Sunday, August 17, 2014

CEO SPECIAL .................................A leader has to be versatile, visionary and emotional

A leader has to be versatile, visionary and emotional

IF THERE IS A SITUATION BEYOND CONTROL, THEN A LEADER HAS TO PUT IT IN PLACE. A LEADER CAN’T PLAY THE BLAME GAME
Ruchi Soya, the maker of edible oils and soya food products, is among the largest fast-moving consumer goods companies in India. Its founder and managing director Dinesh Shahra believes that a leader must be versatile, visionary, emotional and at the same time realistic. Excerpts from an interview:
How do you define a leader?
A person who is able to see things, which a normal person does not see in any situation and I would say someone who is a visionary, should be a leader. A leader is able to build a team and is able to create leaders also. A leader should is committed to a vision and takes the team along to fulfill the commitment. These are things that a leader needs to have.
What are key traits of a leader?
A leader has to be versatile, visionary and emotional; he should be realistic, service oriented, should be positive in his approach and create positiveness in others. He should have full conviction in himself, be an independent thinker and at the end of the day, he should enjoy all the things that he does and creates.
Can leadership be learnt?
Leadership can be enhanced. Every human being is always learning. We are in a school of learning. Nobody comes complete. There is an inbuilt character that is there and one can definitely enhance it.
How do you identify and groom future leaders?
A leader can be found by a leader only. When I see people, meet them, see resumes, I understand people of certain qualities. I try to build them, take executive assistance and keep them around me (work with me). And while they work with me, they see what’s in store ahead, because seeing is believing. They are also able to learn fast. There is a process, which is followed, so we are able to improve the qualities in them (business heads and project heads) and correct what they are not good at. How have you overcome challenges, such as volatile commodity costs, demand slowdown etc in making Ruchi Soya among the largest consumer goods company? We are present in very basic foods, so challenge of demand is not an issue. We have to ensure product innovation, pricing and consistent supplies, that is the key. We have concentrated on value for money and have ensured that the global players won’t be able to compete… While bigger players operate at 30% margins, we are operating at 8-10% margins. We have had to visualize and be ahead of the competition.
Many times leaders are blamed for mistakes others commit. Is it fair?
In any situation, a leader is responsible for whatever happens. He can’t play the blame game. If there is a situation beyond control, then he has to put it in place. What I do when there is any un-thought of crisis is, we call in consultants, we have a core team, try to find out what exactly went wrong, we deal with situation based on the need, either externally or internally. Leader should correct the situation and take it ahead.
In a promoter-driven company is grooming future leaders a challenge?
To create a leader, you will need to find out someone who believes in his own values. Values are very important. In family organisations, you find the sons or daughters are the best people to learn because very simply, they have the same value system, they believe in the same philosophy, and they have ownership.
     Professionals can also be taught. But, they should believe in the organisation and once they believe, they will passionately work towards that.

HT140814

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