Carpe Diem

CARPE DIEM Annual Leadership Magazine Volume 1 2021 Presented by Praveen Kenneth Chair on Leadership Lets Explore Virtual Leadership Biases affecting everyday decisions The Brain Game Interview with Mr Bhaskar, SWO Campus Connect USC School of Sciences Leadership journey from SSC to USC

\"Leadership Is Everyone''s Business.\" Vision To create a Campus-wide Culture of Leadership in all Spheres of Student and Faculty life To create awareness of the importance of Personal and Social Leadership To cater to the Societal Demands Mission To create Empowered Leaders for today and tomorrow Core Beliefs To create a Leadership Culture Our Model A triangular model that functions with a core belief in Authenticity. 1. Build Self-Awareness among Senior Leaders and Students (Self-Assessment and Enquiry) 2. Engage in Leadership Development (Training and Coaching) 3. Nurture a Campus-Wide Institutional Development (Feedback and Evolution)

FOREWORD Message From the Vice Chancellor CHRIST nurtures you to realize your full potential in life. You will Dr Fr Abraham V M graduate from this University with confidence and a critical Vice Chancellor educational consciousness that builds in you the habit of excellence and the attitude of service. You will develop attributes of a competent agent of change and social transformation to build an effective, fair, equitable, just, inclusive, and cohesive community, society, and a prosperous nation together. My expectation of each Christite is that they become exemplary citizens, scholars, possessing 21st-century learning skills to confidently negotiate and resolve this VUCA (Volatile, Uncertain, Complex, and Ambiguous) world and its issues successfully and still retain their fervor for lifelong learning. I congratulate everyone behind the team of Carpe Diem - The first annual magazine of the Praveen Kenneth Chair on Leadership. Message From the Chief Mentor Greetings to all at CHRIST Family (Fathers, Staff - Faculty & Non- Dr Tony Sam George faculty, Students, Parents, and other stakeholders). It is with great Chief Mentor excitement and joy that I write the welcome note for the magazine \"Carpe Diem\" - the first annual edition on the theme \"Virtual PKCL Leadership” for the year 2020 - 2021. The magazine is a journey of the online experiences of the Christ family presented in a fun and exciting way documenting what has been done, and asking different people to write about their experiences and lessons learned in the online mode in the year 2020-21. I thank the team who worked on putting the magazine together and their wonderful efforts and creativity in making the magazine happen. I also wish all the readers of the magazine a wonderful time of reflecting back on the year gone by; and look forward to the magazine reaching many, within the Christites family and others outside of CHRIST. :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M |1

From the STUDENT EDITOR Carpe Diem. Seize the day! These are probably Isn't this way better than surrendering the most famous philosophical mottos in ourselves to stress-driven by a rat race? Let's history. For some people, it symbolizes wild focus less on what should happen in the future hedonism; for others, it’s just living fully in the and focus more on what's happening now present moment. In the fast-changing, digital because we have more control over the present world where we spend most of our time, its than we ever do over the future. important to reflect and understand the essence of these simple yet very powerful words. This Team Carpe Diem and the Leadership Chair magazine is just a step towards that. thank all those who supported us in this venture with their contributions, advice, Leadership and Carpe Diem have a strange and constructive criticisms, creative labour, and unusual connection. We live in the age of virtual technical assistance. leaders who rarely find time to pause for a moment, reflect, and map out their way forward. - Nishitha Prakash It is imperative to promote a concept of mindful leadership which is taking charge of one's destiny in a subtle, calm, yet energetic way. The Team CARPE DIEM Aprajita Singh Aman Sharma 5 BCOM H B 3 MCHE Mr Samuel S George Program Manager Yogesh L Vanshika Dhingra Jyotsna Iyer Nikitha Sebastian MBA Finance 3 BBA LLB 3 JPEng 3 JPEng :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M |2

TABLE OF CONTENTS DLROW ACUV 25 MY REFLECTIONS 44 EMBRACING UNCERTAINTY A NI PIHSREDAEL AS A SOLDIER IN LEADERSHIP Col Ranjeev K Babu Mr Shinto Joseph Consultatnt, PKCL Director, South East Asia Operations, LDRA India 57 A LEADERSHIP JOURNEY 05 PKCL ONLINE ENGAGEMENT FROM SSC TO USC A STORY TO TELL University Student Council team Mr Samuel S George, School of Sciences Program manager, PKCL 11 LEADING THROUGH 64 SUSTAINABLE LEADERSHIP CRISIS AND BEYOND PRACTICES Mr Venkateselu T Ms Roseline Florence, Chief Security Officer Ph.D. Scholar, CHRIST (Deemed to be University) Mr Jeevananda S, Associate Dean, School of Business & Management 17 HEART TALK : NVC 54 TAKE CONTROL OF YOUR EFIL YADYREVE What a Giraffe can teach us NI PIHSREDAEL about everyday communication? MIND 36 VIRTUOUS LEADERSHIP Anushk Sharma 3 BA LLB C Nicholan Mendes BA (MPE) 22 THE BRAIN GAME How unknown biases can affect 34 THE SIX HAT STRATEGY our everyday actions A unique decision making tool 28 IMPOSTER SYNDROME HOW TO COMBAT IT? Nishitha Prakash, 4 MCHE SNOITCELFER 15 BONDS BUILT ONLINE 09 CARPE DIEM - THERE IS PIHSREDAEL Shashwat Chauhan 5 CEP B NO TOMORROW 30 MATTER THAT INSPIRES A different take on the century old Everyday objects that could give motto. Life is now! you life lessons. 47 UNLEARNING POPULAR 39 UNLEARN AND UNLEASH Priya Dwivedi LEADERSHIP MYTHS 5 BCom Hons B Sebin Joy PhD Scholar 20 WORK-LIFE BALANCE Mr Samuel S George, Program Manager, PKCL 32 WAY TO LEAD 52 GOING WITHIN EM NI Manish Mukerjee, REDAEL EHT KALAM AND I 5 BTCS B Akshar Choudhary 63 MY LIFE’S LEADERSHIP 2 BCom SFH JOURNEY 49 ON PERSONAL LOSSES Mrs Rashi Ruther Kumar Aprajita Singh, 5BCOMH B Trainer, PKCL Samuel S George, Program Manager PKCL 42 CAMPUS CONNECT An Interview with Mr Purnananda Bhaskar, Student Welfare Officer :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M |3

