Gautam Gambhir has been appointed as the Head Coach of Indian men’s cricket team, for the next 2-3 years. In place of Rahul Dravid. Hope he matches up with the processes and results of Dravid.
YSR would have been 75 now. But, Jagan and Sharmila are not together to celebrate this diamond jubilee of their father. YSR’s political legacy is now open. Jagan has just lost it, in the recent elections. Also, one is not sure whether he wants to nurture YSR’s legacy. Sharmila and Congress are trying to seize. Are we seeing the new political workers, maybe young men and women, taking charge, and working their way up in the next 5 years? For occupying the relevant useful political space available.
Why do the deep and highly competent managerial talent may not deliver the results, may not lead us towards the destination? Maybe they are more businesslike, and less human-centric. Maybe they are self-centric, rather than team-centric. And how can we be team-centric, without us in the team in the first place? How can we teamplay, unless we learn constantly, listen, inspire, be inspired, care et al? Do we know ourselves inside-out, our moorings, our biases, our shortcomings, dependencies and so on and so forth? This may be the first, for us, to work with, lead others? Most of us are smart, and quickly get logical, tangible tips, tools, and skills easily. We are less sure about not-so-visible behavioural elements – being self-aware; humility; vulnerabilities; resilience, stamina; confidence; balance, etc. We are less sure of combining these invisible with visible, perceptive with logic, feel with thought, and conversation with action. Unfortunately, there are no blueprints, roadmaps. There are no masters around to mentor. We need to relentlessly pursue, practise under trying, varying circumstances, and situations, and master. Our mentors can only point out. Mentees have to master; there are no shortcuts here. We only have to realize, maybe intuitively, and get going. Reflection, meditation, and leading behavioural changes is the only way.
We have traversed in time to enter into high-paced VUCA worlds. Individually, we know infinitesimally little. We live in tensions – short-term results vs long-term future; making money vs being socially relevant, useful; quick gains vs sustainability; nurturing talent here and now vs letting people move on. What will come handy, under the circumstances, is the internal compass, self-organizing teams, flexi-humane leads. Learning, growing leaders, along with their teams, partners, and networks fulfil our boldest aspirations, if they accept the challenge.
As AI, gen AI take charge of workplaces, however much we resist, leaders lose their current relevance in algorithms – logic, analysis, articulation, planning, tracking, troubleshooting, etc. Leaders have to get into engagement, wisdom, vision, boldness, care et al. NewGen leaders, managers have to go to leadership gurukulams, with AI friendliness, rather than management schools, tech schools. Deep listening, intense reflection, and non-negotiable humility are the premium competencies we need to have. Our work is to unleash the potential, possibilities of/for individuals, teams, systems. De-addiction change plans. Natural living coexistence plans. Life-centricity, culture-centricity in leading.
Can we have long-breaks, maybe 1,000 hours in 1-2-3 spells, after every 10,000 hours, to help in these endeavours to transform ourselves to humane mentees, mentors, and leaders? To have unwinding, reflection, meditation, and brainstorming with ‘networks’ that matter, getting ready. Can we?
Yes, we can. If we coexist, if we co-flow, co-lead. In N? nischalatayoga for 7L.
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