Lead Now

Author: 3leadwork

  • Breaking Barriers: Women in India’s constituent assembly

    The Indian Constituent Assembly crafted a remarkably progressive constitution—an achievement made more extraordinary by the religious, caste, and class divisions that permeated Indian society at the time.

    Among the 299 members were fifteen women, each with an extraordinary life story. These remarkable leaders established new benchmarks for breaking limits, yet their contributions remain relatively unknown to many today.

    What unites these women is their revolutionary perspective on social barriers. They recognized these obstacles not as reflections of individual capability but as manifestations of social conditioning—an invisible framework constraining thought and action. While most accepted these artificial limitations, these fifteen women demonstrated the power of breaking free.

    Consider Ammu Swaminathan. Born the thirteenth child of a government employee struggling to support his family, she grew up without formal education. Her Keralite Menon family knew a Tamil Brahmin family whose son, Subbaramu, had earned degrees in law and physics from Edinburgh and a Ph.D. from Harvard.  

    When Subbaramu proposed despite their 23-year age difference, Ammu accepted with clear conditions. She would move to Madras, learn English, and maintain her independence. In Madras, Ammu mastered English, joined theater groups, played tennis, and drove automobiles—all unprecedented for women in that conservative society. When her daughter Lakshmi (later Lakshmi Sehgal, Subhas Bose’s lieutenant) sought divorce, Ammu supported her decision without hesitation, again unheard of in early 20th century India.

    Ammu became a vital member of the Women’s India Association, the premier body for women’s rights. She advocated vigorously for child marriage abolition, widow remarriage, inheritance reform, and divorce legislation. Later her leadership elevated her to both Vice President and President of the organization.

    She embraced the freedom movement with complete dedication. Following Gandhi’s call to boycott foreign goods, she burned her imported clothing. She participated in the Quit India movement, won elections, and later served in Parliament. Both in the Constituent Assembly and afterward, she fought for women’s rights against deeply entrenched patriarchy.

    Ammu’s life exemplifies triumph over adversity and defiance of orthodoxy. The stories of the other fourteen women in the Constituent Assembly reflect similar courage. All of them refused to let prevailing mindsets define them or limit what they could do.

  • Konosuke Matsushita – 1

    Konosuke Matsushita, the founder of Panasonic Corporation, embodied the essence of Japanese leadership. In 1918, he established Matsushita Electric Manufacturing Works as a small vendor of lamp sockets. Over the decades, it evolved into a global powerhouse, encompassing iconic brands like Panasonic, Sanyo, Technics, and National, employing over 200,000 people worldwide.

    Matsushita’s leadership was deeply rooted in the values of hard work, determination, and resilience—principles shaped by his own life experiences. His childhood was marked by hardship. His family lost its wealth when he was just four, and within two years, he lost three siblings. At nine, he began working as an apprentice, first with a charcoal heater dealer and later in a bicycle shop. The work was grueling—seven days a week, often extending to household chores for his employer. Yet, rather than succumb to despair, he used these challenges to learn and grow. Determined to rebuild his family’s honor and fortune, he embraced adversity as a tool for character-building and self-reflection. By the late 1930s, his company had grown to 6,500 employees and was thriving.

    World War II brought a new set of trials. Following Japan’s defeat, Matsushita’s company faced punitive measures for its military contracts. He and his top executives were forced to step down, financial restrictions drained resources, employees were laid off, and he had to mortgage personal assets. His health deteriorated to the point where he relied on alcohol and medication to sleep. Yet, he persevered. After nearly six years of turmoil, he gradually rebuilt his business, stabilizing operations and reaffirming his leadership.

    Matsushita’s journey reflects the ability to endure setbacks, adapt, and rebuild.

  • 7 lessons from The Inner Game of Tennis

    The Inner Game of Tennis was a hugely influential book when it was launched in the 1970s. Legendary coach Timothy Gallwey introduced a groundbreaking perspective on tennis, emphasizing that the “inner game” of battling self-doubt and anxiety is more important than the “outer game” of perfecting hand and body movements.

    The principles Gallwey presented extend far beyond tennis—they can be applied to any field and even to life itself. Many of these insights are profound:

    1. Our difficulties often originate in the mind.
       Many challenges are rooted in our interpretations of situations, which often have little connection to reality.
    2. The harmony between the inner self (Self 2) and the conscious ego (Self 1) is key.
       Success in life depends on striking a balance between these two parts of ourselves. Trusting Self 2 and allowing it to act without interference from Self 1 is crucial.
    3. Focus and self-awareness trump external goals or competition.
       Learning to concentrate inwardly and cultivate awareness is more effective for achieving goals than fixating on external obstacles or comparisons. The “inner game” against mental and emotional barriers is far more significant than winning any external battle.
    4. Inner stability is essential.
       True success comes from achieving inner stability—staying focused and grounded despite external fears or distractions. A fundamental part of this stability is recognizing that there is nothing inherently wrong with you.
    5. Freedom from stress doesn’t mean giving up—it means letting go.
       Freedom comes from the ability to release worries and trust the future while still striving for your goals.
    6. The inner self (Self 2) is instinctively programmed for growth.
       Self 2 inherently seeks to learn, grow, survive, express itself, and enjoy life. By accessing this inner self, you unlock your natural potential.
    7. The tools to access Self 2: Focus, trust, choice, and non-judgmental awareness.
       Practicing these principles allows you to silence the inner critic and connect with your deeper, more instinctive self.

