एक चिकित्सक के रूप में, हमें सिखाया जाता है कि सीखना और शिक्षा कभी खत्म नहीं होती—यह जीवन भर चलने वाली प्रक्रिया है। मुझे लगता है कि शिक्षा विभिन्न रूपों में मिलती है: औपचारिक, अनौपचारिक और सबसे महत्वपूर्ण, अनुभवजन्य। ये सब मिलकर तय करते हैं कि हम कौन हैं और हमें एक नेता के रूप में काम करने की क्षमता देते हैं। मेरा मानना है कि ये सभी हिस्से मिलकर औपचारिक शिक्षा का निर्माण करते हैं—यह इस बात के लिए अमूल्य है कि हम कौन हैं और हम कितना अच्छा प्रदर्शन करते हैं।
As a physician, we are taught that learning and education never stop - they are lifelong. I think education comes in various forms: formal, informal, and most importantly, experiential. All of this defines who we are and gives us if you will our abilities to function as leaders. I believe all of those pieces constitute formal education - it is invaluable to who we are and how well we perform.
As a physician, we are taught that learning and education never stop - they are lifelong. I think education comes in various forms: formal, informal, and most importantly, experiential. All of this defines who we are and gives us if you will our abilities to function as leaders. I believe all of those pieces constitute formal education - it is invaluable to who we are and how well we perform.
जिन चीजों को लोग उनके प्रस्ताव के समय असंभव मानकर खारिज कर देते हैं, वे आगे चलकर बेहद सफल साबित होती हैं। ऐसे कई विचार हैं जो कभी सफल नहीं होते—लेकिन हम सब उन पागलों जैसे विचारों को जानते हैं जो कर दिखाए गए—30 साल पहले कौन सोच सकता था कि लोग एक कप कॉफी के लिए 4 डॉलर चुकाएंगे—लेकिन आज, हमारे पास दुनिया भर में 20,000 स्टारबक्स स्टोर हैं। एक बार संभावित निवेशकों के एक समूह ने टिप्पणी की थी कि "गूगल" तो "गुब्बारे वाली कंपनी" है। बात यह है कि किसी ऐसी चीज को तुरंत खारिज करने की जल्दबाजी न करें जिसे आप समझते नहीं हैं या आजमाने को तैयार नहीं हैं—वह कोई ऐसी चीज हो सकती है जो दुनिया बदल दे।
Things that people thought not possible when they were proposed and blown off become enormously successful. There are a lot of ideas that never succeed - but we all know the crazy ideas that did - who would have thought 30 years ago that people would pay $4 for a cup of coffee - but today, we have 20,000 Starbucks stores around the world. A group of prospective investors once remarked that "Google" was the "balloon company." The point is, don't rush to pooh-pooh something you don't understand or aren't willing to try - it could be something that changes the world.
Things that people thought not possible when they were proposed and blown off become enormously successful. There are a lot of ideas that never succeed - but we all know the crazy ideas that did - who would have thought 30 years ago that people would pay $4 for a cup of coffee - but today, we have 20,000 Starbucks stores around the world. A group of prospective investors once remarked that "Google" was the "balloon company." The point is, don't rush to pooh-pooh something you don't understand or aren't willing to try - it could be something that changes the world.
संस्कृति में सुधार की बात करते समय, मैं 'बदलाव' कहने के बजाय 'विकसित करने' या 'आगे बढ़ाने' जैसे शब्दों का उपयोग करना पसंद करता हूँ। अगर मैं किसी कमरे में जाकर कहूँ: "हम यहाँ संगठन को बदलने आए हैं," तो इससे पूरे समूह में हलचल मच जाती है। इसके विपरीत यदि मैं कहूँ: "आज तक आपकी सफलता इस बात से आई है कि आप कौन हैं, भविष्य में सफल होने के लिए हमें बिंदु X तक पहुँचना होगा, आइए इस बारे में बात करें कि हम संगठन को उस स्तर तक कैसे विकसित कर सकते हैं," तो यह एक बिल्कुल अलग बात है। किसी संगठन में सफल 'बदलाव' हमेशा वहाँ के लोगों के भीतर से ही आना चाहिए। इसलिए, उन्हें एक साझा उद्देश्य के साथ जोड़ें, यह समझें कि इसमें समय लगेगा, और आगे बढ़ते रहें।
Talking about improving the culture, I prefer to say "develop" or "evolve" rather than "change". If I walk into a room and say: "we are here to change the organization," it sends shock waves through the group. If I say: "your success to date has come from who you are, to be successful in the future, we need to get to X, let's talk about how we evolve the organization to that point," that is a very different statement. Successful organizational "change" must come from the people. So, recruit them with common purpose, recognize that it will take time, and plow forward.
Talking about improving the culture, I prefer to say "develop" or "evolve" rather than "change". If I walk into a room and say: "we are here to change the organization," it sends shock waves through the group. If I say: "your success to date has come from who you are, to be successful in the future, we need to get to X, let's talk about how we evolve the organization to that point," that is a very different statement. Successful organizational "change" must come from the people. So, recruit them with common purpose, recognize that it will take time, and plow forward.
