Striving towards Excellence

-Karthik Gurumurthy

I just enjoyed reading the HBR article of "When your Team Bypasses you to get things done" by Jenny Fernandez. This is the gist of what was shared.

• They're confused about who's supposed to do what
• They're not sure what success looks like
• They just want to get things done fast and figure the chain of command is slowing them down

• First, get everyone singing from the same songbook. Use the "one message, one team" approach - make sure everyone knows the game plan and their part in it. Tools like RACI (that's fancy talk for who's Responsible, Accountable, Consulted, and Informed) can help clear up who should be doing what.
• Next, make it about the team, not individual rock stars. Set up goals that everyone works toward together - it's harder to go rogue when you're all in the same boat.
• Give props when people do things the right way. A simple "thanks for following the process" during a team meeting can work wonders. John even started a "team player of the month" thing to celebrate folks who played by the rules.

-Karthik Gurumurthy

-Karthik Gurumurthy

• Mix it up – Build a diverse team and watch out for those unconscious biases, not just when hiring but in how you hand out work and opportunities.
• Create a safe space – If people are scared to speak up, that's a red flag. Everyone needs to feel like they can be themselves without getting shot down.
• Keep it simple – When you need something, just say it straight. If emails are turning into a mess, just pick up the phone!
• Be upfront – If plans change, tell people why. And hey, it's totally fine to admit when you need help – nobody expects you to have all the answers.
• Walk the talk – Your team can spot fake leadership from a mile away, so practice what you preach.
• And here's the thing about leading other leaders – they're going to mirror your style. It's like this ripple effect where your approach spreads through the whole team. They become an extension of your leadership, so make it count!

-Karthik Gurumurthy

Helen Tupper and Sarah Ellis shared yesterday in HBR about how to be an agile learner. 

What is learning agility?

Learning agility is the skill of learning from experiences so you can succeed in new situations. For example, a leader with learning agility can successfully transfer their talents across different parts of an organization. And individuals with high learning agility become the trusted “go-tos” for high-profile projects and high-impact positions. An agile learner can successfully navigate two different types of newness: complex work with no blueprint and situations where they have no previous experience. Where some people struggle with the high levels of ambiguity that newness creates, agile learners take advantage of the opportunity and succeed in situations where other people might stall.

Agile learners are adept at empathizing with and even anticipating different perspectives. By putting themselves in other people’s shoes, they can connect dots, spot and resolve potential conflicts, and zoom out to see the bigger picture. Rather than waiting to be told a different point of view or that something won’t work, agile learners seek out dissenting opinions and are open-minded in their approach. 

Agile learners have high levels of self-awareness. They understand their impact and seek insight on how they can improve. They are specific about the support they need and confident enough to ask for help from others so they can be at their best. They see learning as a constant and are proactively curious about the world around them, borrowing brilliance from different people and places.

Questions to ask ourselves about our learning agility:

• How often do I work on something for the first time?
• When have I spent time in my courage zone (i.e., doing something I find “scary”) over the past three months?
• How do I respond when priorities and plans change without warning?
• Who do I have conversations with to learn about people and teams I have limited knowledge of?
• How confident am I in high-challenge conversations, where people have different points of view?
• How much cognitive diversity (i.e., people who bring a variety of different experiences, perspectives) do I have in my career community?
• How do I feel about asking for the help I need to succeed?
• Where do my strengths have the most impact in the work that I do?
• How frequently do I ask for feedback on what I do well, and how I could improve my impact?

-Karthik Gurumurthy

This year has been an enriching and humbling journey as a trainer.

I had the privilege of facilitating certifications for 180 incredible professionals across:

SAFe Release Train Engineer (RTE)
SAFe DevOps
SAFe Scrum Master
SAFe Product Owner
Leading SAFe
SAFe for Teams

I also conducted Agile Mindset, Scrum Framework and Kanban sessions for over 400 professionals, helping them build strong foundations for agility.

Every session was a two-way learning experience. Preparing for and delivering these workshops deepened my knowledge of frameworks, while the perspectives, questions, and experiences shared by participants broadened my understanding of real-world challenges.

What’s most fulfilling is seeing the ripple effects of these sessions in our organization. These certifications and discussions not only helped individuals grow professionally but also inspired them to bring agility to their teams, drive collaboration, and deliver value more effectively.

This journey reminded me that true agility is about people—it’s about learning together, empowering each other, and creating lasting impact. I’m grateful for the trust placed in me and excited for what lies ahead in 2023!

-Karthik Gurumurthy

I just read an amazing HBR article by Dr. Hitendra Wadhwa.

Great leadership requires mastering key skills like communication, feedback, and motivation. But it's not just about the big gestures; small, consistent actions fueled by authenticity and positive energy are what truly propel you forward.

• 3 key themes for "Energy/Action" leadership:
  • Intention: Bring out the best in yourself and others for a common good.
  • Energies: Activate purpose, wisdom, growth, love, and self-realization.
  • Actions: Simple steps to express these energies (e.g., disarm, appreciate, fuse opposites).
• Benefits of "Energy/Action" training:
  • Attainable: Easier to learn and practice than complex behaviors.
  • Authentic: Aligned with your true feelings and thoughts.
  • Agile: Adaptable to different situations and people.
• Conclusion: Focus on small, genuine actions guided by positive intentions and energies to develop your leadership potential.

Remember, it's the small, authentic, and consistent actions that make great leaders, not just grand gestures.

-Karthik Gurumurthy

Your life is too short to spend on trivial people and tasks. Take a moment and think about the time left, you will precisely understand the limited span you have. Do not waste your life. Channelize your energy to the stuff that makes you happy.