    Gallwey’s insights remind us that success, fulfillment, and growth come not from external validation but from mastering the inner game of life.

  • What can leaders learn from Socrates?

    Socrates was a gadfly, a persistent questioner who roamed Athens engaging people in conversations and challenging their beliefs. His inquiries often focused on examining the assumptions underlying deeply held convictions.

    Using a gentle and gradual approach, he probed carefully, exposing contradictions in reasoning. This technique, known as the Socratic method, became a cornerstone of critical inquiry. While Socrates himself did not write any books, his student Plato documented his philosophy in a series of dialogues.

    The most profound lesson of Socrates’ life, however, came at its end. His constant questioning provoked the ire of those who championed dogma, blind beliefs, and intellectual complacency. Meletus, a poet; Anytus, a politician; and Lycon, an orator, accused him of corrupting the youth with his ideas and brought him to trial before an Athenian jury.

    A jury of 500 citizens heard the prosecution and allowed Socrates only a few minutes to defend himself. His conviction was almost inevitable, and he was sentenced to death by drinking hemlock.

    Socrates could have avoided execution by pleading guilty, but he refused. To him, truth was a sacred value—one discovered through proper reasoning, not the opinion of the majority. His death became a pivotal moment in the history of humanity’s pursuit of truth and conviction.

    Shortly after his execution, the Athenians realized their mistake, and some accounts suggest the accusers faced public retribution.

    Socrates’ life and death teach us the enduring value of truth and reason. He demonstrated that, even in the face of immense challenges, one can stand firm on the principles of integrity and rational inquiry rather than succumbing to convenience or conformity.

  • Mastering the Inner Game of Leadership

    Our minds are often consumed by incessant chatter. Past experiences, future anxieties, and ingrained biases constantly collide in this stream of self-talk. Unfortunately, much of this chatter tends to skew negative—a result of our biological programming. Early humans had to prioritize survival, evading danger at every turn. The principle of “better safe than sorry” is deeply embedded in our genetic makeup.

    For leaders, this internal noise can pose a significant challenge. They are required to make decisions constantly, and any negative self-talk or bias can lead to flawed judgments.

    In the 1960s and 1970s, tennis player and coach Timothy Gallwey introduced the concept of the “inner game.” According to Gallwey, every game operates on two levels: the outer game and the inner game. The outer game takes place on the court, competing against an opponent. The inner game, however, unfolds within the mind, wrestling with anxiety, self-doubt, and self-criticism. It is this inner game that can cloud judgment and hinder excellence.

    Humans navigate life with two minds: the conscious and the unconscious. Their interaction, mediated by intricate neural circuits, plays a critical role in determining success.

    By applying the principles of the inner game, leaders can elevate their performance. This involves cultivating a state of relaxed concentration—trusting the subconscious in moments of uncertainty, observing without judgment, being more aware and honing the ability to listen and learn. Abraham Maslow describes this state as “relatively egoless, fully functioning, and in the groove.”

    Operating from this mental space enables leaders to make sound decisions, even in the face of ambiguity, limited information, and rapid change.

  • Core values – do simple ones work?

    Many companies place a high emphasis on values—the cultural and behavioral principles that guide mindsets and actions. These organizations often attribute their success to a strong foundation of values, and this belief does hold true.

    A review of values from prominent organizations in India reveals principles such as ownership mindset, innovativeness, excellence, teamwork, commitment, passion, seamlessness, dignity of the individual, professionalism, and dedication. All of these are commendable and undoubtedly contribute to the success of these entities.

    However, many of these values are challenging to define and even harder to instill across thousands of employees and countless touchpoints.

    I once worked under a leader who defined his values as hard work, discipline, integrity, and a strong focus on both customers and employees. He embodied these values, making them easier to communicate and adopt.

    Hard work meant that everyone was expected to put in extra effort to maximize their output. Discipline involved strictly adhering to established guidelines, even at a personal cost. Integrity implied zero tolerance for compromise and not offering the benefit of doubt in ambiguous situations.

    This leader personally reviewed the appraisals of the top six levels before finalizing annual grades. These values were straightforward, easily understood, and widely practiced.

    By role modeling these principles, he demonstrated that simple, fundamental values can drive a business as effectively—if not more so—than a more complex set of ideals.

  • Great Man Theory Revisited

    Leaders have always been fascinating to study, and throughout history, people have sought to understand what makes them stand out. In the 19th century, disciplines such as psychology and sociology were still in their infancy, and the scientific method was not widely applied to social phenomena.

    Thomas Carlyle, a prominent social philosopher of the 19th century, proposed the Great Man theory to explain leadership. According to this theory, some individuals are born with innate qualities that predestine them for exceptional achievements. These individuals, often men, were believed to be the driving force behind societal change. The theory suggests that leadership traits such as courage, wisdom, fairness, determination, and the ability to understand people and situations are biologically determined and inherent in certain men (excluding women).

