Sunday, March 29, 2009

Leadership lessons from Tom Peters

Uber Guru Tom Peters, published a fast company article on 50 leadership qualities, in his typical unorthodox and in-your-face style. Now, blogger Ron Hurst has started commenting on each of these 50 items, that offers his view of the quality, followed by a practical challenge for you to understand each rule, that you may find very interesting.

Some leadership qualities that Tom Peters write include:

1. Leaders on snorting steeds (the visionary greats!) are important.6. The leader is rarely -- possibly never? -- the best performer.7. Leaders deliver.10. Leaders understand the ultimate power of relationships.17. Leaders are natural empowerment freaks.
26. Leaders don't create followers, they create more leaders.
33. Leaders wear their passion on their sleeve.
38. Leadership is a performance.40. Leaders give everyone a cause.42. Leaders think -- make that know -- that they can make a difference.
45. Leaders revel in surrounding themselves with people who are smarter than they are.47. Leaders make meaning.
50. Leaders know when to leave.

You can get the complete list here.

Thank you very much,

RamP!

Monday, March 23, 2009

Tyranny of Competence

Seth Godin talks about having atleast one person in any organization who is the only one who knows some intricate technical details, or the only one who can solve a critical problem. And he's a jerk and everyone acknowledges it with a resigned expression "Yeah, but he really know his stuff ...". Sound familiar? Perhaps sounds very familiar.

The above post immediately reminded me about the chapter "The Tyranny of Competence" in the beautiful book "Deep Change: Discovering the leader within", by Robert E Quinn. Quinn talks about the extreme cases where a powerful individual contributor takes control and then begins to undermine the influence others.

I have observed this concept at two levels. The first one at CxO/VP levels where the person has led an entire organization into a strategy that only he believes, often having a catastrophic after effects. The second one more at an individual contributor/technical lead level where the damage is limited to a particular group, atleast to begin with. So how to distinguish such a person. Here are some (you could sure come-up with a lot more):

You hear this person say:
"The team is full of incompetent people. They just can't get it"
"Given a chance, I will fire more than 50% in this group/floor/site"
"The customer doesn't know what they are into. I told them that their strategy is bound to fail"
"This is the only way the problem can be solved. You/Manager/Customer don't know anything"

Others are saying:
"XYZ is the only one who can get us out of this mess"
"Meeting/brainstorming/discussion has to be postponed as XYZ is not in today"

More than the words, such people create an atmosphere of fear around them. No one has courage to question, as such people tend to admonish in public. Timid managers add to the problem by not being able to rein in such people.

The only way out it seems, especially as a manager is try NOT to have indispensable people and thereby not become a victim of tyranny of competence. If you have successfully dealt with such people and led them to be more co-operative and contributing, I'd love to hear the same.

Saturday, March 21, 2009

Photos from the Inaguration

Some pics from from the inaguration ceremony we had.

Everything is ready for the inaguration:

Gene Sheridan, our CEO, cuts the ribbon,

... and then lights the lamp.


Our CTO, Kashef Hooman also lights the lamp


RamP and Hari obliges the photographers

... and the work begins:

Thursday, March 19, 2009

Inaguration of the facility

18-Mar-09 is a new milestone in my professional life. Gene Sheridan, our CEO, formally inagurated our facility in a simple function that had current and prospective employees, our CTO Kashef Hooman, our vendors, friends and some special people that have helped us to set-up the facility. Its also an important day as we made a presentation to the friendly officials at STPI to register ourselves under the STPI scheme.

We at BridgeCo raised an additional $6M VC funding last month and a significant amount of these monies would be invested in our India operarations.

We had a press release earlier in the day and have got good coverage:
Its been a hectic 3-4 months and has been a fantastic experience so far.

Saturday, March 7, 2009

Outliers: The Story of Success

Malcom Gladwell (author of Blink and Tipping Point) has a sharp eye to observe hidden patterns in everyday life. He has a gift of making mundane look exciting and new. So, I started reading his new book Outliers: The Story of Success with a lot of scepticism. Its an easy, brilliant read, very typical of Gladwell. I'm glad I read it, though I didn't find anything that is actionable for practical application. So, do not expect any self-help types in this book. However, I still wanted to share a few central ideas from this book. Here we go:

The central premise of this book is that there is no self-made person and people don't rise from nothing and successful people indeed owe a lot to parentage and patronage. They are also beneficiaries of hidden advantages, extraordinary opportunities and cultural legacies that allow them to learn and work hard and make it big in a ways that others cannot. He lists the following things (beyond passion, talent and hardwork) that help people achieve extraordinary success:

1. Skewed age distribution at the time of selection, streaming and differentiation: At a very early age a few kids that are born closest to the cut-off date for some selection get a head start over others.
2. The 10,000 hour rule: Achievement is talent plus preparation. Upon the closer look at the succesful and gifted, innate talent seem to play a smaller role than preparation.
3. Intelligence has a threshold: Intellect and Achievement are far from perfectly corelated. A high IQ is not of much use, if you are surrounded by a handful of clever ones, you need other traits too, especially "practical intelligence".
4. Practical Intelligence: Knowing what to say to whom, knowing when to say it and knowing how to say it for maximum effect. Its practical in nature and helps you read situations correctly and get what you want. Critically, this kind of an intelligence, is different from the analytical ability measured by IQ.
5. Demography: Culture, Generation and family history can give the greatest of opportunities.

