Striving towards Excellence

-Karthik Gurumurthy

In the ever-evolving landscape of leadership, three remarkable stories illuminate the power of situational awareness. Let's begin with Patti Cazzato, who honed her leadership skills in an unlikely place - the sales floor at Gap. As a young sales representative facing established department store managers, she learned to read rooms, adapt her communication style, and sense the subtle currents of human interaction.

Then there's the contrasting responses of two leaders during 9/11 - Mayor Giuliani and President Bush. Giuliani, demonstrating acute situation sensing, walked the streets of New York, providing visible leadership and emotional support when his city needed it most. Bush, while fulfilling his security protocols, appeared distant and disconnected from the immediate emotional needs of the nation.

Perhaps the most transformative story comes from Greg Dyke at the BBC. Walking into a culture where employees would barely make eye contact in elevators, he sensed a deeper problem - talented people constrained by institutional formality. Instead of accepting this reality, Dyke chose to reshape it. He brought laughter into boardrooms and energy into corridors, transforming the BBC's austere atmosphere through his own behavior.

These leaders demonstrate three crucial elements of situation sensing:

• Observational skills to read the unspoken
• Behavioral adaptability while maintaining authenticity
• The courage to transform environments, not just adapt to them

The story teaches us that true leadership isn't about following a rulebook - it's about reading and responding to the human context of each situation. Like a skilled artist, great leaders sense the subtle shades of organizational life and paint new possibilities with their actions.

As John Bowmer observed, the higher you climb in an organization, the more critical this skill becomes. The true art lies not just in reading the situation, but in having the courage to rewrite it when necessary.

-Karthik Gurumurthy

Meet Priya, a seasoned manager who learned some of the hardest lessons about leading teams through difficult transitions. She remembered a particularly challenging situation with David, a long-time employee whose performance had gradually fallen behind the company's evolving needs.

"It's never just about the numbers," Priya would often say, reflecting on her experiences. She understood that behind every performance issue was a human story. Sometimes the problem wasn't the person at all - it could be a poorly designed role, a skills mismatch, or unclear expectations. Like a detective, she learned to look beyond the obvious, asking herself: "Is this truly a performance issue, or have we set someone up to fail?"

Priya had seen too many managers fall into what she called the "avoidance trap" - postponing difficult conversations until it was too late. She remembered one colleague confessing, "I wish I'd faced these issues quicker. Everyone would have been better off."

The most challenging cases, she found, weren't the obvious performance failures but the "good but not good enough" situations. These were loyal employees who had performed adequately for years but couldn't keep pace with the organization's growing ambitions.

When it came to terminations, Priya developed a compassionate yet professional approach. She never demonized employees or let her personal discomfort cloud her judgment. "Treating people with dignity," she would say, "isn't just about what you do, but how you do it."

Her most important lesson? The best way to handle performance issues was to prevent them through careful hiring. "Nothing you do will be more important than finding the right people," became her mantra. She learned that the right person wasn't just someone talented, but someone who aligned with the team's purpose, values, and ways of working.

This story taught her that effective leadership requires both strength and compassion - the wisdom to make tough decisions while preserving human dignity throughout the process.

-Karthik Gurumurthy

Chitra had been managing teams for years when she realized a profound truth about leadership. Coaching wasn't just for annual reviews or crisis moments - it was woven into every interaction, every day. Each conversation was an opportunity to guide, teach, and help someone grow.

Unlike Ray, a rising star at an investment bank known for his brilliant business acumen but terrible people skills, Chitra understood that success wasn't just about results. Ray would often leave his associates "battered and bruised" with his impatient "get with the program" approach. It took a new boss, one who coached him daily on his missteps, to help him transform his leadership style.

Chitra developed a different approach. Before each task, she would have preparatory discussions about goals and expectations. After completion, she'd guide team members through self-evaluation, helping them discover their own insights before adding her perspective. Her feedback was always specific, focused on behaviors rather than personality traits, and balanced between positive achievements and areas for improvement.

But leadership wasn't always about positive growth. Sometimes, Chitra faced the hardest part of being a manager - dealing with poor performance. She remembered a veteran employee whose skills hadn't kept pace with the company's evolution. Making the decision to let someone go was never easy, knowing it affected not just the individual but their entire family.

