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.
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. — “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.” —
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.
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.
—- Source: The Four Archetypes of Transformational Leadership, RollingStone, Chris Schembra, January 10, 2025
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.
——-
Source: Business Standard, 28 December 2024, Visionary auto tycoon who made winning bet on India, Reuters, Tokyo, 27 December, 2024
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
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
I wanted to share some useful notes from the book, “The Psychology Of Fear In Organizations” by Dr. Sheila M Keegan, a Chartered Psychologist, and Fellow of the Market Research Society and Bath Business School. A lot of these play out in organizations every day and it helps a lot for leaders to be aware.
*Business psychologist and coach, Chris Welford identifies five telltale signs of a fear-based culture. 1. There is a preoccupation with status and conformity, and where rules have precedence over common sense. 2. Distinct in-groups exist and there is little opportunity to cross the boundaries between them. 3. Everything is measured but nothing is questioned. 4. Appraisals are only ever one-way. 5. The accent is on pace but short-term gain is known to be at the long term cost.
…Not surprisingly, in a fearful working climate, employees tend to mirror the behaviour of their managers. Management over-control generally has the effect of discouraging risk-taking, squashing initiatives and dispelling creativity and novel thinking.
… Feeling fearful, threatened or undermined at work can have a major effect on our work performance, as well as on our mental and physical health. Fear impacts our relationships with our colleagues and managers. We bring fear home with us…
How To Develop Personal Resilience, A Critical Element For Working Effectively Through Fear …On a personal level, developing resilience is an ongoing process that involves a mixture of adjustments. Resilience can be developed by: * having supportive work networks and healthy relationships. * focusing time and energy on things we have some control over, rather than expending energy on aspects that are outside our control. * actively looking for opportunities for self discovery and broadening our perspectives. * practising cognitive restructuring: changing the way in which we think about negative situations. * paying attention to our body as well as our mind, paying attention to one’s own needs and feelings. * keeping a long term perspective, and considering the broader context. * taking decisive actions. * maintaining a hopeful outlook… — These are only few perspectives on a much broader topic.
On Mahatma Gandhi’s 155th birth anniversary, we remember his life and wisdom.
We continue to live in times of high uncertainty, violence and wars threatening to spread. As much as everyone likes to focus on their own world/environment, we live in a more interconnected world, and the impact of good and bad outcomes will be felt wider.
Is it becoming increasingly difficult to wish for a world of peace and harmony? Are we speeding up our Doomsday clock/own extinction? How could we get out of a vicious cycle of violence? —-
* Blessed is the man who can perceive the law of ahimsa (nonviolence) in the midst of the raging fire of himsa (violence) all around him. We bow in reverence to such a man by his example. * Gandhi objects to violence because it perpetuates hatred. When it appears to do ‘good’, the good is only temporary and cannot do any good in the long run. * Gandhi feels that violence is not a natural tendency of humans. It is a learned experience.
Satyagraha, the Centre of Gandhi’s Contribution to the Philosophy of Nonviolence Satyagraha is the quintessence of Gandhism. Through it, Gandhi introduced a new spirit to the world.
What is Satyagraha? Satyagraha (pronounced sat-YAH-graha) is a compound of two Sanskrit nouns satya, meaning truth (from ‘sat’- ‘being’ with a suffix ‘ya’), and agraha, meaning, “firm grasping”. Thus Satyagraha literally means devotion to truth, remaining firm on the truth and resisting untruth actively but nonviolently. Since the only way for Gandhi getting to the truth is by nonviolence (love), it follows that Satyagraha implies an unwavering search for the truth using nonviolence. Satyagraha according to Michael Nagler literally means ‘clinging to truth,’ and that was exactly how Gandhi understood it: “clinging to the truth that we are all one under the skin, that there is no such thing as a ‘win/lose’ confrontation because all our important interests are really the same, that consciously or not every single person wants unity and peace with every other”. Put succinctly, Satyagraha means ‘truth force’, ‘soul force’ or as Martin Luther Jr would call it ‘love in action.’
“The weak can never forgive. Forgiveness is an attribute of the strong.”
Some of us have seen this happen few times during our lifetimes. A highly successful, global company with thousands of employees and the darling of the press and management books gets into trouble slowly and loses its shine eventually. Thousands of jobs are cut, announced in phases over years and the decline become more visible gradually. Issues become too big to ignore, other companies start taking over market share and breakdowns become more frequent with increasing number of unhappy customers. Few revered corporate names have been visible in the press for these reasons, even during the last week. This has happened to non-profit organisations as well.
The golden mindset to protect dearly during success is conscious humility.
A 2016 HBR Article (The Scary Truth About Corporate Survival) noted that 80% of the companies that existed before 1980 were no longer around. Professors Vijay Govindarajan and Anup Srivastava looked at all companies that listed on U.S. stock markets from 1960 to 2009 and confirmed that longevity is decreasing. Companies that listed before 1970 had a 92% chance of surviving the next five years, whereas companies that listed from 2000 to 2009 had only a 63% chance. They wrote that the bad news for the newer firms is that their days are numbered, unless they continually innovate. In short, even seemingly successful and rich companies can fall into a fight for survival sooner than expected.1
From a behavioural perspective, a consistent common pattern is noticeable. As companies become more successful, arrogance tends to creeps in. When this happens at the leadership levels and manifests in decisions, judgment calls and cultural elements, the damage can be enormous. Most times, the degradation is not evident quickly. This may show up in the form of increased ignorance of contradicting views and potential risks, lack of openness, increased feelings of invincibility, sometimes even translating to visible disrespect. For leaders, even listening to varying perspectives from internal stakeholders goes down. There is a rigid focus on “our approach, our process and we know what is right” thinking. Stakeholders outside the organisation most times see this degradation earlier than those inside. Even at this stage, the general feeling is that nothing could go wrong. Leaders can also become overly focused on themselves. While some leaders may seem to be humble at a personal level, it’s important to watch out for reduced humility at an intellectual level (eg. openness to discussing varying and contradicting perspectives, disregarding others quickly).
