Name: Capt Gajanan Karanjikar

Title: President

Organisation: AIMPA- All India Maritime Pilots Association

Capt Gajanan Karanjikar’s 35-year career in the maritime industry stands as a testament to leadership, integrity, and a pioneering spirit. Professional Journey and Achievements Hailing from Dhule in Maharashtra, Karanjikar has made a remarkable impact as the Managing Director of Cordelia Marine Services FZ LLC. His strategic acumen led to the establishment of a successful business in the UAE and secured contracts worth Rs.140 crores, significantly boosting the company’s revenue.

Karanjikar’s professional journey includes influential roles at Sical Logistics and Mercator Ltd., where he led coastal shipping and international business development and managed quality assurance and compliance, respectively. His leadership in various blue economy projects, though on a smaller scale, demonstrates his commitment to advancing maritime innovation. Values and Contributions to Society Integrity and honesty are the cornerstones of Karanjikar’s professional ethos. These values drive his relentless pursuit of excellence and his role as a respected figure in the maritime sector.

Karanjikar’s contributions extend beyond his professional achievements. He has been instrumental in advocating for maritime safety and seafarers’ rights, including launching a helpline during the COVID-19 pandemic and organizing the SAMIPTA competition as an alternative to traditional pilot ladder competitions. His initiatives also include programs for Nautical cadets and the “Green Genius” environmental education program in schools. Recognition and Affiliations In addition to his professional and social contributions, Karanjikar holds significant affiliations, including President of the All India Marine Pilots’ Association (AIMPA) and Regional Director of the Maharashtra Economic Development Council, as well as a Warden of The Company of Master Mariners of India. His commitment to these roles reflects his dedication to advancing maritime and economic development.

His dedication has been recognized with several prestigious awards, including being named a Maritime Influencer, receiving accolades from the Nautical Institute (UAE) for his support of seafarers, and being honored as a Global Ambassador for Sustainability. A proponent of yoga and a prolific writer on the blue economy, Karanjikar’s personal philosophy is inspired by quotes from Ralph Waldo Emerson and Carl Sagan, encapsulating his belief in forging new paths and leading with vision. Nominated as A Beacon of Leadership and Innovation in Maritime.

Click here to read Capt Gajanan Karanjikar's first written interview: 7 Questions on Leadership.

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!

We’ve gone through the interviews and asked the best of the best to come back and answer 7 MORE Questions on Leadership.

I hope Gajanan's answers will encourage you in your leadership journey. Enjoy!

Cheers,

Jonno White

1. As a leader, how do you build trust with employees, customers and other stakeholders?

Building trust as a leader requires consistent actions, clear communication, and mutual respect. Drawing from my experience in public relations within the industry, I have developed strategies to foster trust with employees, customers, and other stakeholders. In the maritime sector, where the community is closely connected, reputation is everything—once tainted, it is incredibly challenging to rebuild. I take pride in my strong reputation, built on values that make earning trust more natural.

Trust is cultivated over time through unwavering consistency and meaningful relationships. As a leader, your actions and words must embody integrity, accountability, and respect in every interaction.

2. What do 'VISION' and 'MISSION' mean to you? And what does it actually look like to use them in real-world business?

To me, 'VISION' is the long-term aspiration—a picture of what we want to achieve or become in the future. It serves as the North Star that guides the direction of the organisation and inspires people to work toward a shared goal. 'MISSION,' on the other hand, is the organisation's purpose—the reason it exists and the concrete actions it takes to achieve its vision. It is about what we do daily to create value and make progress.

In the real-world business context, using vision and mission effectively looks like Guiding Strategy and Decision-Making- every strategic decision should align with the vision and mission, Inspiring Teams- a compelling vision motivates employees by giving their work a greater sense of purpose, driving Culture and Values- Vision and mission serve as the foundation for shaping the organizational culture and a clear vision and mission help build trust and loyalty. They communicate what the organization stands for and ensure consistent messaging and actions, reinforcing the organization's identity with stakeholders.

3. How can a leader empower the people they're leading?

Leaders must truly understand what empowerment means, as it is a widely used term often lacking proper emphasis on its depth and significance. Empowerment is about creating an environment where individuals feel confident, capable, and valued, enabling them to reach their full potential. A leader achieves this by fostering a culture of trust, autonomy, and growth.

To empower people means giving them the confidence, tools, authority, and opportunities to take ownership of their work and make decisions. It’s about building an ecosystem where individuals feel trusted and supported to contribute meaningfully and grow both personally and professionally.

4. Who are some of the coaches or mentors in your life who have had a positive influence on your leadership? Can you please tell a meaningful story about one of them?

Peter Drucker and Marshall Goldsmith are both iconic figures in leadership and management thought, and their teachings have had a profound impact on many leaders worldwide, including me. Here’s a meaningful story about each and how their insights shaped my leadership approach:

Peter Drucker – The Value of Asking the Right Questions. Peter Drucker, often called the “father of modern management,” profoundly influenced how I view leadership and decision-making. One of his principles that resonated with me was: “The most serious mistakes are not being made as a result of wrong answers. The truly dangerous thing is asking the wrong questions.” Early in my leadership journey, I was focused on finding quick solutions to problems. However, I often noticed that despite our team’s hard work, the results didn’t align with our expectations. This is where Drucker’s emphasis on asking the right questions helped me pivot. Instead of immediately seeking answers, I began to focus on understanding the problem deeply, asking questions like: What is the real issue here? Is this the right problem to solve? How does this align with our long-term goals?