-Karthik Gurumurthy

As we are going through the lockdown, one of the things that is keeping the sanity during this crazy time is listening to QFR series done by the great Subhasree Thanikachalam and her wonderful team.  While we as listeners have had the privilege of enjoying the fruits of the  finished product , I  found it overwhelming to wrap my brain around the inordinate amount of time Subhasree must have devoted and continue to do so in presenting the un-heard or forgotten songs from the bygone era which have been washed away by the tides of time. I have been intrigued by the process by which Subhasree go about it, right from song selection, trivia, appropriate singers for the song selected , coordinating the accompanying instrumental music by various musicians , editing etc & that too all done remotely. Subhasree has given a new lease and life to some of the un-heard songs by unearthing them from the deep past & elevating them to a status that even the original people composers, lyricists & singers would not have envisioned . To a large extent she has single handedly helped all the music lovers cope with the lockdown through your phenomenal unimaginable work. May God bestow  Subhasree and her amazing team  lot of energy to continue to produce outstanding work.

-Karthik Gurumurthy

-Karthik Gurumurthy

My favorite leaders who bring out the best in others are like talent magnets - but not in the way you might think. It's not that they're amazing recruiters; people actually seek them out because they know they'll be valued and grow. It's like talented people have this sixth sense for spotting leaders who'll help them shine.

On the flip side, you've got these "Empire Builders" (pretty fitting name, right?). They collect talented people like trophies, displaying them in their organizational cabinet but never really letting them reach their potential. It's kind of sad when you think about it - all that talent just sitting there, gathering dust. They're so focused on their own spotlight that they end up dimming everyone else's.

What really caught my attention was the bit about humor. Apparently, the great leaders I admire have this great sense of humor - not in a stand-up comedian way, but in this George Clooney-esque style. They can laugh at themselves and make others feel comfortable just being themselves. It's like they're secure enough in their own intelligence that they don't need to prove anything. That's pretty cool, right?

But here's what really hits home - these leaders aren't your typical "feel-good" managers handing out compliments like candy. They're actually pretty tough and demanding! They see potential in people and aren't afraid to push for it. Working with my favorite leader as "like an intense workout - exhausting but totally exhilarating." 

It's kind of like these leaders create two different cycles: Multipliers spark this virtuous cycle where talent attracts more talent, while Empire Builders get stuck in this downward spiral. The key difference seems to be that Multipliers are focused on making others better, while Empire Builders are just trying to make themselves look good.

The whole thing makes me think differently about leadership. It's not about being nice or harsh - it's about truly believing in people's potential and having the courage to demand it.

-Karthik Gurumurthy

I remember sitting in a coffee shop one evening, exhausted from putting on what I called my "professional mask" all day. I was good at it - saying the right things, wearing the right clothes, following the perfect script. But something felt missing. It reminded me of when I used to practice rehearsed answers for job interviews, only to realize my most successful interviews were the ones where I spoke honestly about both my successes and failures.

There was this turning point during a team meeting. Instead of presenting my usual polished facade, I decided to be vulnerable and share a project where I had initially failed but learned valuable lessons. To my surprise, this opened up a whole new level of connection with my team. One colleague later told me, "That was the most helpful discussion we've had - it made me feel okay about my own struggles."

I think about my friend David, who spent years trying to be the stereotypical aggressive  manager because he thought that's what leadership looked like. His numbers were okay, but his team's turnover was high. When he finally embraced his natural, more collaborative style, something remarkable happened - his team's performance soared because people felt genuinely understood and supported.

Another pivotal moment was when I was mentoring a junior colleague. She was trying so hard to mimic the communication style of our leader that she was completely losing her own voice. I shared with her how I had done the same early in my career, trying to be a carbon copy of successful people around me, until I realized that authenticity has its own magnetic quality. When she started bringing her natural enthusiasm and unique perspective to presentations, people didn't just listen - they connected.

The most profound lesson came during a failed project. Instead of trying to maintain a perfect image, I openly acknowledged my part in the failure to my team. Rather than losing respect, this honesty strengthened our relationships. One team member said, "Your honesty made it okay for us to be honest too."

Now when I look back, I see how every time I chose authenticity over perfection, it not only felt better but actually created better results. Like when I admitted to a client that I wasn't entirely sure about a solution but was committed to figuring it out with them - it led to one of our most successful partnerships because it was built on trust rather than pretense.

This journey taught me that authenticity isn't just about "being yourself" - it's about having the courage to show up as yourself even when it feels safer to hide behind a polished facade. It's about understanding that your unique way of seeing and doing things isn't a flaw to be corrected but a gift to be shared.

What I've found most liberating is realizing that authenticity doesn't mean lacking professionalism or skills. Rather, it means bringing your whole self - your experiences, your quirks, your insights - to everything you do. Because in the end, people don't connect with perfect images; they connect with real human beings.

-Karthik Gurumurthy

In the bustling corridors of a prestigious organization, there was a young professional named  Shri who discovered an invaluable secret to success. While her colleagues often celebrated their achievements, Sarah found her greatest lessons emerged from moments of difficulty and failure.

Through mindful self-reflection after each setback, she developed an extraordinary ability to transform challenges into stepping stones. When projects faltered, instead of seeking immediate solutions, she would first ask herself: "What can this situation teach me? How can I grow from this experience?"

This practice of introspection during turbulent times became her unique advantage. While others avoided acknowledging their missteps, Sarah embraced them as opportunities for growth. She maintained detailed journals of her learnings, patterns she observed, and insights gained from each challenging situation.

As years passed, this unspoken skill - the ability to learn from adversity - distinguished her from her peers. Her thoughtful approach to difficulties earned her not just professional success, but also a reputation as a wise and balanced leader. She found herself naturally rising to leadership positions across various projects and initiatives.

Most remarkably, Shri discovered an unexpected reward beyond her professional achievements: a profound sense of inner peace. By viewing challenges as opportunities rather than obstacles, she freed herself from the anxiety that often accompanies perfectionism.

