Q&A: Empowering Teams and Saying No When Needed by Richa Chauhan

Question: What sparked your interest in human resources?

I started my journey in life sciences at Shri Venkateshwar College, Delhi University. I was passionate about it and had plans for research projects. However, I soon realized the extensive process required for a Ph.D. and gaining expertise in the field.

Seeing some of my seniors opt for an MBA instead of pursuing life sciences further, I became intrigued. I decided to explore this option, considering my impatience and desire for a quicker path.

Eventually, I found myself inclined towards Management Development Programs (MBA) and the corporate world.

From the beginning, I knew I wanted to specialize in HR. It wasn't because I couldn't do sales or handle numbers, but HR was my true calling. So, I pursued an MBA with a focus on HR.

Question: What makes a good leader? What are some specific caveats of leadership that make a good leader?

For me, understanding is vital for leadership.

It's about knowing your team's strengths and weaknesses. You wouldn't expect a fish to fly or a bird to swim, right? As a leader, understanding my team's capabilities is essential. Without it, no amount of effort will lead to success.

Compassion is equally important. It goes beyond understanding; it's about genuinely caring for your team.

Let me give you an example: if someone misses their target and doesn't earn their incentive, an empathetic leader might say, "It's okay, we'll get it next time." But a compassionate leader will say, "Let's figure this out together and make it happen." People want leaders who truly support them in the long run, not just temporarily.

Question: What do you think a leader's role is in keeping things realistic? And how does a great leader bring someone back down to earth when they're getting too carried away?

In my opinion, a leader plays a crucial role in maintaining a realistic perspective within a team. It's essential to treat everyone with respect, especially in a leadership position. I strongly believe that demeaning someone, regardless of the situation, is never acceptable.

When it comes to addressing mistakes or grounding someone who may be getting carried away, the approach should be private and respectful. Publicly criticizing someone can damage their morale and respect among their peers.

Instead, offering constructive feedback in a private setting creates an environment that fosters growth and improvement. It's about guiding individuals to see their errors without compromising their dignity in front of others.

Question: How do you ensure that feedback is constructive and not taken personally?

When providing feedback, it's essential to focus on work-related issues rather than personal attributes. Addressing specific actions or outcomes is more productive than criticizing someone's character.

For example, if a project didn't meet expectations, it's helpful to reference a previous success and discuss how to align the current work with those standards.

• Maintaining a constructive tone and suggesting ways to improve are key. By concentrating on professional aspects and offering actionable advice, recipients are more likely to embrace and act on the feedback.

• Starting with positive reinforcement is crucial. Acknowledging strengths or past achievements sets a supportive tone and opens the door to a more receptive discussion about areas for improvement.

• Delivering feedback in a private and respectful manner is important. It ensures that individuals aren't put on the spot in front of their peers, which can foster a more open and positive response.

In summary, constructive feedback should be aimed at fostering growth and development, rather than diminishing the individual.

Question: How do you handle situations where some team members excel individually but struggle to collaborate with the team?

In my experience, creating and maintaining an environment of openness within a team is crucial for its success. It's essential that team members feel comfortable expressing their thoughts and opinions without fear.

Building mutual respect among team members, regardless of differences in personality or communication styles, is key to this approach.

1. Encouraging Collaboration through Team Projects: Assigning projects that require close teamwork can encourage collaboration, giving quieter team members a chance to engage and contribute.

2. Fostering Open Idea Sharing: Creating a culture where all team members are encouraged to share their ideas during brainstorming sessions promotes inclusivity and ensures that diverse viewpoints are considered.

3. Addressing Unconscious Biases: Actively working to identify and eliminate biases, whether related to geography, religion, or other factors, helps create a more inclusive and fair environment conducive to collaboration.

Promoting open communication, transparency, and honesty is fundamental to strong team collaboration. When individuals feel valued and respected, they are more likely to work effectively together, leading to the overall growth and success of the team.

Question: Can you share any memorable stories about building and managing teams?

One experience that stands out, when we were expanding our team. We hired a new manager, which introduced an additional layer in the reporting structure, as this individual previously reported directly to me.

The new manager's approach was more hands-on and directive, which differed from the more autonomous style the team was accustomed to. This shift led to some tensions, as team members felt their independence was being taken away.

One of the team members directly reached out to me, sharing how he missed the autonomous style of working.

To address this, I had a constructive conversation with the new manager. We discussed the importance of balancing guidance with empowerment. I suggested setting clear objectives and deadlines for tasks while allowing team members the freedom to manage their work processes.