As one seasoned manager reflected, "I wish I'd faced those issues quicker. By delaying difficult decisions, I did no favors to anyone." Chitra learned that true compassion sometimes meant making tough choices, always with humanity and care, but without compromising the team's future.

The story taught her that effective leadership required both strength and sensitivity - the wisdom to know when to coach and develop, and the courage to make difficult decisions when necessary. After all, team members weren't just employees; they were individuals whose lives and careers were profoundly affected by her decisions.

-Karthik Gurumurthy

Let me tell you a story about creating meaningful work experiences in teams.

Imagine you're building a puzzle where each piece needs to feel purposeful. When designing team roles, the key isn't just about filling positions – it's about creating engaging work that makes people feel "This is my contribution, and it matters!"

What makes a job truly engaging? Think of it like crafting a personal mission. The role should:

• Connect clearly to the team's bigger purpose
• Challenge people to grow their skills
• Give them ownership of a complete piece of work
• Allow direct contact with those who benefit from their work
• Provide control over how they do their job
• Offer clear feedback and growth opportunities

But here's where it gets interesting – teams need a clear "operating system." This includes regular meetings, standard practices, and workflow patterns. It's like creating a dance where everyone knows their steps but can still adapt to the music.

The trick is finding the right balance. Too much structure suffocates creativity, while too little creates chaos. Smart teams create flexible systems that ensure important work gets done while leaving room for innovation.

Here's a crucial point: teams can't function without regular face-to-face (or virtual) gatherings. It's where the magic of collaboration happens, where problems get solved, and where team culture grows.

The story ends with an important reminder: the best team structures aren't rigid job descriptions but frameworks that allow people to contribute meaningfully while growing professionally.

-Karthik Gurumurthy

Let me tell you a story about organizational influence and why it matters so much in modern workplaces.

Imagine a manager who tries to stay above office politics, focusing solely on their team's work. Sounds noble, right? But here's what typically happens: problems between their team and others go unresolved, decisions get made against their interests, and their team operates with incomplete information. Worse still, their people get constantly interrupted by outside pressures because no one's there to shield them.

Think of influence like a protective shield. Without it, you're at the mercy of others' demands. As Lord Acton wisely noted, powerlessness can corrupt just as much as power itself. Consider all those throughout history who justified harmful actions by saying, "I had no choice."

Remember that frustrating experience of working under a boss without influence? Even if they were nice, they couldn't get you the resources you needed. Nobody took your team seriously. It's like having a guardian who can't protect you.

But here's the twist - organizational politics isn't inherently bad. It's like a tool that can be used for good or ill. The real challenge isn't avoiding politics but engaging in it ethically and effectively. Think of organizations as complex human systems where influence flows in many directions, not just up and down the hierarchy.

-Karthik Gurumurthy

Let me share a story about understanding and managing relationships with your boss - and even multiple bosses.

Think of your boss as a complex character with their own management style. Some bosses love data and analysis before making decisions, while others trust their gut. Some want every detail of your work, while others just want highlights when there's a problem. Like one manager discovered, "I had to come in with my own ideas first. Then my boss would spend all the time in the world discussing them with me."

But here's where it gets interesting - managing cultural differences, expectations, and multiple bosses. Imagine juggling different priorities from multiple bosses, each with their own agenda. One manager learned this the hard way when he got a surprise in his performance review because he ignored his "dotted line" boss who was five time zones away!

The key is understanding each boss's unique preferences and culture. In some cultures, bosses are expected to be directive; in others, more participative. Your success depends on recognizing these differences and adapting accordingly.

The story takes a challenging turn when dealing with problematic bosses. Maybe they're physically or mentally absent, focused only on themselves, or simply lack the power to help your team. Like a skilled navigator, you need strategies to work around these challenges - whether it's framing communications differently or finding alternative ways to get resources.

Remember, your boss is ultimately human too, with their own pressures and limitations. They likely have no more time or less pressure than you. Success comes from understanding their world, communicating clearly about your needs and expectations, and finding ways to make the relationship work for everyone involved.

The moral? Whether you have one boss or many, it's about building bridges, understanding different perspectives, and creating conditions for mutual success.

-Karthik Gurumurthy

Let me tell you a story about the delicate dance between a boss and their employee - it's more complex than you might think!