In the second part of the book, Gladwell questions whether the traditions and attitudes we inherit from our forebears can be used to analyse why people succeed and how to make people better by taking their cultural legacies seriously.

As a first example he talks about the role of PDI (Power-Distance Index) in analysing some chilling air crashes (This chapter in itself is a great read for anyone trying to improve bottoms-up communication in an organization). PDI is concerned with attitudes toward hierarchy, specifically with how much a particular culture values and respects hierarchy. With numerous examples (some case studies in avionics industry) on the communication between the first-office and pilot/ATC, Gladwell shows how the cultural background of someone having a high PDI affected crucial decisions, that could have averted several crashes.

Other cultural traits that play a major role in success/failure are 1. individual-collectivism scale (how much individuals expect to look after themselves) and 2. uncertainitly avoidance (how well does a culture tolerate ambiguity).

Its fairly clear that each of us comes from a culture with its own distinctive mix of strengths and weaknesses, tendencies and predispositions. Who we are cannot be separated from where we are.

Now comes the interesting fact. Gladwell shows that thoroughout history farmers who grow rice have always worked harder than almost any other kind of farmer. Its no wonder that China whoch grows a lot of rice, also has its people that are very comfortable in math. Gladwell argues that this fact has got nothing to do with intelligence, but because of doggedness that is needed to understand maths and that this trait comes directly because they are used to work harder - afterall they have been growing rice for ages.

In essence, Outliers says that the success follows a predictable course. Success is simply not the sum of decisions and efforts we make on our own behalf. It is, rather a gift. Outliers are those who have been given opportunities and who have had the strength and presence of mind to seize them.

Enjoy!!

Friday, March 6, 2009

Reading List for Mar'09

Fooled by Randomness: The Hidden Role of Chance in Life and in the Markets
Last month, I read Nassim Taleb's Black Swan: The Impact of Highly Improbable. It was a tough read. Though enjoyable and insightful, it left my head spinning on several occasions. It was natural then, to read Taleb's first book - Fooled by Randomness. In this book, Taleb, a professional trader and mathematics professor, examines what randomness means in business and in life and why human beings are so prone to mistake dumb luck for consummate skill.



Outliers: The Story of Success
Malcom Gladwell (author of Tipping Point and Blink) in this book poses a provocative question in Outliers: why do some people succeed, living remarkably productive and impactful lives, while so many more never reach their potential? Challenging our cherished belief of the "self-made man," he makes the democratic assertion that superstars don't arise out of nowhere, propelled by genius and talent: "they are invariably the beneficiaries of hidden advantages and extraordinary opportunities and cultural legacies that allow them to learn and work hard and make sense of the world in ways others cannot."



A Briefer History of Time
I had tried reading Stephan Hawking's earlier book A Brief History of Time. I found it a very tough read. When I saw this book, I jumped on it and hope that it would make an interesting and easier read. The book essentially answers the question on the universe: where it's going and how it began, discussed at length are the mysterious dark matter and dark energy-both of which can only be observed by their gravitational effects and are believed to make up 90 percent of the universe. Physics and Mathematics were my favourites while I was studying and I now plan to get back in touch with some Physics again.

Sunday, March 1, 2009

Feb-09 - Best of blog posts

Tom Peters urges to commit to life long learning as a core-value. He also offers 48 pieces of advice for creating a winning strategy that is inherently sustainable.

Quoting Malcom Gladwell's article In the Air: Who says big ideas are rare, Innovation Consultant Vinay Dabholkar argues that the environment is usually pregnant with the idea and metaphorically ideas are floating in the air like clouds. He concludes that for “systematic innovation” we should be focused on creating charged idea clouds and leave “connections with the cloud” to the serendipitous moments.

Seth Godin offers an interesting suggestion to overcome your fear of creativity, brainstorming, intelligent risk taking or navigating a tricky situation. He says the best way in such cases would be to sprint. When we sprint, he says, all the internal dialogue falls away and we just go as fast as we possibly can. I tried this technique recently when I was supposed to prepare a presentation for my boss and CEO. Seth reminds "You can't sprint forever. That's what makes it sprinting. The brevity of the event is a key part of why it works".

Elsewhere, Blogger, Author, Venture Capitalist and Speaker Rajesh Setty gives his perspective on Ideal workplace and Ideal work. Too good that, it kind of resonates with the vision and the kind of people that I want to hire for my new venture.

ChangeThis.com publishes Jugglers's manifesto (pdf), where the author Ian Sanders, attempts to bust a few myths about work and business and argues:
Success today does not need to be confined to a singular talent as a specialist; you can mix up your skills and know-how as a generalist. Generalists have the scope to look across borders, to connect different disciplines, thereby offering more value in the marketplace. They offer employers and clients added value. Also, success does not need to be restricted to a job title—it can be the by-product of who you really are, where the Work You becomes The Real You. And forget Work/Life balance, this is about Work/Play integration where the boundaries between work and play are more blurred than ever. That can be challenging but also offers some great opportunities. Being a Juggler is about carving out a unique work life which wraps up your passions and talents, where you focus on all you are good at free of any imposed limits.