Stepping into the giants’ shoes: A reflective guide for aspiring leaders

There is an interesting anecdote about the early years of my career, when my boss said, “You are now ready to lead this team.” And then I said, “No Sir, I am not.” Since we had a very good equation, he took it in a lighter vein and we had a good laugh about it. He would say that I was a unique person who would turn down a position of leadership like that to his boss. People go to great lengths to gain a leadership position - work out of their skins, try to impress bosses, talk down co-workers and what not.

You have a game that you bring to the table of life, which you refine over time. And over the years you get to observe the kind of games your colleagues, co-workers, team members or even your bosses play.? And you also get to know your game, and what is right and wrong with it. This blog is about how I look at my ‘game’ in those days in retrospect.

I was pretty much like young executives are at that stage, very aggressive and ambitious to grow fast in life. Just by what you call serendipity, I had moved in the world of knowledge and content, and realized this was my calling. The organisation was in a good place, I was outperforming the people around on all counts, and the work culture was pretty exciting.

The work was to my liking. I could sit for hours endlessly, writing, editing documents and planning engagements with industry leaders. Secondly, I enjoyed the single-handed pursuit of knowledge and ideas that my work entailed. The kind of mental exercise it entailed was amazing, you had to think till your brain actually hurt! We also believed that we were making a very strong impact by bringing in a new and refreshing brand of business content to the world.

And yet… leadership seemed to be a very daunting proposition. When you are in that kind of zone with your work, it surely appears to be distracting to lead the team. I can imagine what the likes of Sachin Tendulkar would have felt when he was made cricket captain. In this blog, I thought of highlighting some of the mental processes, experiences and learnings that could be useful to the budding leaders of tomorrow, irrespective of the field they are in.

Growing beyond yourself

I believe leadership is a profoundly spiritual experience and a crucial step in one’s spiritual evolution. Why do I say this?

For the first time, leadership compels you to think beyond yourself. While marriage and parenthood also push you beyond self-interest, they often remain within the boundaries of your personal sphere, as family is an extension of your own life.

However, when you lead an organization, you become responsible for the growth and well-being of the people you guide. Regardless of your technical expertise, true leadership demands empathy, active listening, and the cultivation of positive, professional relationships. It’s only through fostering this deep connection and understanding that a leader can inspire and sustain a high-performing, cohesive team over time.

"Leadership is not about being in charge. It is about taking care of those in your charge." — Simon Sinek

If leaders can build this kind of synergy, they unlock the potential for extraordinary growth, both for their team and for themselves. In this sense, leadership is not just a professional role—it is a transformative journey that enriches the soul and nurtures the spirit.

Unless you develop true selflessness, you cannot be a great leader. And that is arguably one of the greatest insights you take up on your road to spirituality. The world was never all about you in the first place.

The buck stops at you…

It was difficult for me, as it is for every budding leader, to accept accountability for what my team doesn’t do right. Today, I find it amusing when budding leaders say things like, “I explained to him/her what needs to be done. But he/she didn’t do it.” It doesn’t work that way of course.

The concept is of desk or station. What is the quality of the product when it leaves your desk, determines your credibility. And if the management finds issues with the product, you are accountable. Rather than building up painful defences (which are painful to the listener as well), you best take the hit on your chin, learn and move on. Swallow your pride, embrace humility and get better.

...and the buck also should stop everywhere else.

On the flip side, it does not work if you become the sole flagbearer of your team’s cause. If a team gets too dependent on its leader, then stress is bound to grow to the point where it becomes unbearable for you. It is obvious that the consequences of that can be very unpleasant.

The genesis of such problems goes back to the hiring process itself. You have to get the best fit possible, with clear role definitions and alignment with overall team objectives. It is extremely important to also teach the team accountability.

"Great leaders don’t delegate tasks; they delegate authority and responsibility." — John C. Maxwell

When you see the quality of work the first time, you should assess the person’s strengths and weaknesses and give frank feedback. At the same time, you have to progressively guide him or her to improve and not repeat past mistakes. While leaders have to be understanding, there are times when you also need to be tough when the slack goes out of hand and impacts overall team performance.

Popularity? Bah!

In those early days, we had a boss who was notoriously critical during ideation meetings. On a rare, less intense day, we asked him why he was so harsh and if he could be gentler in his feedback. His response was simple and direct: “I’m not here to win a popularity contest!”

While this approach might seem the polar opposite of empathy, there are times when criticism is essential for driving performance. Creating a nurturing environment is important, but you cannot afford to let it foster complacency. If there are aspects of your team’s work that fall short, it’s far better to address them openly and honestly than to let frustrations simmer beneath the surface. And you do not have to worry about being likeable all the time. Larger team goals take precedence over that.

"The true measure of a leader is not the applause of the crowd but the impact they have on the lives of those they lead." — John C. Maxwell

At the same time, feedback should not become a personality battle or an ego clash. The best leaders I have known are those who point out the problem and reprimand, but do not take it to the next day.

Everyone can ideate

Feedback is a crucial element of effective leadership. It’s essential for the team to feel comfortable sharing their concerns, grievances, and aspirations within the organization. This openness allows the leader to address emerging issues promptly and also helps in mapping out the future growth trajectory for each team member.

One aspect that is often overlooked, yet is incredibly important, is ideation. When job roles become rigid, people tend to slip into survival mode, focusing only on the day-to-day. This is why team ideation meetings are vital—they provide a platform to explore new ideas and gain insights into the direction we’re heading. You can never overstress on the importance of good ideation meetings, where people just speak up and share their ideas.

A lot of them may be good, bad, ugly or disdainful, but some of them could be just the gems you need to unlock future growth opportunity. And it helps people get out of their shells and opens up their minds.

Wear your mask first? No!

In leadership, the pressure to perform on multiple fronts is intense. But that's the beauty of leadership—it pushes you, and even forces you, to become the best version of yourself. As a leader, you must meet the expectations of those above and below you. It’s tempting to start your day by tackling your personal tasks to clear your plate, but your first priority should be setting direction for your team—outlining their targets, deliverables, and following up on their progress.

Your responsibility extends beyond your own productivity; it includes ensuring that your team is using their time effectively. This means your initial focus should be on laying out their deliverables before attending to your own tasks. In this way, leadership may seem counterintuitive to the "flight rule" of taking care of yourself first, but prioritizing your team’s needs ultimately drives the collective success. You have better clarity over your way ahead, but they need your guidance to stay on course.

Well, these were a quick few points that I came up with on reflecting upon my experiences with leadership. It is certainly not an exhaustive list, but it can definitely give you some cause for introspection. Of course, I will keep bringing up such perspectives in future blogs.

Did I still make that particular leader position despite refusing so outrightly and being so 'difficult' about it? Well I did, especially because I was the most qualified at that time. And was it a smooth ride? Of course not! It never is. While I could gloat all I wanted about my strengths as a performer, the leadership experience has opened up my mind to the areas where I lacked miserably. In that sense it is very humbling as well. But then, the challenges keep things interesting and provide new learnings every day. Take it as a blessing, because that's what it is!

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