Imagine you're looking at your boss through a unique lens - they're not just your evaluator, but also your potential mentor and guide. Many managers struggle with this dual role, trying to appear flawless when they're not, missing out on valuable growth opportunities.

Here's the key: your boss isn't just one thing - they're like a pendulum swinging between judge and coach. The trick is to test these waters carefully. Start with small, low-risk situations to see how they respond to your development needs. Watch how they handle discussions about management skills like planning and building consensus.

But here's where it gets interesting - this relationship is actually a two-way street! Your boss depends on you just as much as you depend on them. Think of it as a partnership where both parties help each other succeed. It's not perfectly equal, but it's definitely not a one-way street either.

The foundation of this partnership? Results and communication. Your performance creates the bedrock of trust. But it's not just about hitting numbers - it's how you achieve them. Do you keep your boss informed? Are you transparent about progress? Some bosses want every detail, others prefer highlights. Figure out your boss's style through experience.

Remember - support and loyalty aren't just buzzwords. Like a good marriage, this relationship needs mutual care and respect. But don't mistake loyalty for blind agreement. The best relationships allow for honest disagreement, offered constructively.

Here's a fascinating twist - your boss is human too! Beneath that mantle of authority is someone with hopes, fears, and a personal life. They're shaped by their background, family history, and experiences, just like you.

The secret to success? Build trust through clear expectations, open communication, and mutual understanding. Make plans together, negotiate goals openly, and keep the dialogue flowing. Think of it as building a bridge - both sides need to meet in the middle for it to work.

-Karthik Gurumurthy

Let me tell you a story about what it really means to be a manager in today's complex organizational world - it's quite a juggling act!

Imagine you're watching a skilled conductor leading an orchestra, but instead of musicians, you're coordinating different groups with competing priorities. Like that time when a customer service team and sales department got into a heated dispute over promises made to customers. Before anyone could blink, frustrated customers started moving to competitors - a perfect example of how small conflicts can snowball into big problems if not addressed quickly.

But being a manager is more than just being a peacekeeper. Think of yourself as an information hub, like a busy airport control tower. While your team handles their daily flights (regular work), you're monitoring the bigger picture. Maybe there's a storm brewing - like that time when news came through that another division's product was failing, which meant budget cuts for everyone. Or when the IT department planned a major upgrade right when your team needed to launch new design software. Being plugged into this broader network isn't just helpful - it's crucial for survival!

And here's where it gets interesting - you're not just a passive observer. You're more like a skilled negotiator at a diplomatic summit. Resources are always scarce - whether it's money, office space, or even just people's time. You can't just ask and expect to receive; you need to build coalitions, make trade-offs, and sometimes make tough choices about what to fight for and what to let go.

Some managers get frustrated with this political side of things. They see it as a game they'd rather not play, thinking "Just judge me by my results, not by how many backs I slap." But here's the thing - trying to avoid the organizational dynamics is like trying to swim without getting wet. It just doesn't work!

Instead, successful managers wear multiple hats:

• They're troubleshooters, jumping in to solve conflicts before they explode
• They're information conduits, keeping their team connected to the bigger picture
• They're negotiators, fighting for resources their team needs
• They're spokespersons and champions for their group's achievements
• They're protectors, shielding their team from unnecessary bureaucracy while still keeping them aligned with organizational goals

Think of it like being a bridge - one foot in your team's world and one in the broader organization. You're not just passing messages up and down; you're actively translating, protecting, and connecting. It's about finding that sweet spot where your team's needs and the organization's goals meet.

The real art comes in balancing all these roles while staying true to both your team and the organization's mission. It's not always easy, but that's what makes great managers stand out - they understand that leadership isn't just about managing work, it's about orchestrating all these elements into a harmonious whole.

-Karthik Gurumurthy

Let me tell you a thought-provoking story about the delicate balance between being a boss and a friend - it starts with a situation many managers face.

Meet Ram, who's feeling pretty conflicted. He just had to make a quick decision about a task force, and now he's wondering if he made the right choice. "Should I have let my work friend handle it? He's been here for years and knows so much about educational technology," Ram thinks to himself.

This brings us to an interesting question that many managers wrestle with: Should you try to be close friends with the people who work for you? It's tempting, right? After all, who doesn't want to be liked? As one new manager confessed, "I had to fight this burning desire to be accommodating just so my team would like me."

