KB 48 Wise Leadership

KNOWLEDGE BEANS a human resource newsletter

issue no 48 | July 2012

continued from previous page | WISE LEADERSHIP : Anshoo Gaur

is important that leaders create informal forums for employee awareness and appreciation. Finally, he adds that dharma is the universal truth and hence leaders should emphasize on the basics of dharma which will help build the right foundation.

hence, it must also be the purpose of development to create the conditions enabling happiness. Organizations are a microcosm of society and it is hard to fathom that they can escape having these objectives that are not reflected in their goals. When asked to share a few words of advice, he said he would encourage leaders to do a small exercise at the end of a business day, evaluate all the decisions they have made and consider whether in each decision they took into account the impact on all stakeholders (especially the society) and if indeed they struck the right balance. If not, he requests them to make a conscious effort the following day to strike the balance. If they do, he would request that they share/communicate their modus operandi with a mentee and this process should continue till a movement is created.

‘Where we could be’ is a state where an organization has balanced the needs of all stakeholders and thereby is supporting the pursuit of societal happiness while being profitable. At a philosophical level, one could say that organizations are like human beings that go through the cycle of birth and death. A way to break free of this cycle and attain ‘Nirvana’ (liberation, in the organizational context, this would be a sustained long-term socially responsible, growing, and profitable organization), is through the adoption of the common sense practices. The change can be incremental and the magnitude will depend on the current state of the organization, and the appetite it has for change. But as he looks into the future, he sees that this is an inevitable change and will probably set the great organizations apart from the good ones. In Anshoo’s opinion, we see movement on another front that supports the above thesis. The United Nations has adopted Bhutan's proposal to include happiness as the ninth millennium development goal. The reason is that happiness is the ultimate goal of all human beings and

On a parting note, he would like to state that a good leader can touch lives in innumerable ways. Such power must be treated as a honour and responsibility while making decisions because these decisions not only impact the organization but all those who constitute the larger ecosystem.



Dr Ranganathan Aiyar is an alumnus of Oxford Brookes University UK and is presently the Director of JSPM's Kautilya Institute of Management and Research in Pune. Having worked for over 38 years around the world as Professor of Management and Administration, he contributed towards the world on consulting, research and teaching assignments. As a motivational and public speaker,he worked in over 15 foreign universities in the Faculty of Management and Administration and has substantial publications in the areas of Finance, Talent Management and Self Development.

Changing business environment and trade across borders have exposed a different genre of people management. Therefore, a question lingers, what next? As C.K. Prahlad said, “We are not any more looking at the best but next.” This has led to the re-definition of a leader. Is he the one to lead or to make people follow? Here comes ‘wise leadership’. In the olden days, it was considered to be clever to change the working environment to organizational needs, but today, it is considered to be wise to change the organization to working environment. Competition has taught promoters and those who are in teams, to understand the needs of the community and accordingly change their pattern of leadership. Business schools and universities are seeking partners who can bring these in the curriculum design. No more are the degrees and diplomas relevant unless the outcome is to suit or acclimatize to the day to day happenings of the industry and commerce. Moreover, organizational leadership has also realized the basis of continued and loyal service input as elements of success in the long run. Wise leadership therefore has to be more vibrant to be ‘transparent and approachable to develop trust’. Transparency is considered the greatest weapon in the hands of the modern leader in business. It breeds an element of confidence of ‘collegiality’. With the younger generation taking charge of issues, it needs that a promoter leader realizes the

extent to which the organization works transparently to enable everyone to know that things happen directly from the source. This also leads to establishing the missing link of ‘trust’ between the top and the work force. May be, executive and middle level coaching can bring this to practice.

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