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7 Questions with Tapan Sharma
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7 Questions with Tapan Sharma
Name: Tapan Sharma
Current title: Vice President
Current organisation: Hungama Digital Media Entertainment Private Limited
An astute business leader in telecom and broadcast & digital media. Have been leading business and people growth in most competitive environments and creating value for companies.
1. What have you found most challenging as a CEO or executive of a large enterprise?
All large companies have to deal with a culture of individual powerhouses. This issue prevails everywhere and most companies fail to identify and address this at initial stages. It must be on the top priority of a business leader to get rid of this culture issue for a growth led participative work environment.
2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?
My journey has been quite interesting . It's been highly rewarding having worked with the best companies in the business of telecom, modern trade, broadcast media and digital media in the region. I have worked with the best minds and mentors in business and that really helped me develop as a competent professional . I kept getting opportunities to take up extreme business challenges early in my career. These challenges helped me mature and become a fearless decision maker at a very young age. My work demanded me to stay ahead of the curve and I kept learning actively to stay competitive and relevant in the business across multiple business domains.
3. How do you structure your work days from waking up to going to sleep?
As a leader, you really need to plan for people you work for. This requires you to stay healthy, sharply focused and updated on business . I plan my week over the weekend and try to stick to my plan unless otherwise required as an exception. However, the most critical time is the time that I spend with myself before I go to bed . In these 40 minutes , I do a deep analysis of the day that I spent and try to write up how I can improve my schedule for the next day to be even more qualitative for the people and business .
4. What's the most recent significant leadership lesson you've learned?
Believe in the people you work with, provide them the best tools and environment , let them work the way they want to . keep monitoring , measuring and mentoring and rewarding your people.
5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?
I am probably the biggest ambassador of " The Alchemist"by Paulo Coelho. The narrative has had the most powerful impact on me as a leader so far. Message is really simple; In order to achieve what you really desire, you need to stay laser sharp focused, tenacious in your approach, and do relentless efforts repeatedly until you achieve what you want to. This attitude of never ever giving up stays so true and relevant at all times.
6. How do you build leadership capacity in a large enterprise?
In any organisation, you need a plan to identify and nurture people to become leaders in future. There is only one way of doing this; you need to make people feel empowered & accountable for whatever they do. You need to create reward led time bound challenges for your people to solve those business problems , build solutions, relationships and gain confidence.
7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?
There are many. However, the most relevant thing in today's scenario is about always staying together as a team. our world has become hyper competitive and everyone is looking for quick personal recognition and rewards. At times people tend to think only about personal benefits and lose focus from the larger group & company goal. I have been able to keep my teams together working for one objective at all times irrespective of their personal opinions. As a result , we have been able to win really large business mandates even in most precarious times.