अक्सर आपने यह कहावत सुनी होगी कि "संस्कृति रणनीति को नाश्ते में खा जाती है!" यह वह बात है जो आपको स्कूलों में नहीं सिखाई जाती और बहुत कम नेता ही इसे समझ पाते हैं। सांस्कृतिक प्रभाव आप पर दो अलग-अलग दिशाओं से आते हैं। एक संगठनात्मक संस्कृति है जिसे समझना आपके लिए तब बेहद ज़रूरी हो जाता है जब आप किसी बड़े रणनीतिक कदम पर असर डालना चाहते हैं। अगर आपके 'लोग' आपके साथ हैं, तो आप कुछ भी हासिल कर सकते हैं। और अगर वे साथ नहीं हैं, तो आप कुछ भी हासिल नहीं कर पाएंगे।
You frequently hear the phrase "culture eats strategy for lunch!" This is something that they don't teach you in school and few leaders appreciate. Cultural influences come at you from two different directions. There is the organizational culture that you must understand if you are to impact significant strategic initiatives. If the "people" are on board, you can achieve anything. Vice versa if they are not - you will not achieve anything.
You frequently hear the phrase "culture eats strategy for lunch!" This is something that they don't teach you in school and few leaders appreciate. Cultural influences come at you from two different directions. There is the organizational culture that you must understand if you are to impact significant strategic initiatives. If the "people" are on board, you can achieve anything. Vice versa if they are not - you will not achieve anything.
मैं कई ऐसे संगठनों में एक लीडर के रूप में काम कर चुका हूँ जहाँ नेतृत्व की संस्कृति बेहद रूखी, भद्दी और नकारात्मक थी; जहाँ आपसी प्रतिस्पर्धा और खराब रिश्तों ने तरक्की की रफ्तार रोक दी थी। स्वस्थ तनाव और खुली बहस होना लाजिमी है, लेकिन संगठनात्मक सफलता पाने के लिए नेतृत्व टीमों को संवाद, आपसी संबंध बनाने, भावनात्मक बुद्धिमत्ता (इमोशनल इंटेलिजेंस) का अभ्यास करने और एक साझा उद्देश्य के इर्द-गिर्द एकजुट रहने की जरूरत होती है। वरिष्ठ नेताओं और मुख्य कार्यकारी अधिकारियों (CEO) को यह सुनिश्चित करना होगा कि वे नेतृत्व के लिए सही माहौल तैयार कर रहे हैं, अन्यथा यह सारी नकारात्मकता धीरे-धीरे पूरे संगठन में फैल जाएगी।
I have participated as a leader in many organizations where the leadership culture was just mean - ugly, where competitiveness, and destructive relationships stymied progress. There should be healthy tension and candid debate, but leadership teams need to practice communication, relationship building, emotional intelligence, and be aligned around common purpose to achieve organizational success. Senior leaders, chief executive officers, others need to ensure they are fostering the right environment for leadership otherwise all of that ugliness will trickle through the organization.
I have participated as a leader in many organizations where the leadership culture was just mean - ugly, where competitiveness, and destructive relationships stymied progress. There should be healthy tension and candid debate, but leadership teams need to practice communication, relationship building, emotional intelligence, and be aligned around common purpose to achieve organizational success. Senior leaders, chief executive officers, others need to ensure they are fostering the right environment for leadership otherwise all of that ugliness will trickle through the organization.
बेहतरीन C-suite अधिकारी शीर्ष पर इसलिए पहुँच पाते हैं क्योंकि वे काम को बेहतरीन तरीके से अंजाम देना जानते हैं। जमीनी स्तर पर काम को अच्छे से पूरा करने के लिए जरूरी है कि हमें हर छोटी-बड़ी बात की अच्छी समझ हो—इसका मतलब यह नहीं कि लीडर्स काम सौंपते नहीं हैं, बल्कि इसका सीधा सा अर्थ यह है कि जमीन से जुड़े लोगों पर उनकी पैनी नजर होती है, क्योंकि वे जानते हैं कि असली सफलता वहीं से मिलती है। जैसे-जैसे लोग C-suite में पहुँचते हैं, वे अपनी पुरानी कार्यशैली से चिपके रहते हैं और शायद उन्हें लगता है कि उन्हें और अधिक करने की जरूरत है। लेकिन C-suite में सफलता इस बात से मिलती है कि हम कितने रणनीतिक बन पाते हैं और इस बात पर कितना भरोसा करते हैं कि हमने अपनी जगह लेने के लिए बेहद योग्य लोगों को चुना है।
Good C-suite executives rise to the top because they can execute. Good execution at the operational level requires us to have a solid handle on details - that doesn't mean operators don't delegate, it just means that they have a strong line of site to the front lines because they know that is where operational success is driven. As people move into the c-suite, they hold on to their operational persona and likely feel the need to do more. But success in the c-suite comes from our ability to be more strategic and trust that we have selected highly qualified people to take our places.
Good C-suite executives rise to the top because they can execute. Good execution at the operational level requires us to have a solid handle on details - that doesn't mean operators don't delegate, it just means that they have a strong line of site to the front lines because they know that is where operational success is driven. As people move into the c-suite, they hold on to their operational persona and likely feel the need to do more. But success in the c-suite comes from our ability to be more strategic and trust that we have selected highly qualified people to take our places.