Praveen Kenneth Chair on Leadership About Us Our Model The Leadership Chair was set up as part of an Excellence & ServicePraveen Kenneth Chair on Leadership Leadership Culture initiative of the former Vice Chancellor Dr Fr proposes to operate using a triangular model Thomas C Mathew and an alumnus of CHRIST that functions with a core belief on (Deemed to be University) Mr Adman Praveen Authenticity (living life based on inner values Kenneth. Mr Kenneth wanted to give something and character strengths rather than societal valuable back to the Institution that had demands) aligned towards addressing the positively influenced him through his journey of vision of CHRIST (Deemed to be University), success. Excellence and Service and the mission of The Leadership Chair, to create empowered Being a staunch believer in the philosophy that leaders for today and tomorrow (leadership everyone can be a leader, Mr Kenneth expressed culture). his desire to set up a leadership chair to bring real leadership to the forefront of conversations Self and engagement and to create awareness Awareness among the students of the university of the importance of personal and social leadership, in Leadership their lives and thereby contributing to societal development demands. The world doesn't Institutional doubt and limit you. development People doubt and limit themselves. You are Authenticity your own enemy. Authentic Leadership Model - Mr Praveen Kenneth :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M |4

PKCL Online One of the students who interned with PKCL for a month to work on the Moderators project of designing and working on the PKCL webpage asked \"Sir, all the - A Lockdown Journey student engagement programs that you have listed are conducted by PKCL. Do you have any student-led or student-initiated leadership sessions?\" A couple of months later, a totally unrelated and independent conversation was initiated by Col Ranjeev (consultant at PKCL) with Mr Samuel and Mrs Rashi (Staff at PKCL) on the 13 April 2020 from 11:00 AM to 12:15 PM, for an ideation session to engage students as online moderators during the Lockdown. A call was put out on WhatsApp class groups of the two An action plan to engage the students batches of the open elective course called Psychology of was set in motion: Leadership Behavior offered by the chair. Five students responded to the call to join the Online Moderators Zoom meeting with key students initiative, and a WhatsApp group was created on 21 April Create Discussion groups on 2020. The WhatsApp group soon became a place for all online portals such as WhatsApp, communications, conversations, ideations, and Facebook and LinkedIn. discussions on a daily basis. Get a dedicated leadership chair account to use in social media platforms and to discuss the same with Dr Tony Sam George, Chief Mentor at PKCL. :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M |5

PRAVEEN KENNETH CHAIR ON LEADERSHIP Two contexts were set in motion for the Soon, a few more students joined the weekly engagement on the WhatsApp group: First was engagements. Nishitha, Sudhakar, Sebin, the context of the lockdown that was set for us Mehal, Shashwat, Nicolan, Manish, Yogesh, by the government in the center and state to Deepti, Hanna, and Shahana through attending fight the Covid-19 pandemic, which forces us our very first webinar titled -'Harsh Reality' all to engage and connect on WhatsApp. which was ideated, conceptualized, facilitated (Involuntarily set for all of us); and the second by founding members being the speakers. context was what we had set for the interested students who joined us as online moderators, Our consultant Col Ranjeev, would initiate in the WhatsApp group - to be about only conversations to engage in the WhatsApp speaking from the experience of doing and not group, take sessions and put people on the just the head knowledge of knowing. spot to draw them out to talk about what things were relevant to them, so that they We defined leadership as taking actions and would be able to express themselves, engage, dealing with the consequences. The first set of and discover for themselves from their students to be part of the initiative were Priya, sharing. WhatsApp soon became a place of Kareena, Koushik, Rakshitha, and Simon; and a connection for all of us, a place to share, a few weeks later Swathi and Snigdha would place to engage by asking questions we had, join the group. share from experience, and learn from each other’s sharing. We faithfully met every week, A rhythm of daily engagement was created having discussions, sharing from experiences and soon we moved to meet on a regular basis and from sharing in the hot seat sessions, and on a virtual Zoom platform, sometimes maybe leadership journeys. two and three times a week. As the reality of extended lockdown began to sink in that we were going to have to continue to function in the online platform, we found the need to fix a time, decide on the day in a week, and choose the platform that we would meet in person virtually; and engage on the WhatsApp group. :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M |6

