10 Golden Rules for all Leaders

Shiv Sena & Congress-a case study

What can we learn from the happenings in Shiv Sena? These lessons apply to any organization including corporates and even families. There are certain charges being made we so not know if it us right or wrong but there are some pointers. We see this in Congress too or for that matter in many corporates. This is to be treated as a case study.

1. The CEO must always be accessible. Today we have so much of technology. Intent and passion to connect is important. The CEO must be able to move from 33k feet to 0.1 feet and back. The ease of speaking to a janitor or your CFO must be equal.

2. When the CEO connects the feedback, vibes may be positive or negative overt or covert. The CEO must have the ability to unravel and be ready to hear negative, conflicting and messages of dissent.

3.The CEO must have a long tenure,not be judged by each

transaction, be given the confidence that he or she will be backed fully once the decision is taken. The CEO must also be ready to discuss and debate.

4. With the above the CEO must never be an insecure person.

5. In position of governance there are no likes and dislikes. It is logic, intution and data. There is no emotion.However one may use Emotive Quotient to decision making.

6. One must be ready to roll back any decision taken if the situation demands without sacrificing the core philosophy. When one rolls back there is always a chance to amend and reintroduce when the time is right. As an example the farm reform bill or Agnipath.

7. Delegation, whom to delegate, how to monitor the delegatees work without being obtrusive and have a review mechanism is an important discipline.

8. In family owned and managed enterprises ofcourse it is a command structure so down the line people only can execute. However when you have family owned and professionally managed the situation is a little more complex. The next gen must understand that grass root work is very important, for them to learn. They have to learn quickly to remain relevant. They have to debate with ,learn , respect the seniors in the organization. That is a huge responsibility.

9.The seniors need to understand that nobody is permanent because we have a definite life as mortals. As the seniors age the organization must still go on. For this the organization must be institutionalised. Others must be given a chance. This can be done only if there is a next gen, cadre, grass root workers, executives, professionals both young and middle aged who can carry the baton and at some point the se iors become Marga Darshak or what we call in corporate as advisory board.

10. It all starts and ends with basic human emotions and thoughts. Give and Take respect. Sincerity. Integrity. Passion.Core principles. Value system.Openness and a mechanism to communicate, assess and take decisions. If this is there generally there will be long term decision making and commitment. We must remember family not the blood line but those that with with you. Pure western transactional approach to organization building does not work in India. Perhaps Tata way a hybrid may work.

Many corporates, traditional family owend businesses have already incorporated these values and continue to do well. Why even many political parties have mastered this including the world's largest one.

Vande Mataram!

CA. Aditya Sesh