Today, as a respected leader in her field, Shri often shares this wisdom: true leadership begins with the courage to learn from our struggles, and real success brings not just achievement, but also tranquility of mind.

-Karthik Gurumurthy

The more experiences I have, the more I realize I don't know. The more I realize there's more out there, the more curiosity I have, the more I learn. What I try to do is I do a lot of things that are outside my comfort zone. I say yes to things that will allow me to have a different experience. That's very difficult because you also want to make sure that you're focused, so you have to be very intentional about those experiences. I don't mean intentional that it has to make sense, I mean intentional about that interests me. Curiosity is critical for the process of learning and development. Evidence suggests that learning with curiosity leads us to remember more of what we learn and moreover, to enjoy the learning process more.

What do we mean by curiosity? Philosopher and psychologist William James defined curiosity as the impulse towards better cognition, or in other words, a desire to learn and know more. Contemporary definitions of psychology consider curiosity an internal motivation to seek information. These are semantically different, but the meaning is the same. It's an individual desire, an internal desire to want to go out and find something new. Some might argue that curiosity is a fixed and innate trait. Either have it or you don't. We can all probably think of people that immediately come to mind as curious people and others that don't seem so curious. But what if that is more of a state of being than an intrinsic trait? What if we thought about curiosity as a competency or a skill to be developed? To be fair, most of us have gone through an education system that values the acquisition of knowledge and there's nothing wrong with that, of course. But often curiosity goes against the norm and therefore it's hindered instead of cultivated.

When you were younger, especially in early elementary school, did you ever experience that kid in your class who all of a sudden, out of nowhere asked a question that seemed completely unrelated to whatever was going on in the class at the moment? Chances are that student was told to pipe down or wait until later. Or have you ever been in a meeting where you are close to consensus on some decision with your team and then someone pipes up with a question that no one had yet thought to ask, and then that person gets shut down? These are examples of curiosity at work.

Throughout our lives, most of us get graded and evaluated on what we know, how much we studied, how much we remembered, how we will be able to work through a problem to get to the right answer. Because of this, we grow into knowers. We believe we have the answers and we stopped checking our own assumptions. This makes us feel confident and in control. It helps us to demonstrate to others our values so we can get that promotion or take on that new project. But it also completely gets in the way of our ability to be curious, our ability to learn. Cultivating our curiosity is about shifting from being a knower to a learner. This doesn't mean we don't have any knowledge, it means we are open to constantly updating our assumptions by taking in new information. It makes it more likely that we'll engage in a dialogue in which all voices in a team contribute instead of a debate that turns into an uncomfortable conversation. It means that when we face disappointment, we will explore that experience for what we can take away from it instead of letting it shut us down.

Question is, how do you get into a learner mindset or how do you know you're not in a newer mindset? I think you have to almost catch yourself or if somebody else can catch you with it and say, well, that's a solution that you're thinking about and it's not a problem. So that might be one way to do it is you might just say to yourself, am I thinking in terms of a solution without a problem defined? Or my thinking about a problem and my asking all the right questions to try to find out all the different aspects of this interdependent problem situation that is going on. I think that might be the simplest way of asking yourself, am I a knower or am I a learner? A knower would be like Richard Feynman and his dad versus his friend. Feynman was a theoretical physicist, brilliant guy.

The story goes that they would go out into the forest and see birds and trees and his friend and his father would say to him, that's a cardinal or that's a birch tree or he would explain to him what he was seeing, and of course, his friend would memorize that, he would be a knower of all of those things. Richard's father would say to him, "So why do you think the beacon that bird has that shape?"

I mean, it's a completely different thing. So it opens up a set of questions. I think to that example, I would say that maybe the way you become a learner always start with a set of questions that you don't understand the answer to, and then you ask how can I get answers to my questions? That puts you into a learner mode. Curiosity is powerful.

-Karthik Gurumurthy

Let's talk a bit about courage and its relevance for leadership growth. Dr Brené Brown, whose work on vulnerability has become widely known, defines vulnerability as uncertainty risk and emotional exposure. Vulnerability is when we are at our most human and it is not a sign of weakness rather our willingness to get into that state of discomfort and emotional exposure is exactly a measure of how brave we are willing to be. Based on her research she argues that vulnerability is our most accurate measure of courage and it is a prerequisite to the behaviors that her research has found are important for what she calls daring leadership, which are rumbling with vulnerability, braving trust, living our values and learning to rise.

Being a leader takes courage, takes courage to let go of the assumption that we as leaders have it all figured out. It takes courage to let an employee or team member take ownership over a project. It takes courage to have a difficult conversation with members of our team. It takes courage to look at ourselves and be willing to say, I'm going to try to grow as a leader even if it's hard. Again it's kind of a sobering responsibility and is it that you're being watched all the time? And the answer is unfortunately yeah, a lot of times we have unrealistic expectations of our leaders. I remember being junior in Allergan and being in a meeting and sitting with the director and I was like, they must know everything. When I was a Director I was like, yeah, I don't really know anything, coz sometimes you don't know anything about the topic and you have to have the humility to ask the questions. But people often will have unrealistic expectations and part of what you can do and part of that is being very human and being willing to be vulnerable sometimes. And that's part of the challenge with that authentic style of leadership and leading because there's some vulnerability but there are ways to protect yourself as well, right? But at the end of the day you were much more fulfilled and you feel much better. And when you put your head down on the pillow at night, you can rest better knowing that you are authentic self and you are bringing your best to your team or whatever situation you're working in as a leader.

As leaders, we are in a prime position to have to deal with uncertainty risk and emotional exposure, meaning we have to get messy with vulnerability. Just think about it, relationships with people who are looking to you to make decisions, to be a role model, to empower them, to do great work and to grow themselves as leaders. Just to name a few of the responsibilities of leaders that require us to be vulnerable, because of all of this, it can be easy to build up a sort of emotional armor. So what does this armor look like?