One such moment came during a critical project where our team was rushing to fix operational inefficiencies. Applying Drucker’s philosophy, I paused the team and asked, “Is the inefficiency the core issue, or is it a symptom of a larger problem?” It turned out the inefficiencies stemmed from a lack of clarity in team roles. By addressing this root cause, we not only solved the issue but also improved team morale and collaboration. Drucker’s wisdom taught me that great leadership often lies in the quality of the questions we ask. Marshall Goldsmith: The Power of Behavioral Change Marshall Goldsmith, a renowned executive coach, taught me the importance of self-awareness and behavioural change in leadership.

His book “What Got You Here Won’t Get You There” was transformative. One story stands out from when I tried to implement his advice about feedback and change. Goldsmith emphasises that feedback is not about defending your past actions but about improving for the future. Inspired by this, I conducted a 360-degree feedback session with my team, where they shared insights about my leadership style. One recurring feedback was that I often made rushed decisions without fully considering team inputs. At first, it was hard to hear, but Goldsmith’s philosophy of embracing feedback as a gift guided me. I made a conscious effort to change. I started holding regular team discussions where everyone’s voice was heard before decisions were finalized.

One team member later told me that this shift made them feel more valued and confident in contributing ideas. This small behavioural adjustment, inspired by Goldsmith, had a significant positive impact on team trust and collaboration. Both Drucker and Goldsmith taught me that leadership is not static; it evolves through reflection, learning, and continuous improvement. Their teachings have been a compass guiding me toward more thoughtful, empathetic, and effective leadership.

5. Leadership is often more about what you DON'T do. How do you maintain focus in your role?

Leadership is indeed as much about what you don’t do as what you do. Maintaining focus in my role involves avoiding distractions, resisting micromanagement, and being intentional about priorities.

Here’s how I stay focused:

Saying No to Low-Value Tasks. I avoid getting bogged down in tasks that don’t align with the organisation’s vision or my role’s strategic priorities. Delegating such tasks allows me to focus on areas where I can add the most value.

Resisting Micromanagement Instead of trying to control every detail, I empower my team by trusting them to handle responsibilities. This not only keeps me focused on the bigger picture but also fosters a culture of ownership.

Avoiding Constant Reactive Decisions, I deliberately make time for proactive planning. Instead of reacting to every issue immediately, I prioritize based on urgency and importance, ensuring my attention is on strategic goals.

Stepping Back from Overcommitting, I avoid taking on too many initiatives at once. By focusing on a few critical objectives, I ensure better outcomes and more meaningful progress.

Limiting Distractions I set boundaries around my time, such as scheduling dedicated periods for deep work and avoiding unnecessary meetings or interruptions.

Staying True to Core Values, I avoid being swayed by trends or pressures that conflict with the organization’s mission and vision. This keeps decisions aligned with long-term goals.

6. If you fail to plan, you plan to fail. Everyone plans differently. How do you plan for the week, month and years ahead in your role?

Planning is a cornerstone of effective leadership, and I follow a structured yet flexible approach to align short-term actions with long-term goals.

Working in a dynamic industry such as maritime and ports, planning often depends on external factors that arise unexpectedly. This requires a balance between strategic foresight and the ability to adapt quickly to changing circumstances.

Here are the guiding principles I rely on for weekly, monthly, and yearly planning: Focus on Priorities: I stay focused on tasks that align with larger goals, avoiding distractions that do not contribute to overall objectives.

Adaptability: I recognize that plans must remain dynamic, adjusting as new challenges and opportunities emerge. Engage the Team: I prioritize collaboration to ensure that everyone is aligned, motivated, and accountable in executing the plan. Balance Short and Long-Term: I maintain equilibrium between addressing immediate needs and steering the organization toward its strategic vision. This approach enables me to navigate the complexities of the maritime industry while ensuring progress toward long-term success.

7. What advice would you give to a young leader who is struggling to delegate effectively?

Delegating is one of the more challenging aspects of leadership, and it actually gets harder to do the higher someone goes up the ladder. To a young leader struggling to delegate effectively, I would offer the following advice:

1. Understand the Importance of Delegation: Delegation is not about offloading work—it’s about empowering your team and building trust. By delegating, you give others the opportunity to grow, develop new skills, and contribute to the organization’s success. Recognize that you can't do everything yourself, and by sharing responsibilities, you're enhancing the team’s performance.

2. Identify the Right Tasks to Delegate: Not everything needs to be delegated, but most tasks can be. Start by identifying tasks that don’t require your direct involvement or expertise. Can help others learn or develop new skills. They are repetitive or time-consuming, allowing you to focus on strategic priorities.

3. Know Your Team’s Strengths: Delegate tasks based on each team member’s strengths, interests, and developmental needs. By understanding their abilities, you can match them with tasks that align with their skills, making them more likely to succeed and feel motivated.

4. Be Clear with Expectations: When delegating, ensure you communicate clearly about the task's objective, deadlines, and desired outcomes. Providing detailed instructions and any necessary context helps avoid confusion and sets your team up for success. You don’t have to micromanage, but clear guidance is essential for them to feel confident.

5. Trust and Let Go: One of the hardest parts of delegation is letting go. Trust your team to complete the task to the best of their abilities. It’s important to recognize that there will be different approaches and potential mistakes, but those are opportunities for growth. Allow them space to take ownership of the work.

6. Provide Support and Feedback: While you shouldn’t micromanage, be available for support when needed. Regular check-ins to offer guidance or feedback can ensure things stay on track. Afterward, provide constructive feedback, recognizing what went well and where improvements can be made.

7. Learn to Let Go of Perfection: As a young leader, you may have a high standard of excellence, but it’s important to realize that perfection isn’t always necessary. What matters most is the quality of the work and the opportunity it provides for the team to develop.

8. Embrace Delegation as a Leadership Skill: Recognize that delegation is a core leadership skill that you’ll continue to develop. The more you practice it, the better you’ll get at balancing workloads, building team trust, and improving your effectiveness as a leader.