PRAVEEN KENNETH CHAIR ON LEADERSHIP Fast forward to today we have a cohort of about 60 students who are part of our WhatsApp group. They connect and engage in conversations of life within the context of leadership, establishing a weekly rhythm of WhatsApp student connect and Weekly meetings on Fridays. Today, we have completed a year and two months of online connect/engagement. We have various hubs that collab and foster healthy leadership practices. We are a student lead leadership community; inviting other students to join the leadership journey. Weekly Rhythms of Key Highlights from engagements. The Past Year of PKCL Hubs/Projects/Hot WhatsApp Connect – A seats Reflective Road Trip - Mr Samuel S George Program Manager More students join |7 in through webinar and other events Beginning of the journey April 2O2O- Initiated PKCL WhatsApp group :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M

LEADERSHIP CHAIR HUBS Fostering Healthy Leadership Collaborations The Powerhouse 1 The operations team. It undertakes the crucial responsibility of running the agendas for meetings and events. All decisions by the core team are implemented by this team. The WebMasters Hub 2 This team works on updating the official webpage of the Leadership Chair and also connects with the documentation team to ensure they keep adding new pages to the webapage. The Extravaganza Hub 3 This team organizes events for Christites and other external stakeholders to further the vision of the Leadership Chair of discovering the leader within oneself. The Media Hub 4 This team keeps people updated about the events undertaken through the Social Media Platforms like Instagram, LinkedIn, Facebook, etc. The Research Hub 5 This team is mindful of the need for practical and critical evaluation to accomplish its goals based on research. They provide strategies for better leadership practices. The Leadership Cloud 6 This committee is responsible for the consolidation of the content of all the meetings, documentation, and safe storage in the Leadership Chair Google drive as a repository of the chair. The Internal Events Hub 7 This hub's focus is on building the leadership skills of the young leaders of Praveen Kenneth Chair on Leadership through workshops, webinars, and other activities. :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M |8

There's no tomorrow If there is one slogan that is the most used yet Carpe is an obscure Latin verb meaning “pluck” misinterpreted, it has to be this. Carpe Diem! or “harvest.” The full line in Horace’s Odes is Seize the day. It sure does kick a moment of Carpe Diem, quam minimum credula postero — sheer motivation but seldom lasts throughout literally translated as “pluck the day, place the day. Running away to the mountains for a little trust in tomorrow” or “gather in today’s vacation, bungee jumping, rock climbing, harvest, place little trust in tomorrow.” paragliding, these must have been the imaginary cues when you read the title, and If we really look at it closely we can see what a there is absolutely nothing wrong with that. strong and liberating message, \"Carpe Diem\" holds: life is now and life will always only be But an inherent flaw is when we are now. The present moment is really all there accustomed to seeing happiness in those ever is to experience everything. So it is up to moments only. Imagine you believe those us to take this responsibility for ourselves and moments are what living life is all about, then seize it fully. we would only live for perhaps 30-40 days of our lifetime. Those big 'Aha!' moments are so LIFE IS NOW ! few and definitely cannot sum your life. So what exactly is Carpe Diem all about? Let's Now you see, it’s more about experiencing the explore. fullness of what’s around us while it’s still here, not living extravagantly or blowing up our lives Carpe Diem first appeared in Odes, a collection for better ones. No matter the circumstances, of poetry from 23 B.C. Roman Literature. The we can choose to see the good and return to our author of the book was Quintus Horatius, a default state of happiness. serving army officer during the civil war. :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M |9 |7 :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M

P R APVREAEPVNREAKEEVNNENEKENETNKHNECENHTNHAEI RTCHHO NACI HLREAOAI RDNEORL S H I PENALDEEARDSEHRI SP H I P I went into the woods because I wanted to live deliberately. I wanted to live deep and suck out all the marrow of life… to put to rout all that was not life; and not, when I came to die, discover that I had not lived. ~Henry David Thoreau in “Walden”, quoted by the Character Neil in the Movie “Dead Poets Society” According to effectiviology.com - Specifically, Note that a carpe diem approach does not at its core, the concept of \"Carpe Diem\" revolves entail forgetting your past or ignoring the around focusing on the present as much as future consequences of your actions. Instead, possible and taking desirable action now, it’s about focusing on the present and not instead of postponing it for later. This letting thoughts about your history or future suggestion to be active and enjoy the moment control you. is about more than simple hedonism; it's about recognizing the brevity of life and embracing Seizing the day means capturing it at the the inevitability of death. moment. If we promise to start tomorrow or next week, there may be something entering It's about not losing your today in a vain our world then, and we have no time again. We attempt to predict your tomorrow and about have to make room actively for what is focusing your attention and actions on the important to us. Time won’t present itself by present moment, which is the only thing you saying here you have a little more for what you can directly control at any given time. need. Psychological research on the topic suggests Be present, live consciously. Be there as a that an active carpe diem approach consists of complete person with 100% of your attention two main facets: wherever you are and whatever you do. This is the best way to fully experience life and get the Focus on what is happening at the present most quality of life out of you. It is almost moment. apparent – but yet we fail to achieve this too Awareness of the uniqueness and value of often. every moment in life. Let us take a step forward with hope. Lead with everything you got. Take a step towards your best self, while getting and giving everything life has to offer us. Carpe Diem folks! :L E A D E R S H I P C H A I R M A G A Z I N E |7 :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M |7 :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M | 10 CARPE DIEM