Defaulting to making a decision without listening to others, avoiding hard conversations, being a no or instead of a learner, blaming others instead of considering our own role in the situation. Being courageous is about getting vulnerable and learning to lower that armor. So how do we practice lowering the armor? How do we develop that sense of courage requires practicing vulnerability? Play with vulnerability, Brené Brown calls this rumbling with vulnerability and I like that to test out what it feels like to acknowledge your vulnerability instead of hiding from it.

Start by acknowledging those places of risk, uncertainty and emotion with people you trust employees, team members supervise or maybe even family members. I have to get vulnerable to be a good leader, get curious, ask yourself? I wonder where vulnerability appears for me, look for opportunities to shift from blame to internalization. Good problem solvers look for the source of a problem and in teams and organizations that often turns into finding someone to blame. This is a great place to practice being vulnerable. It's easy to blame others, it's harder to acknowledge our own role in a problem or sometimes even to forgive when someone has done something wrong. If you find yourself leaning toward blaming someone, turn inward, acknowledge any resistance you are feeling and see if you can figure out why, then consider other elements of the system around you that may be playing in a role in this problem.

-Karthik Gurumurthy

Let me share a story called "The Cricket Field of Leadership":

Early in my career, I worked at a company where I witnessed a classic selection mistake. Our star batsman, Rob, had the highest batting average in the department. When the team captain position opened up, management immediately pointed to Alex's batting brilliance and handed them the leadership role. It was like making someone captain just because they could hit centuries - not considering if they could actually read the game or inspire the team.

As I moved through different teams, I started noticing different leadership styles, like different roles on a cricket field. There was Michael, who was like a perfect opening batsman - technically flawless at executing projects but sometimes struggling to adapt when the pitch conditions changed. Then there was Lisa, who might not have had the most impressive statistics, but she had this remarkable ability to unite the team like a seasoned captain, knowing exactly when to change the bowling or adjust the field.

One day, during a leadership workshop, I learned about the four core strengths of leadership: Executing, Influencing, Relationship Building, and Strategic Thinking. It was like discovering the essential skills of cricket - batting, bowling, fielding, and tactical awareness. Each leader combined these skills differently, creating their unique style of captaincy.

I thought about my current director, Sheila, who leads like T20 captain - dynamic, strategic, and always ready to innovate. In contrast, my previous manager, Albert, was more like a Test cricket captain - patient, relationship-focused, and excellent at playing the long game through careful planning.

But here's where it gets interesting - I noticed some leaders falling into what I call the "copycat captaincy trap." Instead of developing their own style, they tried to be perfect imitations of successful captains like Dhoni or Ponting. They surrounded themselves with players who would never question their decisions, rather than building a diverse team that could handle any match situation.

The breakthrough came when I realized that the most successful teams were like well-balanced cricket teams. One project team I worked with was like having eleven batsmen - great at scoring runs but lacking the ability to take wickets or save runs in the field. We could create amazing strategies but struggled to execute them effectively.

Now, as I develop my own leadership style, I think of it less as trying to be the best at everything - batting, bowling, and fielding - and more about being a good captain who knows how to bring together different talents. Just as a cricket team needs its steady opening batsmen, aggressive middle order, crafty spinners, and reliable fast bowlers, a business team needs its executors, influencers, relationship builders, and strategic thinkers.

The key is understanding that you don't need to master every role to be a great leader, just like a captain doesn't need to be the best at every cricket skill. Instead, success comes from knowing your strengths - whether you're a Rahul Dravid-like steady hand or a Virat Kohli-style aggressive leader - and building a team that complements those strengths with different abilities.

-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.

-Karthik Gurumurthy

-Karthik Gurumurthy

You know what blew my mind? Being a mentor! I thought it'd be just another work thing, but man, was I wrong. Sure, I've seen my share of projects go down in flames, but what really sticks with me is helping people get back on their feet when they've hit rock bottom. It's wild - one day you're just giving advice, and before you know it, you're their go-to person for pretty much everything!

So what makes a real mentor? They're like that friend who knows all your embarrassing stories but still thinks you're awesome. They see past your "Instagram-perfect" self to the real you - messy parts and all!

Sometimes they're your personal cheerleader, giving you that little nudge (or maybe a good kick in the pants!) when you need it. Other times, they're like your life GPS, helping you figure out where you're headed when you're totally lost.

The cool thing about a great mentor is they let you be your weird, wonderful self. They're not trying to turn you into some perfect robot - they just want to help you be a better version of you. When you're stuck in your comfort zone (you know, that cozy rut we all fall into), they're the ones poking you with a stick saying, "Hey, there's cooler stuff out there!"

And get this - they're not just thinking about your current job. They're playing chess while everyone else is playing checkers, helping you see where you could be in five years. When everything's falling apart and you're ready to throw in the towel, they're the voice of reason saying, "You've got this!"

Looking back, if I could tell my younger self one thing, it wouldn't be "chase the money" or "get that fancy title." It'd be "find someone who actually gives a damn about your growth." That's the real gold right there!

-Karthik Gurumurthy

Susannah sat in her favorite coffee shop, stirring her latte thoughtfully as she waited for her friend Kelly. Their monthly catch-ups had become a cherished tradition, but today's conversation would be different. After years of working in corporate environments, Susannah had some wisdom to share.

Kelly burst through the door, her energy filling the quiet corner of the café. "You won't believe the meeting I just had!" she exclaimed, launching into a detailed account of her morning. Susannah smiled, remembering her younger self in Kelly's enthusiastic chatter.

