Name: Jeffy Jose
Title: Executive (Director) - Global BD and M&A
Organisation: Hoerbiger Wien GmbH
With over a decade of hands-on experience in the dynamic world of energy, I've journeyed from the oil fields to corporate boardrooms, developing a versatile skill set that spans the entire value chain.
I began my career at Emerson, delving into marketing strategies that fueled industry innovation.
My desire to understand every facet of the energy industry led me to Halliburton, where I got my hands dirty in the field before transitioning to pivotal office roles in sales, marketing, and business development.
Joining the prestigious Larsen & Toubro Young Leaders Program under the mentorship of the Chairman of the Board, I undertook roles in proposals, estimation, project management, and even served in the Innovation Think Tank. I also contributed to shaping corporate strategy and driving business growth.
My passion for growth and innovation led me to Hoerbiger, where I served as Corporate Business Manager, focusing on strategic initiatives across the Asia-Pacific region. I continue to be at Hoerbiger, where now I've embarked on a global adventure as the Director of Global Business Development and M&A, based in Vienna. In this role, I'm charting a course for the future of the energy industry on a global scale.
Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!
I hope Jeffy's answers will encourage you in your leadership journey. Enjoy!
1. What have you found most challenging as a leader?
For me, the most challenging fact as a leader, which keeps coming up quite often is about balancing priorities and fast decision making. Juggling priorities and making fast decisions can be tough and exciting. Imagine it like trying to balance a seesaw. On one end, you have to deal with urgent problems right away, like putting out fires. But on the other end, you also have to think about what these choices mean for the future. It's like a tricky puzzle. Sometimes, it's not easy to find the right balance, especially when there's a crisis. You have to act quickly, but you also need to consider the long-term effects of your actions. It's like walking a tightrope between the present and the future.
2. How did you become a leader? Can you please briefly tell the story?
I have always believed that Leadership isn't just about your job title; it's about your mindset and the choices you make.
Since the start of my career in the energy industry, I've been intrigued by influential leaders. I've always wanted to understand how to become one and even better. In 2016, when I joined Larsen and Toubro through the young leaders program, I got a close-up look at everything. I learned about their vision, quick decision-making, and how they break down big goals into smaller strategies to succeed. I delved into the inner workings of a multibillion-dollar conglomerate, from innovative projects to boardroom decisions. This experience ignited my passion for leadership and all things related. There is where I became a leader, at heart.
3. How do you structure your work days from waking up to going to sleep?
I've always loved sports, especially football, since I was a kid. It's been a big part of my life, teaching me valuable lessons, with discipline being the most important.
My typical day kicks off at 6:00 AM with a quick 20-minute workout, focusing on bodyweight exercises to build strength and endurance. After that, it's shower time, followed by breakfast, and off to the office.
I'm an early bird at work, aiming to arrive at least an hour before the official start time. I call this my "Magic Hour" because it's when I can accomplish a lot – setting priorities, tackling important tasks that need focus, and getting organized for the day ahead.
After work, I eagerly head home to be with my wife and our 4.5-year-old son. It's the highlight of my day. We spend a couple of hours playing, where I also get in some running or walking for my cardio workout.
Once we return home, it's dinner time, and we chat about our day. We're early birds when it comes to bedtime, usually hitting the hay before 10:00 PM. It's a simple and fulfilling routine that keeps me balanced and happy.
4. What's a recent leadership lesson you've learned for the first time or been reminded of?
Every day is a new experience with challenges, priorities, and different people. But one lesson that I've held onto comes from a movie "Never Back Down" – "An angry mind is a narrow mind." When you're angry, your ability to make good decisions can suffer. That's when it's crucial not to rush into decisions. Instead, take a step back, calm down, and think clearly. The same goes for impatience. When you're impatient, you might not think straight. So, it's better to wait, regroup, and come back stronger with a better plan.
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?
There was a phase in my life where I used to love reading personal growth and management books. One book I found really helpful was "The 7 Habits of Highly Effective People" by Stephen R. Covey. It taught me to always think about the end goal first (like having a clear vision) and to be proactive in my actions. Now, when I work on big projects, I start by picturing the end result and then break it into smaller steps to get there. It's a strategy that has stuck with me and proved useful, especially in strategic initiatives.
6. If you could only give one piece of advice to a young leader, what would you say to them?
As a young leader, people are always watching you closely, and you may face challenges, especially if you're new to the industry. It's crucial to have a mentor. This person should be someone you can bounce your ideas off and who can challenge you constructively. They should be your mentor and tormentor. They should push you to think critically and grow in your role. So, find a mentor who genuinely wants to see you succeed and develop within the company.
7. What is one meaningful story that comes to mind from your time as a leader, so far?
During tough times, like layoffs, we always face a choice: prioritize numbers or people. It's like when our family has less money; we don't abandon our kids. The same goes for our team. We should lead with empathy and stand together.
Great leaders not only make tough decisions but also care for their people. It's about "heartcount," not just "headcount." Leaders can choose to share the burden, so everyone feels it a bit, instead of a few suffering a lot.
Leadership isn't about rank; it's about the choices we make.