Category: Interview Series

You are not leading correctly, if no one is criticising you. In our July 2021 edition, we have interviewed Sunil Goyal, Dy.Chief Executive Officer of Sopra Steria India. We discussed his leadership style and how he deals with the criticism keeping the focus on goals and objectives of the organisation.

Let’s read;

Q1. How would you describe your leadership style?

Sunil: I would describe my leadership style as “Connected “. In all my years of experience, I have learnt a lot from being connected to people from within the organisation, my friends, my professional acquaintances, my college connections and even practical strangers at times.

When I say I have learnt a lot, I mean I have picked up from people’s experiences, their perspectives, perceptions & judgements. You know what I found most interesting? People thrive on interaction and conversations. My leadership style in a nutshell is to try to bring out the best in me and others by 3Cs – Connection, Conversation and Care.

Q2. Leadership comes up with lots of criticism as well. How do you respond to the criticism?

Sunil: Well, I try not to react, rather respond or pass. Sometimes I agree, sometimes I don’t. Regardless of whether I agree or I disagree, I always acknowledge the criticism and try finding out the WHY behind it. I never doubt the intention. That’s the first step towards improvement. 

Truth be told, at the leadership position, we don’t have the luxury of receiving a lot of critical feedback because people mostly try to be pleasing and understandably so. Hence critical feedback is “extremely valuable” for me. 

I once read somewhere, “You are nothing but an opinion in someone’s mind” and critical feedback tells me what opinion do I hold and how my actions are perceived. It tells me what I need to do more and what I need to do less. 

I am very grateful for all the critics I have had. They are my coaches as they help me become better one way or the other.

Q3. Delegating responsibilities efficiently is one of the most common challenges faced by leadership and management. Please share 3 tips to delegate responsibilities efficiently as per your experiences.

Sunil: 

1. Choose people wisely. Take your time to make them ready. Work with them, share your vision, objectives, critical success factors and limiting factors (if any). Prepare them well for success.
2. Give people independence to think as well as execute. Be there as an advisor & anchor.
3. Let people make mistakes. Let them learn this way. Do not be a helicopter manager 😊

In short, choose the right people, set the perimeter and give them freedom.

Q4.  Which was the hardest decision you’ve ever made as a leader. How did you decide which course of action was best?

Sunil: For me, decisions are not hard (or simple), it’s the ambiguity of thoughts that makes a decision difficult. I have always been clear with my ethics and values. They have been my most trusted advisors when it comes to making decisions, big or small. My value system is my compass, pointing to what’s right and what isn’t. Everything else is negotiable. 

Q5. How difficult was it to lead the organisation during the outbreak of coronavirus? What measures you as a leader have taken to ensure smooth functioning of the business.

Sunil: Our priorities were clear from the very beginning. Well-being of our people and their families first and everything else would be secondary. Well-being meant physical as well as emotional well-being. 

All our efforts were directed towards providing our people and their families with mental, medical, financial and professional assistance as the case maybe. We offered Employee Assistance Program to provide mental and psychological support , COVID expense reimbursement and additional financial support, office equipment and connectivity reimbursements to name a few. I personally spoke to many of our clients and apprised them of the situation. We had a dedicated COVID helpdesk to assist people with resources and other covid related amenities.

While the leadership was taking care of the people, people were taking care of the business. In spite of 1/3^rd of our workforce being impacted over the last one year, we did not have a single business alert.

I am very proud to say that our people demonstrated care and empathy. They stepped up and filled in for their colleagues wherever we fell short of hands.

“The world is how we shape it” is our belief and at Sopra Steria we shape it around our people and then our business .

Q6. One question you think I should have asked you. Please mention and answer as well. 

Sunil:

One question that I keep asking myself “What next“?

I don’t have the answer to it every time but sooner or later I figure it out .