"You know," Susannah began when Kelly finally paused for breath, "your story reminds me of something my grandmother used to say." She leaned forward, lowering her voice slightly. "She'd tell us that if a pot makes a lot of noise, it's only because it's empty."

Kelly's brow furrowed. "What do you mean?"

"Think about MS Dhoni-Indian team Cricket Captain," Susannah explained. "Everytime he has an opportunity to speak, he barely speaks—maybe few words—yet his presence commands attention. It's not just in Cricket; I've noticed this pattern throughout my career."

She went on to share her observations from years of corporate life: the CEO who spoke rarely but was heard clearly when she did, contrasted with the manager who filled every silence with words but somehow said nothing of substance.

"I've been guilty of it too," Kelly admitted, playing with her coffee cup. "Sometimes in meetings, I talk just because I feel like I should, or because I'm nervous. And during my last job interview? I couldn't stop rambling!"

Susannah nodded understandingly. "It's natural. We often talk too much when we're uncertain or trying to prove ourselves. But I've learned that silence can be a source of strength. When you speak less, you have more time to listen, to observe, to choose your words carefully."

She shared how she had recently handled a critical comment about her project by simply thanking the critic and remaining quiet, rather than launching into a defensive explanation. The result? Her calm silence had earned more respect than any words could have.

"But how do you know when to speak and when to stay quiet?" Kelly asked, genuinely curious now.

"It's about quality over quantity," Susannah explained. "Before speaking, I ask myself: Does this need to be said? Does it need to be said by me? Does it need to be said right now? It's like having a poker face in a game of power—the less people know about your thoughts, the more they respect your words when you do share them."

As they finished their coffee, Kelly seemed deep in thought. "I never realized how much power there could be in saying less," she reflected. "Maybe it's time I tried letting my actions and carefully chosen words speak for themselves."

Susannah smiled, knowing her friend had understood the lesson. Sometimes, the most profound conversations aren't about how much you say, but about what you choose to leave unsaid.

-Karthik Gurumurthy

I was in the bay area last weekend sharing the opportunity, spinning the dream; met copious amount of people. Both dreamers and pretend-dreamers.

Lot of them were upset about what is happening in the economy, frustrated about the uncertainties in the job. But how many of them dare to do something different? You might think that the uncertainties in the economy would have given some truth lessons to try an alternative route, have a backup plan. I love the quote "Dig the well before you are thirsty". So true, isn't it? We sometimes live in a microwave society where we need stuff instantly. 2-minute noodles.

If somebody has enough noodles up there, they would know hard work precedes success.

Success is always a process. My mom made a south Indian dish and it tasted so good. She has mastered the art of making it. I was asking her "How do you do this? When I put all the ingredients together, I do not see the same result and it doesn't taste the same. How come? She replied calmly with lot of conviction, "It is a process. I had messed up enough and have tried it enough to know how to make this. I am still striving to make this better." I have noticed lot of people look at the end product and look for the miracle pill combination. I have noticed the same trend after you reach some success milestone when the business owners surround the speaker and ask, "how many presentations did you do to get the success you have attained"? People love to hear the magic numbers so that they can incorporate that in their plan of action. What I learned listening to my mentors  is you do enough to make it happen.

Sowing always comes before reaping. There is a lagtime between sowing and reaping. You always sow more than you reap. How can I apply this principle everyday?

The very thing you most want to see more of in your life is the very thing you need to give away.

Want more credit for all you do and who you are? Be the one who gives credit to others. Spread it like California wildfire.  Give away what you most want. This will create a space in the minds and hearts of all those around you to give more credit.

Want more understanding from other people? Be more understanding and give that out to other people.

Want more loyalty from other people? Be the most loyal person you know. Watch what happens.

Want more love? Give more love.

I strongly believe life wants you to win. Most people just get in their own way and sabotage their success. They let their fears keep them from greatness. They let their limitations become their chains. They become their own worst enemies. To get all that life wants for you,give out what you most want to see come back. It's great life that is in store for you. Just go out and get it.

-Karthik Gurumurthy

There are  no extra special people on the planet. We all have gifts, resources and capacities that make us special. And with gifts come responsibilities. To use them. To refine them. To make them brighter so we create more value. To forget the burden on you to be great is to neglect the call on your life. And no failure could be bigger than that.

Everybody is worried about the bankruptcies that are happening all over the place in corporate America. But the biggest bankruptcy of all is to lose your dream."

 When you are exposed to a new idea in a book that you read, whether you really get that idea consciously or not, you are not the same person you were before you picked up that book. At some level, you have changed. You see the world a little differently. You have grown. He emphasized all aspiring enterpreneurs to read for a change. Stay hungry for learning and putting what you learn in action. 

-Karthik Gurumurthy

I was going through my old notes and found something very valuable today. I had taken note of 8 Spokes of Success model that an entrepreneur shared couple of years back.

In my mind, success isn't just about making money. There are actually 8 elements that you want to make sure are at world-class levels before you call yourself a winner. Let me identify them:

#1: Inner Success. This includes a positive mindset, high-self respect, internal peace and a strong spiritual connection.

#2: Physical Success. Your health is your wealth. What's the point of getting to a great place in your career if you get sick doing it? Why be the richest person in the graveyard?

#3. Family Success. When your family life is happy, you will perform better at work. No one gets to the end of their lives and regrets making their family a top priority.

#4. Career Success. Actualizing your highest potential by reaching for your best in your career is incredibly important. Getting to greatness in your profession brings a feeling of satisfaction on a job well done.

#5. Economic Success. Money is important. Makes life easier and better. Money allows you to live in a nice home. Take beautiful vacations and provide well for those you love.

#6. Community Success. Human beings have a psychological need for connection and belonging. A rich network of mentors, interesting thinkers and valued friends just makes life better.