PRAVEEN KENNETH CHAIR ON LEADERSHIP LEADING Without a doubt, the COVID-19 pandemic THROUGH impacted the entire World beyond CRISIS & anybody’s imagination. The COVID-19 BEYOND virus, which erupted in Wuhan, China, during Nov/Dec 2019, was reported in India Unsung heroes during the early months of 2020. demonstrating leadership amidst a pandemic with In mid-March, the social gatherings and strength, grit, and grace. other public places were required to remain closed owing to the pandemic. The educational institutions were no exception & were one among the most affected sector globally. During the pandemic, CHRIST (Deemed to be University) Management took a proactive approach towards mitigating this crisis well before the directives were received from the Government of India. The students, faculty, and the staff had shouldered their responsibilities by extending online classes and conducting exams, admissions, fests in a virtual platform. As a team leader of the 73 odd security staff across three CHRIST campuses, I am proud that we could successfully overcome the dreadful situation of COVID-19 despite the first and second waves. The fear of life had put everybody confined to their home except the Corona Warriors, protectors of the public, rendering their services despite risking their lives and also of people close-knit to them. :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M | 11

PRAVEEN KENNETH CHAIR ON LEADERSHIP | 12 Apart from the doctors, other hospital staff, and the police who were tirelessly working hard round the clock, there were a few unheralded heroes hidden in plain sight. The private security guards who could not work from home, could not risk losing their jobs and income. A thought often kept bothering the team and me: what if I or we catch the virus just by standing at the gate and passing it on to the families. But to tackle the situation, we had to act fast and competent. The entire team of security guards and other management personals decided to show up and be the best version of themselves. Several awareness programs were conducted for the whole team on the precautions to be taken. It was tough. Nevertheless, throughout the journey, many challenges emerged, and to counter these challenges, various measures were taken collectively by the management and us. Awareness Campaigns Protective equipment Strengthening the immune system Ensuring the protocols at the workplace Sanitizing all the vulnerable places Effective implementation of lockdown/Unlock protocols. Once the infection/ symptoms were detected, RT-PCR checks Isolation of the infected Identifying the primary /secondary contacts and their isolation Hospitalization of the infected :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M

PRAVEEN KENNETH CHAIR ON LEADERSHIP Despite all the precautions, four Security staff, namely, Mr Dinesh Subedi, Mr Umraj Bhandari, Mr Manirathna Sharma, and Mr Netar Singh, were seriously infected with COVID & were immediately hospitalized. Preventive medicines like paracetamol, dexamethasone tablets, vitamins, and zinc supplements were supplied and administered to the security staff. The masks and sanitisers were supplied by the management and put to use. When the situation was better, there was a Vaccination campaign supported by the Alumni Association, University medical team under the able guidance of the Vice- Chancellor, Pro-Vice Chancellor, and the Chief Finance Officer. Close monitoring of the situation was done in coordination and support by the University Health department, especially Dr Asha Pinto and the COVID Protocol Team. With the support system in place, we could sustain and continue with our activities in safeguarding the Campus, Counselling Classes, Medical checkups by the Medical Team, Refresher training program, Maintenance of fire fighting equipment and training, Inventory Management of CCTV. Fire fighting awareness/ training program to NCC students. :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M | 13

PRAVEEN KENNETH CHAIR ON LEADERSHIP We have successfully overcome the It is pertinent here to mention that the challenges of COVID's first & second wave by Security Staff courageously took up the devising methods, means as well as constant challenge of sanitization in the affected and consistent support from Christ areas, which were reported to the Office of University management & the various Security. departments of the University. The support system developed by the management kept The workload except the regular Security morale and motivation high. The issues faced by the security staff were huge, but they rose duties clubbed with COVID protocols had to the challenge in an effective manner. exponentially increased in order to The entire security team performed their role in the most resilient manner, knowing full coordinate with functions of admission well the extreme risk involved in their security duties under the direction of their queries, library books receipt, team leader. certificates/transcripts as well as migration There was a considerable challenge in the implementation of COVID protocols during certificates, hostel queries and handling the first wave. By the time the second wave hit, the Security staff was fully equipped to courier services, etc. handle the general public wanting to enter the Campus due to various reasons like As a team, we could not have achieved the admission queries, student matters, local objectives without the consistent and politicians, high- ranking government continued support of Christ University officials, etc. It was also heartening to watch Management. the public reciprocate positively to this implementation in the extreme situation. -Mr Venkatesulu T Chief Security Officer During the performance of their duties, the CHRIST (Deemed to be University) Security staff were deployed for disinfection & sanitization duties. They were required to visit the area/zone/place where COVID cases were reported within Campus during any University exams or those conducted by external agencies. :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M | 14

PRAVEEN KENNETH CHAIR ON LEADERSHIP BONDS BUILT ONLINE Value of Virtual friendships - Shashwat Chauhan 5 CEP B Before we begin, let me take you on a trip down Old is no longer gold, and the simple thought of memory lane. Imagine it is the summer of 2019, meeting someone new comes across as and you’re sitting somewhere on the vast sickening. But what if I tell you that you’ll meet campus, hanging out with your friends, being up some fantastic people and some of them will to no good. You look around you, and all you see become excellent acquaintances, and some will are your friends, having the time of their life rise to become your best buds! Fostering new because the company is sublime. Those selected relationships is hard enough already but doing few mean the world to you because you meet that online is just downright added misery. them every day, and that is enough. The pandemic has forced the world to shut down Now that you’re all nostalgic, let us compare it to and open up its cameras and computers to stay reality. You’re sitting in your room, staring at a in touch, eliminating the essence of physical screen, streaming the world’s most expensive human presence, which is crucial in fostering streaming service ever, with no intention of new relations. “The sky’s all grey with no paying attention. You miss your friends, so you sunshine,\" I thought. However, a silver lining hit them up, but it is not the same. awaited. :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M | 715

