“ Leadership is not wielding authority- it is empowering people ”, Beeky Brodin.
Leadership is not only about holding a prime position, it’s much more than that. A leader is someone who has a vision and a passion to make things happen. TimesJobs brings to you exclusive interviews of industry maestros’ whose journey and experience are incredible and influencing. Read on, to know about their journey and their advice for young, upcoming leaders…
Here we have an account from Manish Tandon, CEO, CSS Corp
With which job role/ position did you start your career?
After completing my engineering, I joined the technology subsidiary of a bank. After 2 years of working there and saving some money to pay for higher education, I did my MBA. Right after completing my post-graduation, I joined one of the top financial institutions in the country managing projects in debt and funding. Although I enjoyed learning new things there, I moved into my first love (Technology) by joining the IT Services industry and found my passion there.
When did you join your present organisation?
It’s been 15 months since the time my journey began at CSS Corp – and no two have been the same!
What kind of leadership style do you follow in your organisation?
I follow the transformational style of leadership. Also, I follow the ‘Leadership by Example’ paradigm, as I believe that you cannot lead a professional services organisation without this trait. Identifying changes and creating a vision is really what drives me
How are you contributing to the growth of your employees?
I’ve always said that I am here to build careers, not just create jobs, and that means employee growth is a very critical area. We foster a culture of learning and growth in a lot of ways, big and small, but one way I am very proud of is the learning opportunities. I am a big proponent of constant learning. The industry is evolving so rapidly that we can’t rely on the market to have the talent we need – we must build it from within.
Name one person who had a tremendous impact on you as a leader?
I really admire N. R. Narayana Murthy as a leader. He has such a strong vision, driving tremendous growth and change. He shaped not just a company but an industry and a country.
Share that one critical decision that you made as the leader of your organisation?
Joining CSS Corp, I saw a lot of strong capabilities, but they were somewhat siloed. The company needed a unifying vision – a strategy that would bring everyone together. After carefully looking internally at our capabilities and externally at where the markets are going, we developed a plan to transition the company from a pure services organisation to a new age services organisation. We have been executing against that transformation very successfully, creating platforms and ecosystems for a new digital world. Nearly every one of our services has benefitted for an influx of artificial intelligence, analytics, and automation.
When faced with two equally-qualified candidates, how do you determine whom to hire?
I would choose the candidate that was most likely to question things and challenge the people around them. With the speed of our growth, we need people that can evaluate where we are and where we are going.
What is one characteristic that you believe every leader should possess?
Adaptability. We live and work in a dynamic world, and leaders must be able to quickly adapt not only their companies but themselves to all types of changes.
What is one lasting impact that you hope to leave on your present company?
My mantra is to build a brand that imbibes and promotes the idea of “customer obsession” by making sure the customer is at the epicenter of every decision. I am building a workforce that is passionate about customer success. The commitment is strong today and just getting better every day.
What are you doing to grow and develop as a leader continuously?
I continue to adapt and learn new skills – I make it a point to learn something new every week. I read extensively and also take technology courses online to keep abreast of a rapidly changing landscape. In fact, I wanted to teach my 10-year-old son some computer programming and the languages I knew were not suitable for him so I actually learned Python so that I could teach him.
What advice would you give to the new-age leaders?
I would advise new-age leaders to constantly invest in themselves and in those around them. Investing in themselves requires a commitment to continual learning and personal development. Investing in others means building a sustainable environment of trusted stakeholders