#7. Adventure Success. To be fulfilled, each of us needs mystery in our lives. Challenge is necessary for happiness. The human brain craves novelty. And we are creative beings so we need to be creating constantly if we hope to feel joy. Lots of adventure (ranging from meeting new people to visiting new places) is an essential element of success.

#8. Impact Success. Perhaps the deepest longing of the human heart is to live for something greater than itself. Each of us craves to be significant. To make a difference. To know that the world has somehow been better because we have walked the planet.

I invite you to focus on each of these 8 elements if you want to experience authentic success. Money alone does not define success. There are many rich people who are unhappy and therefore unsuccessful as human beings. By focusing on elevating all 8 of these areas to world-class levels, you will not only shine ever so brightly for all those around you - you will also find contentment that lasts. 

-Karthik Gurumurthy

You know, I've been thinking about how we're so afraid of failing, but actually, every great success story is built on top of some epic failures. Let me tell you about some examples that really inspire me.

Look at Abraham Lincoln - his life was basically a series of failures until he hit his 50s! Failed at business at 21, lost elections left and right, had a nervous breakdown, lost his sweetheart... the list goes on and on. But at 52? Becomes President of the United States! Like, can you imagine having that kind of resilience?

And Colonel Sanders - this guy was 65 years old with just a car and $100 to his name. SIXTY-FIVE! When most people are settling into retirement, he's out there knocking on doors trying to sell his chicken recipe. And not just a few doors - he got rejected ONE THOUSAND times before someone said yes. Now KFC is everywhere! Would I have that kind of persistence at that age? I honestly don't know.

Then there's Beethoven - his mom was advised to abort him because doctors predicted he'd have disabilities like all her other kids. And guess what? He was born deaf. A deaf kid sent to music school! They literally sent him home saying "this isn't going to work." And yet he created some of the most beautiful music the world has ever known.

And Edison - labeled "too stupid and deaf to learn" as a kid, only had four months of actual schooling. When he was trying to invent the light bulb, he failed 10,000 times! TEN THOUSAND! Most of us give up after like, three attempts. But that's not even the craziest part - at 67, his factory burned down, destroying everything. Instead of giving up, he said, "Great! All our mistakes are burnt up. Thank God we can start anew." Three weeks later, he invented the phonograph. What kind of mindset is that?!

I think what hits me about all these stories is that setbacks are just part of the journey. They can actually drive us forward and teach us some humility along the way. In those tough moments, we find courage we didn't know we had. The real enemy isn't failure - it's fear and doubt that paralyze us.

We all get to choose: do we want to be victims of our circumstances, or victors despite them? I know which one I'm aiming for.

-Karthik Gurumurthy

I  remember sitting in my office late one evening, surrounded by a stack of leadership books and professional development courses I had signed up for. Each one promised to teach me a new skill - public speaking, strategic planning, financial analysis, team building - you name it. I was trying to become this "perfect" leader who could do it all.

Like many of us, I had fallen into the trap of thinking I needed to master everything. If there was a training session on negotiation, I was there. A workshop on data analytics? Sign me up. I was spreading myself thin, like trying to be both an orchestra conductor and every instrument player at once.

Then came a pivotal moment during a presentation I was giving. I had studied all the "right" ways to present - trying to be bold and commanding like the charismatic leaders I admired. But something felt off. The words weren't flowing naturally, and I could sense the disconnect with my audience. Later that week, I led a small team discussion in my usual collaborative, quiet style, and the engagement was completely different - ideas flowed, people opened up, and we made real progress.

It reminded me of studying Churchill and Gandhi in history. Here were two incredibly effective leaders with completely opposite styles. Churchill didn't try to be gentle and philosophical like Gandhi, and Gandhi never attempted to be forceful and dramatic like Churchill. Yet both changed the course of history by being authentically themselves.

The turning point came when I started thinking about my student Rob's father. He is a carpenter, and I used to watch him select exactly the right tool for each job. He never tried to use a saw when he needed a hammer, or force a screwdriver to do a chisel's work. Each tool had its purpose, and his expertise lay in knowing exactly when and how to use each one.

That's when it clicked - my leadership style was like my toolbox of natural strengths. Instead of trying to fill it with every tool ever made, I needed to sharpen and master the ones that already felt right in my hands. When I focused on developing my natural abilities in fostering collaboration, building relationships, and finding creative solutions, my effectiveness as a leader grew naturally.

Now, when I mentor others, I share this story and encourage them to discover their own unique strengths rather than trying to become a carbon copy of someone else. After all, the world doesn't need another Churchill or Gandhi - it needs authentic leaders who understand and leverage their own natural gifts.

-Karthik Gurumurthy

The Stanford Prison Experiment reveals something deeply unsettling about human nature and power dynamics. I find it remarkable how a simple basement in Stanford University became a stage for one of the most fascinating studies of human behavior. When students were randomly divided into "guards" and "prisoners," something extraordinary and disturbing happened.

The key insights I've drawn from this experiment are:

The Power of Roles and Authority: What strikes me most is how quickly ordinary students transformed once given authority. Even though everyone knew it was just an experiment, the "guards" began exercising rigid control and even became hostile. I've realized that positions of power, even symbolic ones like a badge or a title, can fundamentally change how people behave and perceive themselves.

The Psychology of Power Corruption: The experiment showed how power can be intoxicating. The "guards" didn't just play their roles; they increasingly pushed and crossed boundaries, abusing their authority despite knowing it wasn't real. This teaches me to be mindful whenever I'm in a position of authority, whether as a team leader, parent, or mentor. The temptation to misuse power can be subtle but powerful.

Group Dynamics and Resistance: I find it fascinating how the "prisoners" banded together and rebelled against their captors. This shows that oppressive leadership often breeds resistance and unity among those being controlled. Even in a simulated environment, these natural human responses to unfair authority emerged.