Friendships created and sustained virtually are a source of strength during the pandemic. The only way to become comfortable in my new setting was to talk to these people. I thought that these people are all my age, going through the same stuff, and are probably a lot like me. Talking to them won’t do any harm, right? No plot twist here; it has been fabulous. Over the last year, I have met and interacted with some amazing people; some have grown so Personal Testimony close that I talk to them daily without fail! Ever since the dawn of social media, Indian parents Coming have been all about the ‘stranger danger.' Sure, the overall experience of an average Indian kid on the internet is not very pleasant when meeting new people, but not here. These I came across this platf orm known as Praveen tedious bonds, built on the foundations of trust Kenneth Chair on Leadership, affectionately and matching vibes, are precious to me now. I known as The Leadership Chair. The name hope that our bond will only grow stronger seems fun, I thought, and I joined without giving when I get to meet these people in person! it a second thought. While attending the weekly engagements, I got the chance to meet some amazing people, and by amazing, I mean AMAZING! Some of the most open and understanding people had all magically gathered on my screen! In the beginning, I felt a little intimidated. : :LLEEAADDEERRSSHHI PI P CCHHAAI RI R MMAAGGAAZZI NI NEE CCAARRPPEE DDI EI EMM | |176

What Giraffes can teach us about communication? HEART TALK Importance of Nonviolent Communication Giraffes are adored for their impressive stature; Understanding each other at the the giraffe is the tallest mammal in the world, level of our needs creates a much more after all. But did you know that they also teach significant connection at a deep human level. us some major life lessons that all leaders need? In this digital era, effective The similarities between the two communication is more critical than ever. The communicators outweigh the differences, following few pages will help you become a giving rise to a greater compassion in good communicator and more importantly, conversations. The communication is focused have meaningful and heart-to-heart on the core needs instead of blame, negativity, conversations. demands, or any non-cooperative aspects. This opens up newfound space for creativity, new Nonviolent Communication (NVC) is also ideas, and constructive solutions to birth and known as compassionate communication or flourish. At this depth, you'd be surprised that collaborative communication. NVC contains conflicts and misunderstandings can be nothing new, it is rooted in the well-known resolved with greater ease. principle of non-violence. Non- violence propagates the absence of violence at the heart One of the primary objectives of NVC is that of human nature or any other cause. NVC underlying all human actions, are needs that reminds us of how instinctively good it feels to people are seeking to meet. Understanding and authentically connect with other humans. NVC acknowledging these needs can create a can be seen as a spiritual practice that helps us shared basis for connection and peace. understand our common ground: humanity. :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E DIEM | 15 :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M | 17

PRAVEEN KENNETH CHAIR ON LEADERSHIP Marshall Rosenberg developed Step 3: Rosenberg identifies human needs the nonviolent communication such as safety, understanding, respect, (NVC) process in the 1960s. warmth, autonomy, etc. Direct expression of Rosenberg was of the belief that these needs is considered to be more effective miscommunication of one’s needs as there are some limitations associated with is often found to be at the root of indirect expression. Indirect expression of conflicts between individuals or needs, i.e., which is brought out through groups. assessments and behavioral diagnoses, makes people fear judgment and criticism. Are you wondering about the Giraffe? The NVC model uses a Step 4: Don’t confuse a request with a demand. few animals as its symbols. The Requests indicate that a person is open to first is the giraffe, which is a land accepting a ‘NO’ without any bitter feelings. animal with the biggest heart and “Could you help me out?” “Could you please it represents key virtues such as prepare the figures for the following sales compassion. The second animal report?” While it is important to respect the is the jackal, whose language is other person’s choice, there are situations judging, criticizing, analyzing, moralizing and when one doesn’t need to give up on facing a accusing.Attempting to impose one’s needs on “no.” Instead, it would help if you empathize others is known to be the language of the with what is stopping the other person from jackal. A Jackal’s language is separating. saying yes. Empathy is an integral factor in Giraffe’s language is unifying and speaking keeping the conversation going. from the heart. Let us choose a language of consideration over domination HOW DOES THE PROCESS WORK ? Step 1: Most of our descriptions contain judgments. So, you need to separate the observed behavior from your judgment and reframe the judgment into pure observation. Eg: Jackal: “He is so rude.” Giraffe: “When I said “hello,” he looked in another direction.” Step 2 : According to Rosenberg, feelings are indicative of the presence, absence or nature of the fulfilment of one’s needs. People often think that it is unprofessional to show emotions. A fear lurks that such openness can be seen as weakness or poor leadership. It has been observed in conflict resolution that conveying one’s real feelings often leads to better connectivity and better solutions. :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M | 18

