Growing up in a household full of visionaries was quite an exceptional experience. Most know that the story of my company, Jindal Stainless, began when my grandfather, O P Jindal, started a humble bucket manufacturing unit in 1952. He was a man that everyone looked up to. Even now, if you visit any of our manufacturing units, you will hear stories about him — and not just about how he helmed the company. There are countless accounts of how he had an extraordinary insight into the ordinary, how he wasn’t afraid to get his hands dirty, how he could look at a manufacturing line and immediately tell which nuts and bolts were not properly aligned, and innumerable stories of how much he cared about his people.
His impact is felt even today. Then came my father, Ratan Jindal, a titan of industry who catapulted Jindal Stainless from a position of domestic leadership to making an impact on the international stage. His eye for detail and business acumen are the reason Jindal Stainless gained global recognition.
Both of them never ‘managed’ their companies. They ‘led’ them. They have not only helped me learn the kind of person I want to be but also the kind of people I want to hire and surround myself with — dreamers, visionaries, and most importantly, leaders.
Both The Calm And The Storm
In every organisation, the role of managers is extremely important. You need managers to achieve day-to-day tasks. They bring order to the system, ensure that employees work seamlessly, and bring in efficiency and quick solutions when and wherever required.
Leaders, however, are built differently. I believe that leaders are less like managers and more like artists – they solve problems strategically and creatively. You’ll see managers functioning extremely well in business-as-usual circumstances but different situations may throw a wrench in their efficiency. Leaders not only shine in normalcy, but they also thrive in the thick of chaos when solutioning and ideation are needed the most.
They bring passion and energy to the table and are not hesitant to upset the balance of things to achieve long-term results. They are a storm of energy and vivacity, brimming with unconventional ideas and out-of-the-box thinking that can take any company from inertia to rapid growth. Leaders always look at the big picture, and this attitude helps companies achieve success in the long run.
When the company finds itself in trouble, the manager is too busy trying to put out small fires. The leader, though, has their eyes firmly fixed on the horizon, a picture of calm amidst the chaos, an inspiration for their crew as they steady the ship and guide it to calmer waters. Leaders can discern the need of the hour and, based on what would drive the company’s growth, they will embody the calm or the storm.
How To Spot A Leader In The Wild
Your relationship with your subordinates speaks volumes about whether you’re a manager or a leader. In my experience thus far, I have also realised that since managers are so involved with the day-to-day workings of their department, they may view themselves as taskmasters, taking a keen interest in the micro rather than the macro. They are usually not too concerned about things outside of their work bubble, focusing on their own professional growth.
Leaders, on the other hand, care less about the tasks and more about the people performing them. They realise that most other things are replaceable but talented people aren’t. Leaders look to nurture the teams and people they lead, not exploit them. They are not just passionate about their success but that of the people around them and the company at large.
Leaders are always accessible, especially when there is trouble afoot. To me, that is one of the most important facets that distinguishes a leader from a manager. While managers may put themselves first and climb onto the lifeboat, leaders will always focus on getting back to ship shape. They encourage collaboration rather than an individualistic, task-based approach where their team members are working in silos.
While leaders may be in command, it does not mean that their job entails issuing commands. A good leader plants the seeds of ideas, nurtures growth, and allows their team to flourish in a positive environment. A good leader will ensure that there are people around them who can steer the ship in the leader’s absence and, in time, navigate through choppy waters even more efficiently than the leader did.
So how, then, do you spot a leader in the wild? It’s easy. As they say, you’ll see good leaders leading wolves and bad leaders leading sheep.
Elegant Solutions Can Come From Anywhere
Leaders don’t work in isolation to come up with the best solutions. I believe the best way to facilitate good decision-making is by combining data analytics, ground-level engagement, and lateral thinking. Leaders ask themselves, “Is there a better way?” And they know that the answer can come from unexpected sources.
I’ve often observed that a great leader is usually a great listener and one who doesn’t shy away from criticism because they recognise that their answer may not always be right. Good ideas can come from anywhere, and there is no hubris when it comes to the company’s progress. They have an eye for spotting talent in people and do not hesitate to step away from the spotlight when they know it’s someone else’s time to shine.
Sometimes solutions already exist but a leader seizes the chance for further innovation. An interesting example is Volvo’s three-point seat belt, which was invented in 1959, even though the two-point seat belt already existed. Swedish Engineer Nils Bohlin saw an opportunity to improve upon something, and Volvo’s leadership had the vision to open up the patent to the world. This simple yet elegant solution has saved the lives of over a million drivers and passengers worldwide.
I’m also a believer of the butterfly effect, where small tweaks in language and mindsets can have wide-ranging organisational impacts. When dealing with issues, by simply re-framing ‘problems’ as ‘challenges’ or ‘opportunities’, a leader can positively change the way their team approaches the situation.
The Formula For An Effective Leader
According to Elon Musk’s biography by writer Walter Isaacson, former Twitter (currently known as X) CEO Parag Agrawal was let go because he wasn’t a ‘fire-breathing dragon’. As is typically the case in these situations, Twiteratti was ablaze, with comments flying back and forth. What that conversation did was spark an interest in how different kinds of people make different kinds of leaders.
As is true for most things, there is no ‘one-size-fits-all’ approach. I believe companies in different industries and stages of growth may require different types of leaders to suit their growth stories. For example, sometimes you do need a fire-breathing dragon, fiercely protecting your domain and laying waste to the competition. In other scenarios, you need a stately stag, a pack leader looking out for his herd, but ready to lock horns if he thinks his flock is being threatened.
It’s my firm belief, though, that the best kind of leader is one who strikes a balance between these two seemingly contradictory worlds – one who takes bold (but not reckless) decisions but also one who understands the needs of their team.
Being a leader does not mean that you’ve reached the top and you have no more mountains to conquer. No matter the situation, a good leader never loses their thirst for learning. I value individuals who possess ambition and resilience in balance — and these are the people I try to hire.
—The author, Abhyuday Jindal, is Managing Director, Jindal Stainless. The views expressed are personal.
(Edited by : C H Unnikrishnan)
First Published: Mar 27, 2024 8:06 AM IST