But here's where it gets tricky. Imagine you're trying to be everyone's friend, avoiding conflict at all costs because you hate seeing people upset. Another manager admitted, "I don't react well in conflict situations. I back off. It really hurts me to have people get mad at me." The challenge becomes even more real when you get to know your team members personally - their families, their mortgages, their struggles.

Think of it like being a great teacher you once had. Sure, they cared about you and wanted you to succeed, but they still had to grade your exam based on your answers, not on how much they liked you. Or consider your relationship with your doctor or therapist - you want them to care about you, but you also need their unbiased professional judgment.

Here's the fascinating paradox: the best boss-employee relationship is like a carefully choreographed dance. It needs to be genuinely caring but not too close, professional but not cold. As one manager wisely put it, "No one wants to work hard for a cold, distant, uncaring jerk - but being too friendly can be just as problematic."

And just like in a dance, you need to maintain the right distance. If you make the relationship all about friendship, you're setting a trap for yourself. Sooner or later, you'll have to make tough decisions - maybe even fire someone who thought you were their friend. When that happens, it feels like a personal betrayal to them, and it can destroy their commitment to work.

The secret? It's about finding that sweet spot - being caring and approachable while keeping clear professional boundaries. It's like being a good coach: you genuinely care about your players' development, but ultimately, you have to make decisions based on what's best for the team, not on personal feelings.

Remember, just as you can't naturally like everyone equally, you don't need to be best friends with everyone on your team. What matters is creating professional, bounded relationships focused on achieving great work together. The goal isn't to win a popularity contest - it's to build an effective, high-performing team where everyone understands their role and respects the boundaries.

That's the art of modern management - being human and caring while never losing sight of the ultimate goal: getting great work done together.

-Karthik Gurumurthy

Let me tell you a fascinating story about trust in leadership - it's really the heart of what makes a great manager tick!

Imagine you're running a modern, fast-paced organization where collaboration is key. There's this fundamental question that keeps popping up: "Can people really trust you?" It's not just about being liked or being nice - it goes much deeper than that.

Think of trust like a house - it needs two strong pillars to stand: your competence as a manager and your character as a person. Let's break down that first pillar - competence - into three interesting parts:

First, there's technical competence - think of it as knowing the lay of the land. But here's a common trap: some managers think they need to be the ultimate expert in everything their team does. That's like trying to be a master of all trades - it's just not realistic! Instead, you need to know enough to make smart decisions and guide your team effectively.

Then comes operational competence - this is where the rubber meets the road. It's one thing to know what needs to be done (that's your technical knowledge), but it's another thing entirely to know how to make it happen. It's like knowing you need to bake a cake versus actually knowing how to bake one! For instance, recognizing that a team member is struggling is one thing, but knowing exactly how to help them is the real skill.

The third piece is political competence - and no, it's not about office politics! It's about understanding how to navigate the larger organization effectively. Think of it as knowing how to get things done in the bigger picture.

But here's where our story takes an interesting turn - even with all these competencies, there's something equally important: character. As one new manager learned the hard way: "I knew I was a good guy, and I thought people would just accept me right away. But they were wary - I really had to earn their trust."

Character isn't just about knowing the right thing to do; it's about your intention to do it. People are like detectives - they're constantly analyzing your words and actions, trying to understand what makes you tick. They want to predict what you'll do in crucial moments, and the only way they can do that is by understanding your values and motives.

Here's the thing about doing "the right thing" - it's not always crystal clear, and different people might see it differently. It's like a constant dance of negotiation between you and your team, figuring out what's truly important and how to handle the trade-offs that come with tough decisions.

The story ends with a powerful reminder: building trust isn't a one-time thing - it's an ongoing journey of proving both your competence and character through consistent actions and decisions. And that's what makes the difference between being just a boss and being a truly trusted leader.

-Karthik Gurumurthy

-Karthik Gurumurthy

Based on my experiences,  I plan to discuss more on  managing  and leadership topics such as Core competencies: technical, operational, and political skills, Building trust as a foundation, creating engaging roles and responsibilities, building psychological safety, Managing conflicts constructively etc. more with examples and stories this month. I am using this opportunity to reflect on my experiences and learnings and I hope you would find it helpful and useful.