PRAVEEN KENNETH CHAIR ON LEADERSHIP T he Two Principles of NVC NURTURING OUR NATURE NO ONE MAKES YOU FEEL We hold an acknowledgment that asserting We understand the need to be responsible for dominance and violence have been trained our reactions to any given situation. For and habituated into us in a poor attempt to example: If identical triplets are on a beach control others and be controlled by others. One and a wave crashes down on them and then of NVC’s core beliefs is that this training in recedes, each of their reactions might differ. dominance, control and violence, though One of the triplets might be thrilled and embedded in glorified history, cannot be our laughing, one might be furious and resentful, true nature. Gandhi once said: “Don’t mistake while the third might be frightened and habit for what is natural.” NVC is based on crying. What made the difference? The conveying the thought that the true human difference comes not from what happened but desire is to make life happier and better for rather from having different needs, oneself as well as others. To our own expectations, values, and perceptions. This is misfortune, a lot of us lack the knowledge and the case in many different situations and skillset required to fulfil this desire. NVC is a interactions. The integral component of this process of unlearning unskilful and communication is not rooted in what problematic reactions, and equipping oneself someone ‘makes you feel,’ but in whether or with useful and constructive tools and not your needs were met. responses. :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M | 19

PRAVEEN KENNETH CHAIR ON LEADERSHIP Work-Life Balance: A journey to figure out - Mr Samuel S George Program Manager Praveen Kenneth Chair on Leadership Back in the time, when I started my full-time Soon the term Work-Life Balance was coined work in 1996, the culture at work was and it seemed like this was the new thing to drastically different from what it is today. The do. HR training was all about trying to achieve most sought-after careers for every individual this balance. This became the new mantra that were either Medicine, Engineering or Computer was preached during corporate retreats. The Science. In all these sectors, a government job unspoken but expected work culture was to was the most preferred option. push people to put in long hours of work to meet company targets on the one hand and to The work culture was well defined, clear, and push the same people to arrange their lives in specific. There were eight hours of work, and such a way so as to compartmentalize what most people went home after work. There was they do in order to maintain a balance on the time for leisure and to take up other passions other hand. not just on weekends, but during the weekdays as well. One could return home and spend time The concept of achieving 'Work-Life socializing with family & friends, watch TV, or Balance' changed from how it was being do anything else they like. perceived and how it was being practiced Even the entertainment time slots on TV were The irony was that the very companies that fixed. There were DD1 and DD2 channels, and were pushing their employees to meet set both the channels telecasted programs targets also demanded their employees to put between 6:00 AM to 11:30 PM. The last program in long hours of work. Those who worked late telecasted would be the news headlines from were considered to be hard-working, 11:00 PM to 11:30 PM. There was a clear time committed and candidates for promotion. distinction for work, entertainment, socializing. The concept of achieving 'Work-Life Balance' Then came the big companies to India changed from how it was being perceived and bringing with it a new culture. Along came fat how it was being practiced differently leading salaries, long hours of work, which soon to a new trend. Concepts such as flexible became the norm of the day. The unspoken timings, work from home options, and coming expectation at work was to stay back and put to work once or twice a week were being in the long hours, especially if one wanted to floated as ideas, and even sporadically climb the ladders of success in one's career. practiced by a few organizations/institutions. :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M | 720

PRAVEEN KENNETH CHAIR ON LEADERSHIP Today, the 'pandemic’ has ushered in an era of have to figure out what could work best for the 'Work from Home' option due to the them as individuals based on the expectations lockdowns. Soon working from home became of the organizations through the contextual the new work culture norm for many realities and other priorities that they will need organizations. The concept of work culture to consider and set in order to maintain what from 8:00 AM to 5:00 PM changed to becoming a 'balance' is? And why do they need to figure it? big part and parcel of work from home and a general routine of the day and life. Practices There is also the added change in the way the such as multitasking became the new way of work culture is influenced by a change in the life and a very important skill to acquire in new trends and shift in the practice of moving order to stay afloat. away from Amitte Diem - Let the opportunity slip by (take it easy, no urgency); to Carpe Work-Life balance today has taken on a new Diem- make the most of the present time meaning of sorts. It is not one set uniform (Maximize what time you have now). practice like it used to be for everyone, but it has rather become a more contextual and The article is aimed to challenge the readers to subjective one, where each individual has to discover what their own journey of Work-Life explore and find out what is ‘Work-Life Balance' Balance is. What philosophy drives what you for them, and what works. Clearly, work-life do? It is clear that work-life balance is balance is more than a norm or a topic for something for you to figure out and to training today. It has become a reality for understand what it means for you based on the organizations to figure out. Employees also context of the organization, and the life that you want to live. :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M | 21

Brain Game Psychological effects show how our brain tricks us There are many tiny biases that our brain The brain- our innermost sanctum, a creates, hidden from our consciousness. These mysterious and complex organ by itself, is a biases can often be a hindrance to seeing and storehouse of wonders. Much research has judging matters rationally and accurately. been invested into the 'how's and 'why's Thanks to neuroplasticity, you can identify behind our everyday actions and interactions, these patterns, learn and grow as an individual. and the role that our mind plays in them. If you are looking for personal development, Based on the brain's default settings, buffer.com understanding the psychology behind your and entrepeurship.com have described these six actions is an essential first step. psychology facts that can be viewed as a hacker's guide to self-improvement. So, that's Fortunately, knowing is half the battle. When exactly what this is — your backstage pass to you realize all the ways in which our minds how our brain functions and how we can best create perceptions, weigh decisions, and avoid common misconceptions. subconsciously operate, you can see the psychological advantages start to take shape. :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M | 22 | 7 :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M

