualities add love, which binds all things together in perfect unity.” (from Colossians 3)

* “If you give food to the hungry and satisfy those who are in need, then the darkness around you will turn to the brightness of noon.” (from Isaiah 58)

* “Get rid of all bitterness, passion, and anger. No more shouting or insults, no more hateful feelings of any sort.” (from Ephesians 4)

*”Pride leads to destruction, and arrogance to downfall.” (from Proverbs 18)

* “Intelligent people are always eager and ready to learn…” (from Proverbs 18)

* “…When you stop learning, you will soon neglect what you already know (from Proverbs 19)

* “What you get by dishonesty you may enjoy like the finest food, but sooner or later it will be like a mouthful of sand.” (from Proverbs 20)

* “He remembered that they were only mortal beings, like a wind that blows by and is gone.” (from Psalms 78)

* “We leave this world just as we entered it – with nothing. In spite of all our work there is nothing we can take with us”. (from Ecclesiastes 5)

* “Be grateful for every year you live. No matter how long you live, remember that you will be dead much longer.” (from Ecclesiastes 11)

Why “Psychological Safety” Cannot Be Ignored By Any Organization

November 30, 2024 / / 0 Comments

Psychological Safety is a critical element of highly effective teams and impactful work. This is too important to ignore for leaders, teams and organizations.

Google researchers did a famous study to discover the secrets of effective teams. It was code-named Project Aristotle – a tribute to Aristotle’s quote, “the whole is greater than the sum of its parts”. The goal was to answer the question: “What makes a team effective at Google?”

The researchers found that what really mattered was less about who is on the team, and more about how the team worked together.

They found that psychological safety is the most important element of team effectiveness. “Psychological safety refers to an individual’s perception of the consequences of taking an interpersonal risk or a belief that a team is safe for risk taking in the face of being seen as ignorant, incompetent, negative, or disruptive. In a team with high psychological safety, teammates feel safe to take risks around their team members. They feel confident that no one on the team will embarrass or punish anyone else for admitting a mistake, asking a question, or offering a new idea.”

According to Dr. Amy C. Edmondson, Harvard professor who researched/developed this concept shares that over a thousand research papers in fields ranging from education to business to medicine have shown that teams and organizations with higher psychological safety have better performance, lower burnout, and, in medicine, even lower patient mortality. 

Sources:
* Understand team effectiveness; Google
* The Intelligent Failure that Led to the Discovery of Psychological Safety; Behavioral Scientist; October 4, 2023

Reflecting On Your Legacy

November 30, 2024 / / 0 Comments

This is a revisit to a short, interesting 6 minute Ted talk video.

Remembered this when I noticed a LinkedIn post about someone’s death last week. An ex-colleague from years back had also passed away couple of weeks back.

Reflection –
* What would you want/like to be remembered for? Or not?
* What would your connections (at least the people who crossed paths with you) honestly say about you?

Steve Jobs famously said, “..Almost everything-all external expectations, all pride, all fear of embarrassment or failure–these things just fall away in the face of death, leaving only what is truly important…”

Leadership Framework – ‘Leadership House’

November 21, 2024 / / 0 Comments

I’ve been following leadership frameworks over the years. Leadership frameworks are quite interesting to study because they tend to highlight the critical elements and expert thinking about effective leaders and leadership.

This new framework shared in IMD (Switzerland) seems to reinforce the fundamental elements and bring together nicely (with case examples).
According to the article, Patrick Flesner who developed this ‘Leadership House’ framework, has experiences in top-level sports, roles as a partner in prestigious German law firms, leadership position in a publicly traded company, partner in a venture capital fund and author. Probably, bit of the European context as well.

Selected Notes:
* The Leadership House is built on a solid foundation of trust. Trust provides a strong feeling of safety. In trusting relationships, it’s about the issue, not the person.
* A strong team is the first pillar. It’s about more than hiring the right people and putting them in the right roles.
* Having the right people has two dimensions: the first is functional fit and the second is cultural fit. A strong culture is a competitive advantage and separates the best teams from the rest.
* Purpose and vision are important but almost always intangible. It is vital to clarify what must be done to achieve your company’s vision and turn it into reality. We should invite team members to the goal-setting process and ask them about what they believe must be done to turn purpose and vision into reality. In this way, our team members will become the owners of the goals and do whatever possible to achieve them, which is psychologically very powerful.
* We must ask our teams to translate shared goals into “joint plans”. We must show what each team and its members must do (and, importantly, deliver in terms of results) so we achieve our shared goals. Joint plans are more granular and make execution possible.
* Team members are held accountable for both the tasks and the results they achieve. This is why it is so important that joint plans also show the results to be delivered.
* We can only hold team members accountable if we empower them.
* Without execution, there are no results; without results, there is no effective leadership. Execution is where leadership shifts from theory to practice, yet it’s often where leaders struggle the most. One of the key challenges is finding the right level of involvement – too much oversight risks micromanagement, stifling creativity and independence. Too little involvement leads to confusion and a lack of direction.
* No leader has all the answers, and that’s fine. Leadership isn’t about knowing everything but about creating the conditions for your team to find the answers together. In life and business, outcomes depend on external factors, and, often, a bit of luck. What we can influence and control is building a great team, setting it up for success, and working together toward shared goals.

Source:
I by IMD; The Leadership House: Building solid foundations for leadership and business success; Patrick Flesner; 18 November 2024

Middle Manager Reality Check

November 12, 2024 / / 0 Comments

Image Source: Robin Higgins, Pixabay

Middle Managers often feel “sandwiched” and frustrated in organizations, especially during changes. Recent studies indicate further reduction in the number of middle managers in organizations.
How do middle managers navigate successfully, manage selves and stay increasingly relevant in a fast changing/evolving world?
Organizations also need to tread cautiously with a longer term perspective and focused work on changing mindset and culture, as they plan changes.

These are selected notes, interesting data from a couple of Korn Ferry articles – Where’d My Manager Go? (LinkedIn), and A World with No Managers? (Korn Ferry website).

* Last year, in a sign of the aggressiveness with which firms are removing them, middle managers represented 31.5% of all layoffs, and an average of 22% between 2018 and 2022.
* And when middle managers depart voluntarily, they are not being replaced, which creates a void in leadership.
“If you cut and cut and cut, but don’t change mindsets, you can accelerate vertical hierarchy,” says Mark Arian, CEO of Korn Ferry Consulting. “You can end up in a bit of a death spiral.”
* In theory, trimming the middle layer can strengthen workflows: Autonomy and decision-making extend downward, and customer responsiveness improves, along with accountability and morale. But “that doesn’t necessarily happen”. In practice, sometimes authority coalesces at top levels, leaving underlings awaiting signals.
* But experts say today’s middle managers are under unprecedented pressure. Half are burned-out. Thirty percent are too stressed to support their teams, according to employees participating in LinkedIn’s Workforce Confidence survey.
* Experts advise firm leaders to proceed with great caution. “When you get rid of middle managers, the margin for error becomes minuscule.”
* Rather than making deep cuts, experts advise piloting studies of new organizational structures.
* Experts advise training teams to be inclusive and knowledgeable about the expertise and leadership of each trainee.

In my observation and personal experiences, during most times after the organizational deep cuts, the vaccum between the top and front line grows leading to major communication gaps and frustration among team members. Top levels of the organizations do not end up having sufficient time to manage the increased demands and need for attention. For those reasons, it is extremely important to work on workforce culture and mindset changes proactively, in order to ensure better readiness. Most times, there is a mad scramble after the quick cuts are implemented. It is also important to think about the inter generational shifts in the workplace and related impacts.

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