The Hindu Business Line : Knowledge-driven, not power-centric

A successful leader is ‘knowledge-driven’ rather than ‘power-centric’, leading from the front, inspiring his organisation, igniting passions and facilitating teamwork with a strong value system. He should set a distinct vision with a clearly articulated strategy and communicate constantly with his team – empowering them with the freedom of initiative, entrepreneurship and responsibility. A great leader leverages the strength of his team and promotes the concept of plural leadership.

In order to motivate his people, it is important for a good leader to walk before the talk and follow a 2-H philosophy — leading with the head and the heart. At ABB in India, we pursue a ‘4-S’ management philosophy, aimed at nurturing a corporate culture which harnesses ‘Spirit’, enables ‘Speed’ , optimises ‘Systems’ and epitomises ‘Simplicity’.

An example of great leadership: In 2002, Jürgen Dormann assumed leadership of the ABB Group at a time when the company was experiencing significant turbulence. In an extremely focused manner, he set about the task of ensuring survival. Ongoing litigation and other non-operational issues were systematically tackled by dedicated teams under his close watch. While he concentrated on these matters, he reposed strong confidence in his business managers who ensured the company’s operational performance, maintaining customer credibility and delivering to the highest standards. Realising that managing internal morale at a time like this was of utmost importance, Dormann initiated a weekly letter addressed to all one lakh-plus employees across the world to keep everyone informed and to build an emotional bond that kept the team together and focussed on their day-to-day activities. Soon ABBians around the world were convinced that the saviour would steer the ship out of the crisis. And indeed, he did – resolving the issues step by step, in a calm and composed manner.

On ways to develop leadership skills: We all focus so much on leadership but it is extremely important to realise that it is good followers who make the best leaders. Learning must become a habit with no definite end, no matter how learned you feel you have become. It is also important to keep in mind that although there is place for individualism, teamwork is critical. Another key leadership attribute is to walk the talk or in some cases even walk before the talk. Nurturing plural leadership and mentoring colleagues is a sign of good leadership. Thinking out of the box and innovating is another important factor that young managers need to imbibe.

On a leadership ideal: I don’t have to look very far at all to name a leadership ideal in the corporate world. Ravi Uppal, now President - Global Markets, ABB Group and Chairman ABB India, from whom I took over the mantle of Country Manager & Managing Director, is the best example that comes to mind.

For many, a four-fold growth in business volumes to over $1 billion and a 10-fold jump in market capitalisation in a span of six years would be considered an outstanding performance. For Uppal, these are just two of the many milestones in ABB India’s journey from 2001-2007. Under him, ABB India emerged as one of this country’s fastest growing operations, and won the respect of the ABB Group through its enhanced role in the company’s regional and global operations. With high energy levels, he leads by example, igniting passions and motivating his team to constantly raise the bar. He is as much performance-oriented as people-driven, being a strong believer in the “head and heart” way of working with a highly transparent, democratic and decentralised approach. Uppal believes in pluralistic leadership, empowering people and inspiring them to walk the extra mile.

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