PRAVEEN KENNETH CHAIR ON LEADERSHIP The Pratfall Effect Your likability will increase if you aren’t perfect. Those who never make mistakes are perceived as less likable than those who commit the occasional faux pas. Messing up draws people closer to you, makes you more human. Perfection creates distance and an unattractive air of invincibility. Next time, don't be afraid of making a blunder. The Pygmalion Effect Greater expectations drive greater performance. The applications for the Pygmalion Effect can have benefits for both personal development and leadership. Individually, you can challenge yourself with more complex goals and tasks and rise to meet the challenge. As a leader, when you expect great things from your team, you may see improved performance in return. The Paradox of Choice The more choices we have, the less likely we are to be content with our decision. Have you felt buyer’s remorse? If so, you’ve seen the Paradox of Choice in effect. Even if our ultimate decision is clearly correct, we are less likely to be happy with what we choose when faced with many choices. A simple solution to the paradox of choice: Give yourself fewer options. That's the key! :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M | 23 | 7 :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M

PRAVEEN KENNETH CHAIR ON LEADERSHIP The Bystander Effect The more people who see someone in need, the less likely that person is to receive help. You may have experienced the Bystander Effect in a group project at school. Often, one group member puts off deadlines and assignments because of diffused responsibility: They assume someone else will pick up the slack. How to tackle it? Be specific when you need help. Ask someone for help by name to remove any confusion regarding who the responsibility lies with. The Spotlight Effect Your mistakes are not noticed as much as you think The perception of our being under constant scrutiny is merely in our minds, and the paranoia and self- doubt that we feel each time we make a mistake do not truly reflect reality. You are under the spotlight less often than you think. Acknowledging this should lead to increased comfort and relaxation in public settings and more freedom to be yourself. The Focusing Effect People place too much importance on one aspect of an event and fail to recognize other factors Now, this is something we all have felt at least once in our lives. We often miss out on the best parts trying to focus on something not very important. To combat this effect, it is essential to remember to keep perspective, look at problems from many angles, and weigh several factors before deciding. :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M |7 :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M | 24

PRAVEEN KENNETH CHAIR ON LEADERSHIP LEADERSHIP IN A CRISIS SITUATION : MY REFLECTIONS AS A SOLDIER - COLONEL RANJEEV K BABU, VSM ( CONSULTANT, PKCL), ALUMNI CEO, LEADERSHIP TRIBE Yes, it is a VUCA world now. Yes, we are looking at a INVEST IN RELATIONSHIPS very uncertain and unsettling future. And yes, these are unpredictable times. Most business schools or Military culture fosters an ‘officer man relationship', business strategies would not have imagined these and this is preserved as an enduring organizational times. While we are effectively, and rather ruthlessly, legacy. The investment made in building ‘esprit de combatting COVID-19 as a nation, a corresponding side corps’ during ‘peace time’ pays rich dividends effect that looms large is the impact on economic during times of conflict. Each soldier is exceptional, growth and businesses. and the soldier shares a personal bond with his leaders in the chain of command. VALUE EMPATHY THIS IS AN UNFORTUNATE REALITY, A REALITY “Empathy without Sympathy is dangerous; THAT IS GOING TO CREATE A GREATER Sympathy without Empathy is blind.” PSYCHOLOGICAL IMPACT ON THE SOCIETY THAN A leader who sympathizes with his troops in a crisis has killed the warrior in them. Humans are highly EVER BEFORE. adaptable and survivable, and yet they are susceptible to self-doubt. Sympathy makes a person As trained soldiers, we are accustomed to operating doubt his will to fight. Empathy regenerates the will under conditions of extreme uncertainty and risk. to fight. In a crisis, military leaders operate from the That is just how it is. It is also a known fact that not a cognitive function of empathy, not the emotional single mission shall go as per the plan. We are aware charge of Sympathy. that planning is essential, but the plan is not absolute, for things will go wrong ORDINARY PEOPLE EXTRAORDINARY RESULTS How do soldiers develop this resilient mindset? What kind of leadership enables them to be so determined? It is during challenging times that seemingly How do they create psychological safety confined in ordinary people display acts of bravery and astute a bunker or trench? How do they tame chaos? Here courage. This is because a military leader is aware are ten attributes of a military leader that makes that every man is a warrior, irrespective of his role, them persevere in facing the odds: position, or status in the unit. Military leaders believe that there is a dormant warrior in each of FEAR IS CONTAGIOUS his soldiers, and complex conditions are where they shall emerge. He allows them to take that leap of Regardless of rank or service, military leaders are faith and refrains from sheltering them from taking trained to distinguish between the hope of success calculated risks. and fear of failure. They, too, have doubts and apprehensions, but are aware that fear is highly contagious. In intense conflict situations, a shade of dread radiating from the leader can manifest as anxiety and despair in the troops. Military leaders take all precautions to sanitize themselves and their men from the grip of unfounded fear. : :L E A DLEERASDHEIRPSCHHI PA CI RHMA AI RGMA AZ IGNAE Z I NCEA R CP EA RDPI EEMD I E M | 25 | 7

