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7 Questions with Pinaki Bhattacharya
helps you in your leadership.
7 Questions with Pinaki Bhattacharya
Name: Pinaki Bhattacharya
Current title: Executive Vice President
Current organisation: Six Sails Group in India
I’m a custodian of business who helps companies optimize their Sales, Marketing & Operations, so they can increase revenue and reduce costs. I love to get Things Going for Business & People.
1. What have you found most challenging as a CEO or executive of a large enterprise?
Business strategies evolve over time. Digital technology, artificial intelligence, and robotics are all changing how we do business. These dramatic changes push the leaders to have the most competent team around them. Leaders of tomorrow will have to flourish in a global environment of heightened uncertainty and lightning-fast speed. As a result, the leadership competencies required to lead over the next decade prioritize agility, emotional intelligence, lateral thinking, cultural acumen and comfort with uncertainty. Leaders of tomorrow will also be reflective of the diversity of thought required to drive innovation and growth in a changing business environment.
2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?
It all happened because of the correct heart & the right people around. When I took over the responsibilities of the current organisation, It was bleeding like anything & was on the verge of bankruptcy. One thing I was sure of on my first day with this organisation was- This is the last chance the owner/board has taken & now it’s up to me to turn this around for them. In a month’s time, I could identify 2 things which needed my attention to start moving this wheel on a positive direction. i) Cut down on unnecessary/unproductive costs ii) Identify the correct skills of employees who's going to make this transition happen.
I can proudly say that where we are after 5 years of operation & being profitable in current times, it's all because of these 2 decisions of ours. “Remember that the WHO is more important than the WHAT.”
3. How do you structure your work days from waking up to going to sleep?
1. Wake up at 6 A.M.
2. Go for Yoga/Run- 45 minutes
3. Come back & get ready for the day- Shower, Breakfast
4. Start the office sharp by 8 A.M
5. Call my immediate downline to check where they are on the completion of tasks
6. Attend the Virtual meetings as they are scheduled
7. Lunch by 12 P.M
8. Business Networking for an hour
9. Skip Level Meetings with Team members who need my help
10. Log off by 5 P.M from work
11. Dinner by 7 P.M
12. Bed at 9 P.M
4. What’s the most recent significant leadership lesson you’ve learned?
Being adaptable is the key to any success in the new world. The faster you do that, the further you go.
5. What one book has had the most profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?
Good to Great by Jim Collins is my all time favourite & it has helped me to achieve what I am today. I really believe that "Who" is more important than "What". If you can build a TEAM which eats, breathes & sleeps at the same tune, you can achieve anything you want in business or in life.
6. How do you build leadership capacity in a large enterprise?
1. Get clarity on what is the best use of your time
2. Recognize the talents and the value of each of person on your team
3. Make requests, not demands, so that you get employee input
4. Establish specific, measurable objectives together
5. Empower employees to create their own solutions
6. Share the power and resist the temptation to micromanage or take over
7. Develop a collaborative reporting and feedback system
8. Celebrate achievements and relationships between team members
7. If you had to pick just one story, what would be the most meaningful story from your time as a CEO or executive of a large enterprise so far?
When the world went into lockdown mode early March-2020, many businesses in our portfolio were clueless on what was going to happen & how they were going to operate??
I took the very first call with my 100+ team members spread across the US, India, Philippines & Costa Rica, that we will be operating remotely & we made sure all the team members had the required technology solution with them. The rest was up to their ability to adapt to the new normal. It was super easy & flawless for my business & our Group CEO praised the same at a later stage. The same remote working model is now followed by other businesses in our portfolio.
Being adaptable & flexible is the key to my TEAM's success & I had full trust in them, that they would make it. I just helped them to believe in themselves.