The Need for External Oversight: The fact that the experiment had to be shut down early and required outside intervention is particularly telling. It reminds me that unchecked authority often leads to abuse, and systems of accountability are crucial in any leadership structure.

Lessons for Modern Leadership: This experiment has taught me that authentic leadership must be built on something more substantial than just authority or position. True leadership isn't about giving orders or wielding power - it's about living in a way that naturally inspires others to follow.

In my own life, these lessons remind me to:

• Regularly examine how I use any authority I'm given
• Stay alert to signs of power abuse in organizations
• Remember that true leadership comes from character, not position
• Understand that authority without accountability can lead to toxic leadership
• Recognize that leadership styles should serve the group, not the leader's ego

The experiment's legacy serves as a powerful reminder that leadership is a responsibility, not a privilege, and that the true measure of a leader lies not in how much power they exercise, but in how they use that power to elevate and serve others.

This deep psychological insight into power dynamics helps me understand why authentic leadership must be rooted in integrity and focused on elevating the group rather than exercising control. It's a sobering reminder that we must constantly monitor our own behavior when in positions of authority, ensuring we don't fall into the trap of toxic leadership that the experiment so vividly revealed.

-Karthik Gurumurthy

A father shares life's deepest wisdom with his son through the story of two paths that shape a person's character basically from Rudyard Kipling's poem" If"

On the first path walks a young leader during a crisis. While others panic and cast blame, she remains steady, trusting her judgment while understanding others' doubts. When lies circulate about her, she neither retaliates nor harbors hatred. She dreams boldly but stays grounded, treating success and failure as equal teachers.

On the second path, an entrepreneur risks everything on a venture. It fails spectacularly, but he rebuilds from scratch without complaint, using worn tools and renewed determination. When nothing remains except raw willpower, he perseveres.

Both paths teach vital lessons: walking comfortably with both crowds and kings without losing authenticity, maintaining relationships without being controlled by them, and using every precious minute purposefully.

The father concludes: "These aren't just stories, son. This is the blueprint for becoming a complete human being. Master these challenges, and you'll not only own your destiny but inspire others to reach for theirs. This is what makes someone truly mature - not age, but character forged through adversity."

Through Kipling's timeless wisdom, we learn that true leadership isn't about avoiding challenges but about how we face them - with integrity, resilience, and unwavering spirit.

-Karthik Gurumurthy

-Karthik Gurumurthy

Picture two distinct paths to success. Champions, with their laser-like focus, concentrate intensely on singular goals. They keep notepads by their bedside, capturing midnight inspirations, and invest extraordinary energy in pursuing their dreams. Like skilled archers, they aim at one target with unwavering attention.

But this isn't just about concentration - it's about the source of motivation. While most chase external rewards like money and possessions, champions draw power from within. They're driven by their dreams and passions, creating a motivation that never runs dry until the goal is achieved.

As Nido Qubein wisely observed, "Nothing can add more power to your life than concentrating all of your energies on a limited set of targets." This principle separates champions from others. When faced with challenges or physical pain, they don't ask "Why me?" Instead, they remember their carefully constructed vision and press forward.

The difference is stark: temporary motivators like rah-rah pep talks might spark short-term enthusiasm, but champions tap into deeper emotional wells. They understand that sustained concentration combined with intrinsic motivation creates unstoppable momentum. Their success isn't about sporadic bursts of effort - it's about maintaining unwavering focus on their vision, day after day, until achievement becomes inevitable.

-Karthik Gurumurthy

• Don't  get down when your life takes a bad turn. Out of adversity comes challenge and often success.
• Don't blame others for your setbacks
• When things go well, always give credit to others.
• Don't talk all the time. Listen to people who have been there and done that and keep an open mind to learn from them.
• Don't brag about yourself. Do your work and let others point out your virtues, your strong points.
• Give someone else a hand. When a friend is hurting, show that friend you care.
• There's power in Prayer.
• Success comes in the "cans", not "cannots".
• Surround yourself with people who are smarter than you. The smarter the people, the more you can accomplish. 
• Integrity matters around the clock. The same goes for humility.
• Do the right thing. There are values that everyone knows but many disregard when it comes to business. Behave ethically. Work hard. Respect others. If you embrace this approach, it will make your reputation.
• Always over-deliver. Never do just what the boss asks, always do more.
• We can only make ourselves indispensable through service and achievement.
• Worrying is like a rocking chair, it keeps you busy but it brings you nowhere. 
• Your reputation and integrity are everything. Follow through on what you say you're going to do. Your credibility can only be built over time, and it is built from the history of your words and actions.
• Respond to people in a timely manner; this shows respect and responsibility.
• Take on additional responsibility whenever and whereever possible.

-Karthik Gurumurthy

It takes great courage to be honest. One of the noblest qualities in a person is the' ability to say, "I am sorry, I was wrong, you were right”. It doesn't really matter about being right winning arguments or having my ideas accepted. It matters more that I am able to recognize my mistakes, take responsibility for them, learn the lesson and move on with greater maturity.

-Karthik Gurumurthy

Business  needs leaders for whom integrity is built in or second nature, if you will. Integrity is not a product or the result of a course on the way to earning an MBA. It is not a veneer or a public stance. To the contrary, it should be bred in the bone and be as important in one's life as one's public life; always on and functioning 24/7.

Leaders with such a deep-rooted sense of integrity could, I believe, profoundly and rather quickly help restore a great deal of the public's confidence in business. Good leaders would also choose to work with others who have the same sense of integrity or do everything they can to instill the same belief in the irrevocable importance of integrity.

-Karthik Gurumurthy

"Small deeds completed are better than large deeds planned."

-Karthik Gurumurthy

"The great thinkers begin by knowing what others think. Wisdom comes after information and knowledge.  And books provide the scaffolding that allows us to build your own system of thought."