Over time, this approach helped ease the tensions. By creating a culture of accountability and ownership, we were able to maintain a positive work environment and keep conflicts to a minimum.

Reflecting on the past seven years, I am pleased to note that internal team conflicts have been rare occurrences. This approach underscores the importance of trust, empowerment, and clear communication in building and managing successful teams.

Question: How can leaders keep a strong team spirit even with the challenges of hierarchy and responsibility?

Keeping a strong team spirit among leaders is all about building a good culture in the organization. The way a leader acts sets the tone for the whole team.

• It's really important for leaders to set a good example because their actions influence how team members behave.

• Leaders should understand that there's a big difference between just getting tasks done and truly getting to know and care about their team members. When leaders focus on understanding their team, tasks get done more smoothly.

• It's key to create a culture where people feel important and come before tasks. Tasks matter, but they should always be about helping the people doing them.

Leaders should be open to changing their plans when there's a good reason. Even when changes are needed, explaining them clearly helps keep the team on the same page and confident in their decisions.

It's very important to believe in your team members. If a team member feels confident in what they can do, the leader should believe in them too. Even if things don't go as planned, keeping faith in the team's abilities is crucial.

In my way of leading, I focus on showing my team that I believe in them. By giving them support and trust, I help them do their best and face challenges. This way of leading helps create a strong sense of teamwork and cooperation in the group.

Question: In your journey, what key realizations have shaped your understanding of leadership as an ongoing process?

Throughout my experience as both a manager and a leader, I've come to understand the importance of sometimes saying no, even if it might not be what people want to hear. It's essential for the overall benefit of the team and the organization.

I've also realized that it's impossible to please everyone all the time, and getting caught up in trying to do so can be counterproductive. Making decisions based solely on keeping everyone happy is not always the best approach. Instead, I've learned that sometimes you have to make tough choices that are in the best interest of the team, even if they're not the most popular.

One analogy that really strikes a chord with me is comparing leadership to parenting. Just as a parent knows that giving a child seven chocolates might make them happy in the moment but isn't good for their long-term well-being, as a leader, I sometimes have to act in a similar way for my team. I need to make decisions that prioritize their long-term success, even if it means foregoing immediate gratification.

So, my key realization is to let go of the urge to always be a people-pleaser and to understand that saying no is sometimes necessary for the greater good of the team.

Question: What common mistakes do young leaders often make, particularly regarding the tendency to be people-pleasers?

First-time managers often fall into a couple of common traps.

One mistake is thinking that just because they're the manager, their team should automatically follow their orders. However, it's crucial to communicate clearly and ensure that instructions are understood and agreed upon.

Another mistake is focusing solely on team members who appear to be working hard, while overlooking those who might be struggling. It's important for young leaders to set clear expectations for the entire team and for themselves.

They should avoid imposing orders, especially with millennials, who may value a more collaborative approach.

Discipline is also important. Some might believe that working late or at irregular hours is a badge of honor, but it can actually be detrimental to health and family life.

In summary, young leaders need to focus on clear communication, inclusive management, and maintaining a balanced lifestyle that respects their well-being.

Question: How do you handle productivity variations among team members preferring flexible work versus office settings?

When it comes to flexibility in work arrangements, the key is to balance team dynamics with individual preferences. For instance, if everyone has the same role, allowing only one person to work remotely while others are in the office could disrupt the team's cohesion.

It's crucial to establish consistent expectations for availability and collaboration. For some teams, being in the office during specific hours might be necessary for effective collaboration.

• As a leader, it's important to align team management with organizational goals while also considering your team members' well-being.

• Effective leaders strike a balance between meeting company objectives and maintaining team satisfaction. However, it's essential not to let individual preferences overshadow the company's needs.

For example, not hiring a qualified candidate just because they might challenge the status quo can be counterproductive. Leaders should aim to make decisions that benefit both the organization and its employees.

Moreover, demonstrating competence is vital for earning your team's trust. A good leader understands, respects, and believes in their team members.

If someone is underperforming, it's the leader's job to provide coaching and training to help them improve. Turning underperformers into valuable contributors is a sign of strong leadership.

Question: What timeless traits do you believe are essential in a leader, regardless of changing times?

I believe that respect for team members and clear, transparent communication are crucial qualities for any leader. Being open to feedback and willing to admit mistakes are signs of adaptability and honesty.

These traits are timeless and key to effective leadership. Superficial behavior won't maintain long-term trust and credibility, so being genuine and sincere is essential.

While honesty is usually the best policy, there might be rare exceptions. It's important for a leader to consistently uphold these principles, even when facing tough conversations or challenges.