Gavaskar once when asked how he liked to play the dreaded West Indian pace quartet, replied “From the non-striker’s end” . And this came at the peak of his reputation as an opening batsman who had in a certain sense tamed the fiercest of pace-attacks. What a wonderful way of showing yourself as a vulnerable human being! In an endearingly funny way it connected us – the ones who can’t hold a bat to a monkey throwing nuts- to the great batsman himself.
And did it reduce his stature as one of the greatest opening bats in the world? If anything, it enhanced it. Here was a guy who conquered raw fear, extreme nervousness and performed and vanquished not only the fear but also the fear mongers. Respect elevated.
Great leaders, more often than not, seem to have a healthy degree of self-doubt and a serious sense of self-deprecating humor. I have seen this pattern in many of my meetings with CEOs and CXOs, especially the better ones.
I had the good fortune to work with a very senior person in the Pharma industry.. This gentleman was brought in to clean up, resurrect and accelerate the growth of the Indian acquisition of a foreign multi-national. His resume and track record were impeccable -Impressive was not the word, in fact impressive paled and withered at the starter’s end.
Fully expecting a reasonable amount of self-respect I found a person unassuming, very eager to learn from every person he met and dealt with. Even more impressive was the compassion and connect with which he dealt with his people even when required to take some extremely tough decisions. And typically, all his humor had one target – himself. Though this did not make him a pushover. He was assertive, competitive and fueled with ambition both for himself and the organization. His self-doubt engendered his eagerness to listen deeply and learn without if with all his experience- he knew best. His ability to laugh at himself threw open windows to a freshness and authenticity that made him extremely approachable and engaging. No signs of his general’s uniform excepting when the occasion demanded it
These traits allowed him to take the hard decisions needed to turn the company around. It also allowed him to take them in a manner that was least damaging to the organization and the individuals concerned. A general without his uniform adapt to the new environment, could use his experience with wisdom and learn, connect and succeed.
Unfortunately, very often I see senior leaders in corporations consumed by hubris. Once, I was in a conversation with a fairly accomplished CEO. In a very short while (roughly three blinks of my right eye, the left one is a bit laggard and therefore doesn’t count) I figured this was a conversation about me, mine and myself. For some strange reason, very difficult of course to figure out, I had visions of a peacock consumed by its own dance.. He was so good he couldn’t have enough of himself. Failing to get a word in edge-ways even twice folded, I soon settled on a beatific (or so I think!) smile on my face. Little did he know that I was admiring the peacock with its feathers unfurled. Here was I face to face with the exalted one and all I could see was peacocks. Very disrespectful of me, I am sure, but left me wondering how many of his ‘boys’ saw peacocks on a daily basis. The problem with peacocks is that after a while you only see their feet and your respect and awe begin to wilt like a diva on a hot summer afternoon.
In my interactions, I increasingly hear the word Agility as a key requirement to survive the VUCA (Volatile,Uncertain, Complex and Ambiguous) world. Agility is deeply connected to learning and learning if I may stretch a point, in turn to self-doubt and a dash of sense of humor.
So no uniforms and certainly no peacocks, please!