-Karthik Gurumurthy

"You've got to have integrity, and that comes from being true to yourself. You have to act exactly the way you are. You can't be one person at home and another person at work. You can't act one way with your team and a different team with the family. Integrity is when your insides match your outside, when your heart and your feelings match your actions."

-Karthik Gurumurthy

If you look at what you have in life, you will always have more.  If you look at what you don't have in life, you will never have enough. When we choose to appreciate the blessings and treasures already present in our lives, a positive cycle of abundance is set in motion. Gratitude becomes a powerful force, attracting more reasons for thankfulness. Conversely, a focus on what is lacking perpetuates a perception of scarcity, hindering our ability to recognise the abundance that may exist. It's a profound shift in perspective, illustrating that our outlook shapes the richness of our experiences. Gratitude, as suggested by this statement, becomes not just a virtue but a catalyst for a more fulfilling and abundant life. 

-Karthik Gurumurthy

Empathy is the secret sauce of great leaders. It's not about having all the answers, it's about truly understanding the people you lead. When you listen, connect, and support, you build a team that's unstoppable! One example of being a leader is that people can feel that they can come to you for advice without that conversation going any further, or costing them anything professionally with the company. Leadership is helping those little flowers grow and smiling seeing what they do with that advice and letting them find their own way with that little nudge from you.

-Karthik Gurumurthy

What is self awareness to me? The ability to see ourselves clearly, to understand who we are, how others see us and how we fit into the world or perhaps the shortest definition, knowing ourselves inside and out.

-Karthik Gurumurthy

Developing our capacity to lead is part of our lives as human beings, our physical, cognitive, emotional, spiritual selves that change over time, and we each take a different developmental trajectory. That's why there's no such thing as one secret formula or a one-size-fits-all recipe for achieving leadership. Instead, the focus is on you. You are encouraged to tune in to your particular developmental trajectory, search your own life stories, and apply what you learn about human behavior to your capacity to effectively influence others. The leadership development journey is rooted in your belief about who you are. The way you think about leadership influences the way you show up as a leader.

-Karthik Gurumurthy

The distinction between a coach and a mentor is that a coach does not offer advice but instead acts as a support as the individual makes choices that align with their goals. As a mentor, a leader has specific advice and guidance based on his or her own expertise. A leader as a sponsor is someone who tells others of the individuals achievements. Maybe this looks like recommending your employee for a promotion or sharing an innovation of theirs with senior leaders. As a sponsor you are helping others to see the potential in this individual, especially those that may not work with them regularly. Sponsorship is important to employee development because that's how others learn of an employee's capabilities.

So, here's an analogy that may help solidify these different roles. Think about the sport of bowling. In bowling, a person stands at the end of a long lane where 10 pins are set up in a triangle at the other end and the person then throws a heavy ball toward the pins to knock them down. The trick is that the lane is long, so it takes some strategy and skill to throw the ball correctly and along each side of the lane are gutters, and if the ball rolls into the gutter, of course no pins will be knocked down at all. When little kids bowl, there are often rails along the sides of the gutters, it prevents the ball from rolling into the gutters as the kids learn how to throw with strength and precision. These gutter rails are like a coach, they simply keep you in your lane. There's no expertise required to be a rail, it simply exists, but it's there to prevent the ball from falling off the lane and therefore keeps it on its journey toward the pins. Because the ball is heavy and it must be thrown in a particular way the throw needs strength and precision, there's an art to this. A mentor might be another bowler who is bold for a long time, that mentor could show the new bowler how to stand, how to throw it in the straight line or throw it with the right curve and even how to increase the speed of the throw. In this case the mentor is giving specific advice on the skill of the game based on experience.

When you're bowling, your usually only paying attention to your lane and maybe the immediate group of people you're playing with, a sponsor might go to another lane and tell one of the pros to come, take a look at how much you've learned over the course of one lesson. A sponsor might go to someone in charge and recommend you as a member of a league. As you can see, coach, mentor and sponsor roles are all important to the development of the bowler and that's the same as developing future leaders.

So, imagine you're going to run a marathon, right? So if you're running a marathon, you need all three, right? First of all, your mentor is going to be the person that says, I've done this before, hey, here's my advice. So they me give you some advice about how to run this race, what to eat, how to prepare. Your coach is going to be with you every step of the way, right? They're not going to tell you what to do, but they're going to be with you, they're going to facilitate the questions. They're going to provoke thoughts around what you should do, they're going to motivate you, they're going to hold you accountable, so that's the coach. The sponsor what they do is they're finding the best races for you. You don't even know, they're like, hey, I got you in the boston marathon, your sponsor might do that or, hey, I talked to my friend, they're going to get you in the Boston marathon or whatever or the Chicago marathon and so those are like the three distinct roles.  Any given leader is going to play all of these roles to differing degrees with their employees. And the question to ask yourself is when does this person need you to be a coach? When do they need you to be a mentor? The leader-follower or leader-employee relationship is in and of itself complex, and at any given point the role of the leader should consider what employees need the most to effectively solve the problems they were hired to solve.

-Karthik Gurumurthy

When we put on our coaching hat as leaders, we are simply there to support the other person on their journey. In the field of leadership coaching in particular, we say that people are creative, resourceful and whole. Coaches are there to help give structure to an individual who is trying to become the best version of themselves. As a coach, a leader doesn't have to have any particular expertise. A coach does not tell someone what to do, but ask questions to allow that person to reflect on their choices and offer support for the choices that the other person makes. A leader as a mentor is sharing advice learned through experience. The concept of a mentor assumes that a leader has some specific experience in an area that they can pass on to another person. Maybe the mentor has gone through the exact same career path with the company as the person they are mentoring. Maybe the leader mentor has technical expertise that they can share to help another person grow into a particular role.