    At the time, society primarily revered military heroes and monarchs, most of whom either inherited their positions or rose to power from a small aristocratic elite. In an era marked by upheaval and debates over the role of the church and monarchy, people sought explanations for the social and political turmoil. Carlyle’s theory suggested that great men, endowed by God with specific traits, were destined to lead and guide society forward.

    While influential in its time, the Great Man theory was later discredited for its overly simplistic and deterministic assumptions. Rightly so, as it overlooks the complex interplay of environment, circumstances, and personal development in shaping leaders.

    Nevertheless, this theory continues to resonate at an intuitive level. Even today, when we try to understand leaders, we often mythologize them, attributing extraordinary abilities to their success. In truth, many leaders are individuals who have cultivated specific skills and happened to be a hap[py confluence of  favorable circumstances that propels their rise to prominence.

  • Forging character through adversity

    Two months ago, NVIDIA Chairman Jensen Huang’s remarks to a group of Stanford students went viral. He observed that Stanford students are unlikely to experience the level of pain and suffering required to develop resilience—an essential ingredient for building character. He emphasized that greatness stems not from talent, which Stanford students possess in abundance, but from character.

    This insight has an intriguing connection to leadership. The Phaeton Complex is a theory that links early parental loss to exceptional leadership achievements. In 1970, Lucille Iremonger found that 62% of British Prime Ministers over 130 years, starting from 1809, had lost a parent, compared to 10-15% in the general population.

    In 1990, another study by Eisenstadt revealed that 34% of extraordinary achievers had experienced parental loss. Similarly, a disproportionately high number of U.S. presidents and writers have faced such a loss.

    Adversity, whether in the form of parental loss or other significant challenges, can disrupt lives for some, but many others channel it to overcome obstacles and achieve greatness. Facing hardship often cultivates resilience, builds character, and ignites ambition.

    Those who endure and adapt to difficult circumstances tend to develop problem-solving skills, empathy, and emotional intelligence—all essential traits of strong leaders. Adversity fosters a drive to succeed and a sense of purpose, pushing individuals toward remarkable accomplishments.

  • Character – Root of leadership

    John Wooden, the legendary coach, once said: “Be more concerned with your character than your reputation, because your character is what you really are, while your reputation is merely what others think you are.”

    Character refers to the distinctive set of qualities and attributes that define a person. It is a blend of positive and negative traits, shaped by instinctive behaviors and experiences accumulated over time. At a deeper level, our thoughts, feelings, instincts, and formative childhood experiences play a crucial role in shaping character.

    Certain universal human values guide the foundation of strong character. Someone with a solid moral compass recognizes these values and strives to align their behavior accordingly. This alignment forms the first step in building character.

    For leaders, maintaining an acute awareness of character is essential. Humans are inherently flawed, often biologically wired to prioritize self-interest, which may conflict with the expectations of leadership. Ego and hubris—particularly prevalent in driven individuals—can further complicate decision-making. Additionally, blind spots and unrecognized flaws pose challenges. Leaders must work to overcome these pitfalls by prioritizing the greater good over personal gain.

    Leadership is defined by core elements like drive, purpose, attitude, competence, and integrity. These elements, together, form the bedrock of character. Traits such as passion, courage, humility, resilience, steadfastness, and empathy and more are vital components of strong character, each contributing in its unique way.

    Developing character requires ongoing reflection and a willingness to seek and accept feedback. Leaders with strong character learn not only from their own experiences but also from observing others and understanding the subtle dynamics within society.

    Ultimately, building character is a lifelong journey, requiring continuous growth and self-awareness.

  • Achilles’ Heel

    Achilles, the legendary warrior of the Greek epic Iliad, is known for his extraordinary strength and skill in battle. He joins the Trojan War with unmatched ferocity after the death of his companion, Patroclus. Born of the goddess Thetis, Achilles was made nearly invincible when his mother dipped him into the river Styx. However, the heel by which she held him remained vulnerable, ultimately becoming his undoing.

    In modern terms, the “Achilles heel” symbolizes a flaw in our character or personality that has the potential to cause our downfall. Often, this weakness is a blind spot—a negative trait invisible to us but evident to others.

    For many ambitious individuals, their Achilles heel is excessive ambition or greed. Elizabeth Holmes of Theranos serves as a stark example: her insatiable drive to achieve success led her to fabricate results, culminating in her downfall. Similarly, Jack Welch’s legacy was tarnished by his relentless pursuit of short-term gains through aggressive financialization, which ultimately destabilized General Electric.

    Even idealistic traits can act as Achilles heels in certain contexts. Jawaharlal Nehru, India’s first Prime Minister, faced criticism for his handling of the 1962 Sino-Indian War and his deep belief in the state’s capacity to address complex societal issues—a perspective that, while noble, proved limiting in practical terms.

    Self-awareness plays a crucial role in identifying and managing our own Achilles heels. By acknowledging and addressing these vulnerabilities, we can mitigate their impact and avoid the pitfalls that could otherwise derail our aspirations.