Today, I complete 16 years with Dr Lal PathLabs Ltd. (LPL). That is more than half of my corporate career of 31 years.<\/p>\n
On this day, I happen to be in Rishikesh on the banks of river Ganges. There couldn\u2019t have been a better place to reflect on this journey. From a Hindi-medium school in a very small village in Mewat district of Haryana to the College of Veterinary Sciences in Hisar, and finally the Indian Institute of Management in Ahmedabad in 1988.<\/p>\n
The last pit stop threw open the doors to the corporate world. From IIM-A, I joined the Hindustan Unilever (HUL) as a management trainee. After nearly a decade with HUL, I had shorts stints with Monsanto and Ranbaxy before taking the plunge into a professional entrepreneurial journey with LPL in October 2005.<\/p>\n
The company was then a small family-run private firm. The company had just received the funding from a VC firm at pre-money valuation of about $20 million. I left the ascending curve at formidable names like Unilever, Monsanto and Ranbaxy to join LPL.
\nThough I was a big fish in a small pond, I was expected to turn the pond into an ocean.<\/p>\n
The company and the brand Dr. Lal PathLabs has experienced transformational change in these years. The customer base has grown nearly 25 times, and the turnover more than 35 times. The company is now listed, and is valued at around $4 bn.<\/p>\n
All these years have taught a few leadership and management lessons, and I share a few of these. I also want to thank all my bosses, peers, subordinates and the support system that helped me navigate this journey so far\u2026<\/p>\n
No one will walk up to you and give you honest feedback on your leadership style. You must develop a habit of observing yourself. You must carry a mirror that will reflect your behaviour and the impact it has on others.<\/p>\n<\/p><\/div>\n
We regularly make decisions and enter into confrontations with our subordinates. It is important to make a team member believe it is his or her decision.<\/p>\n
A good leader must always focus on the big decisions rather than interfere in every decision. Staying focused on making the right decisions is more important than being seen as making all the decisions. <\/p>\n<\/p><\/div>\n
Over the years, I have been in situations that have emotionally disturbed me. I have been tempted to call it quits. But I sat tight. Over time, my perspective changed and I found an alternative way. So, always avoid knee-jerk reactions. <\/p>\n
Sometimes, you might experience boredom from doing more of the same. You must find ways around such weariness and fatigue. <\/p>\n<\/p><\/div>\n
Success is never due to a single person\u2019s effort. The world unfairly attributes credit to one individual for the efforts of a larger group and support system. <\/p>\n
In these 16 years, I have had two or three rounds of churn in my team, but with every churn, a capable person from within or outside the organization has come forward to contribute to our success. <\/p>\n<\/p><\/div>\n<\/p><\/div>\n
Being valued and appreciated builds a sense of security. As a leader, this is the least one can do to leverage a team\u2019s strength. Constant nit-picking and criticism are detrimental. <\/p>\n<\/p><\/div>\n
Sometimes your team members might want to share or ask certain uncomfortable questions. They are not sure of your reaction. You must encourage them to get it off their chest. Create an environment for them to share and talk to you in a neutral setting. <\/p>\n<\/p><\/div>\n
Many of us carry a false notion that job titles convey everything about the job description and expectations from the job. Clear communication on what is expected will go a long way. <\/p>\n<\/p><\/div>\n
A boss is an important entity in everyone\u2019s life. Subordinates learn a lot from them and get inspired by their achievements. Build a relationship that demands performance but means no harm. You should be accessible and have a tolerance for genuine mistakes or errors of judgment. <\/p>\n<\/p><\/div>\n<\/p><\/div>\n
Being valued and appreciated builds a sense of security. As a leader, this is the least one can do to leverage a team\u2019s strength. Constant nit-picking and criticism are detrimental. <\/p>\n<\/p><\/div>\n
As a leader you might invariably find yourself caught between two seemingly right choices, especially pertaining to people decisions. Usually, they are based on one\u2019s perception and judgment. You have no option but to pick one. <\/p>\n<\/p><\/div>\n
While chairing a meeting, you must give the impression that everyone has been heard and they have contributed. Holding your opinion till the end gives you the benefit of knowing everyone\u2019s view, and ensures good outcomes. <\/p>\n<\/p><\/div>\n
Any outcome is the result of an action. Actions are constantly guided by seeking solutions to the problems at hand. Be careful not to fall into an Analysis and Paralysis syndrome. However tough it may sound one always needs to be decisive and stay in a problem-solving mode. <\/p>\n<\/p><\/div>\n<\/p><\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"
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