Lead as an action, not a position

Written by: Prasad Narayan, VP of India Operations

When I accepted the offer to head Leapfrog’s India center, I was clear on one thing—I would try to implement everything that I found missing in my previous jobs.

From providing a space to thrive to understanding differences, this article is a snapshot of my experience detailing how leading is an action, not just a position.

A space to leap

A slight delay in getting your first cup of chai. Lack of essential amenities like dedicated desks and high-speed internet. Faces downcast after assessing the quality of food. These were just some of the several elements that contributed to an unhappy working environment in my previous experiences.

Thus, my first major task was to hunt for an office space that provided the team with the right mindset to work peacefully. Having been in this situation before and after evaluating all the pros and cons, I made a conscious decision to rent an office space completely owned and managed by WeWork.

Now, all Leapfroggers have to do is to walk into the office with their laptops—WeWork takes care of the rest.

It was a master stroke, as not once have they complained to me regarding infrastructure or any other amenities. The Pune center is located in a swanky office and everyone who visits us is wowed!

A culture of growth and ownership

As Peter Drucker quotes, “Culture eats strategy for breakfast,” one of my major challenges was to strike the right balance between Leapfrog’s company culture and Indian culture. After all, it is equally important to build a culture that employees can understand and relate to.

Consequently, instead of blindly replicating the benefits of the US/Nepal office for Pune, I carefully curated a couple of aspects that would resonate better.

So, I began with some of the things I’ve always wanted to implement: Knowledge Sharing Sessions (KSS), conducting All-Hands for India employees, Monthly Business Review (MBR) meetings, carefully crafted hybrid model, giving employees a day off on their special day, i.e. birthdays.

I am happy that things have nicely fallen into place. A key element that’s been ingrained in this culture is a sense of ownership. The best way to foster talents, enhance productivity, and reduce any alarming expenses is by thinking that it is ‘your’ company, ‘your’ work, ‘your’ people. That you have founded it. When Leapfroggers are told to make the Pune center their second home, they sense employee belonging.

Understanding differences

Working at an MNC means collaborating beyond borders, which evidently leads to disagreements—especially when there is a mix of cultures. Hence, instead of discrediting fellow colleagues across borders, we encourage the team to talk it out and resolve differences by themselves. I trust the team to do so, and only get involved when there is a deadlock. At the end of the day, what matters is resolving them amicably and replacing arguments with ‘wonderful.’

One company, one goal

There is hardly any margin of error whenever an organization adds a location to its kitty. Effective communication, collaboration with Leapfroggers in various locations to understand the company’s business, processes followed, policies, and flagship clients are vital.

At the end of the day, “one company, one goal” - that’s the mantra.?

But it bears no relevance when you are not walking the talk.

Perhaps that’s exactly why I choose to lead by example, and check in on the team to see how they are doing. In this context, the 4 Fs of life assume a lot of significance:

1. Find (your purpose)
2. Forgive/Forget (your past)
3. Focus (on your present)
4. Fuel (your future)

In doing so, employees are reminded to keep going above and beyond their line of duty. While one looks to hone his/her soft and hard skills, keeping clients happy is paramount to any business. Fortunately for us, we have been able to just do that.

Conclusion

I would like to conclude by saying that it has been a privilege to lead the India center. Leadership is the ability to influence the team towards achievement of goals. As a leader, I must establish direction by developing a vision and aligning my team in India by communicating this vision and inspiring them to overcome hurdles. I may be overseeing the India center but it is important to think of the bigger picture. My heart beats for Leapfrog Technology. The location does not matter.

What are your thoughts on this piece? Let us know in the comments, or reach out to Prasad Narayan via LinkedIn.