The mindset of conscious humility and curiosity are closely related. Genuine curiosity comes from being humble about one’s own views and openness to others. Conscious humility are also related to compassion and empathy. Behaviours are consistently leading indicators of organisational unhealthiness and degradation, while the slowing business results may show up much later. Once the negative impact on business results indicates a pattern, it becomes hard to turn around the ship quickly. The focus then shifts to cost cutting and prevailing phases of uncertainty, leading to complex environments. Does this sound familiar?
Professor Jim Collins (Good To Great) wrote about the Five Stages of Decline, in the book, How the Mighty Fall. He called Stage 1 the “Hubris Born of Success”. “Great enterprises can become insulated by success; accumulated momentum can carry an enterprise forward, for a while, even if its leaders make poor decisions or lose discipline. Stage 1 kicks in when people become arrogant, regarding success virtually as an entitlement, and they lose sight of the true underlying factors that created success in the first place. When the rhetoric of success (“We’re successful because we do these specific things”) replaces penetrating understanding and insight (“We’re successful because we understand why we do these specific things and under what conditions they would no longer work”), decline will very likely follow. Institutions can be sick on the inside and yet still look strong on the outside; decline can sneak up on you, and then-seemingly all of a sudden-you’re in big trouble. Stage 3 is Denial Of Risk And Peril. As companies move into Stage 3, internal warning signs begin to mount, yet external results remain strong enough to “explain away” disturbing data or to suggest that the difficulties are “temporary” or “cyclic” or “not that bad,” and “nothing is fundamentally wrong.” In Stage 3, leaders discount negative data, amplify positive data, and put a positive spin on ambiguous data. Those in power start to blame external factors for setbacks rather than accept responsibility.”2
While sometimes organisations may be truly unlucky in their journey to get hit with factors outside their control, most times, the start of organisational failures can be traced back to the hubris of success and lack of humility. Leaders play a very important role in protecting and ensuring humility in day to day operations. This starts with role modelling related behaviours and incorporating conscious humility mindset into the heart of thinking, decision making and organisation culture. Ignoring these elements can invite serious repercussions.
In the book, Trillion Dollar Coach, the traits of coachability Bill Campbell sought were honesty and humility, the willingness to preserve and work hard and a constant openness to learning. Honesty and humility, because a successful coaching relationship requires a high degree of vulnerability.3 Openness as well cannot exist without humility. Humility can be developed consciously.
References
The Scary Truth About Corporate Survival, December 2016
Five Stages of Decline, Jim Collins
Trillion Dollar Coach, Eric Schmidt, Jonathan Rosenberg, Alan Eagle
These are selected notes from the book, “Building Conflict Competent Teams” (Craig Runde, Tim Flanagan; 2008).
Reappraising What’s Happening
“We often think that others’ motives are worse than they actually are, and this causes us to feel threatened and get upset. Looking at the situation to find less sinister motives can dampen your emotions. This process is referred to as reframing; that is, you consider the situation from new frames of reference. It is associated with a psychological concept called cognitive reappraisal, described by a quote from Marcus Aurelius: “If you are distressed by anything external, the pain is not due to the thing itself, but to your estimate of it; and this you have the power to revoke at any moment.”
Cognitive reappraisal means reinterpreting the meaning of what you see or hear. You may initially construe another person’s actions as hostile to your interests. Perhaps you think they are moving in on your turf or trying to make you look bad in front of others. Although this is certainly possible, there may be innocent reasons for their actions. Research has shown that reappraising situations can lessen emotional tension. In particular, changes in brain activity are analogous to those that occur when a person uses reflection and mindfulness techniques. When this happens, negative emotions lessen and more positive emotions emerge….
Team leaders can have a profound impact on the emotional climate of their teams. Leaders who demonstrate positive moods and effective emotional control can create a positive climate within their teams. When a leader conveys news, her tone and demeanor may have greater impact than the content of the message. The team leader plays a critical role, but all members of the team have to work together to address conflict effectively. They need to participate in developing and upholding team norms, which support and empower individual team members to step in when they see relationship conflict emerging that can harm the team. A team member who sees other teammates acting in ways that are breaching trust or contributing to destructive conflict can intercede and remind the others of the team norms for how to deal with conflict… “
Leadership Coach, Consultant, HR Leader with diverse, global experiences (U.S.A, Europe, APAC).
Master of Human Resource Management from Rutgers University, New Jersey, U.S.A. Recipient of the U.S. Garden State Council SHRM HR Leadership Scholarship.
Bachelor of Technology in Civil Engineering from College of Engineering, Trivandrum, India.
Certifications: MBTI, Hogan, RBL Leadership Code, SHL 360, Team Management Profile, NeuroLeadership Results & Team Coaching.
Facilitated coaching sessions, workshops and programs with multicultural teams in Helsinki, London, Berlin, New Delhi, Bangalore, Kerala, in addition to multiple Global/Virtual sessions.
Mission: Enable healthy, purposeful, and impactful organizations, through leadership knowledge and wisdom.
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