PRAVEEN KENNETH CHAIR ON LEADERSHIP AVOID BEING POPULAR Popularity is for the masses. Military leaders do not lead random groups of people; they lead skilled professionals. They know it is absurd to be popular with their men, for when you share a crammed-up bunker, your popularity doesn’t matter; your competence does. Popularity does not hold the test of the strength of will and character. Both of which are critical in crisis scenarios. BE HONEST. BE STRAIGHT. STAND FOR THE UNIT Tough times call for authentic communication and The military has little respect for individual acts of straight talk. Military leaders communicate the bravado and heroism. It, however, profoundly harsh realities of the immediate future through respects those who take an unwavering stand for detailed personal briefings and carefully crafted their teams and units, inside of which heroes and written orders. They believe in being brief, concise, deeds of bravery emerge. The person doesn’t matter; and to the point, leaving no room for doubt or the name of the battalion does. Taking a stand for concern. others first and always is the only mantra for every military leader. When there is a crisis, it is time to be brutally straight and honest with the team. They are LIVE THE PRESENT professionals, and they know the odds; trying to sell them a story only demeans the leaders' credibility Military personnel do not know how to quit. They do and trust in them. not get disappointed by past events or future uncertainties. They operate from the present RATION THOUGHTS AND FEELINGS moment. They are accustomed to failing since that is the only way they get to succeed. They live the The military way of life is mainly dependent on the outcomes they visualize each moment. They never scale of rationing as resources are always scarce or wait for the future. It is all about the present not available at all. Apart from rationing food, moment and how to wrestle the best out of it. ammunition and clothing, the military leader also rations his thoughts and feelings. The impact of a careless word uttered in a very emotionally charged scenario can be hazardous. It can be deadlier than the bullet fired by the enemy. Military leaders are mindful of their personal views and opinions, and seldom let them be known to others. They honor the rank and will not sully it by careless and irresponsible behavior. :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M | 26 | 7 :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M

P R A V E E NP RKAEVNE ENNE TK EHN NCEHTAHI RC HOANI R LOENALDEEARD SE RHSIHPI P TRAIN HARD The Army is a time-tested organization that operates in VUCA conditions as a routine. For them, “The more you sweat in peace the less you bleed in uncertainty is reality. Which is in fact the eternal war”. This adage is drilled into the DNA of every truth. That is why they have been able to military personnel during training. The training is consistently and effectively perform with vigorous, unsettling, severe, and near realistic; with spectacular results in the most adverse human a purpose. It enables resilience and agility of the conditions. mind and body. It creates a familiarity with uncertainty and difficulty. It builds the muscle to They do not give into unsolicited or false face the toughest of challenges with grit and information, misrepresentations and self-doubt. determination. Every military leader knows that a They have robust processes and values. They follow day in peace wasted is a week of regret in combat. a common ideology. They consider upholding human values and preservation of humanity as their primary mission. We are now facing a crisis. Or rather a future that is uncertain. Let us learn from the armed forces. Let us imbibe their spirit of resilience and courage. Let us not allow our professional and personal spaces to be converted into war zones by giving in to what we perceive is happening around us. Let us not create chaos and conflicts inside our heads. Let us not allow the given circumstances and conditions to overpower us, our families and our organizations. Let us allow the warriors in us to emerge. This is the perfect time for that. Each of us owes this to our people and our country. :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M | 27

IINNNNOOVVAATTIIOONN DDIISSTTIINNGGUUIISSHHEESS BBEETTWWEEEENN AA LLEEAADDEERR AANNDD AA FFOOLLLLOOWWEERR -Steve Jobs

PRAVEEN KENNETH CHAIR ON LEADERSHIP IMPOSTER SYNDROME WHAT IS IT AND HOW TO COMBAT IT? - Nishitha Prakash 4 MCHE Mirror Mirror on WHAT DOES IT LOOK LIKE IN REALITY? the wall, Am I The most apparent effect of imposter syndrome worthy of it all? is the feeling in the pit of your stomach that you’re going to “get found out.” But it can also make an appearance as the following coping behaviors Over Preparing and hard work You can't stop working on a project until it's Do you ever feel like you don't belong here? Do complete. You give your best. But still have a you have a weird phobia that your friends/ feeling that your boss wouldn't be happy with family/ colleagues will find out you're a cheater, the work. A fear of mediocre work lingers and you don't deserve your job or achievements? around. If yes, a virtual high five! You're not alone. These feelings are better known as Impostor Holding back Syndrome. You can’t fail if you don’t try, right? Just don't give enough courage to try one more time? Keep I'll let you in on a secret- most successful people pushing away growth opportunities. also feel this way at some point in their lives. Unlike some of us, it doesn't discriminate Procrastination between people; people from all walks of life: You work well under pressure, but you are giving men, women, law students, marketing managers, yourself an out when the end product isn’t as professionals, actors, and executives can get a good as it could have been. You emotionally taste of Imposter syndrome periodically. Let's insulate yourself from the criticism that you dive in to understand this a little bit more. could have encountered if you've really worked hard. So the feeling of being a fraud takes birth. WHAT IS IMPOSTOR SYNDROME? Self-sabotage The UseJournal blog defines -Impostor If you show up late or drink too much, then you Syndrome as the feeling that you don’t deserve can blame your performance on that, right? Self- your success or that you aren’t as smart as sabotage could also mean victimizing yourself. people think – that you are an Impostor. Impostor Syndrome is persistent anxiety for some people, and others experience bouts of Impostor Syndrome associated with accomplishments. :CL EAARDPEER SDHI EI PMC H A I R M A G A Z I N E C A R P E D I E M | 28 | 7

PRAVEEN KENNETH CHAIR ON LEADERSHIP MANAGING IMPOSTER SYNDROME CELEBRATE SMALL VICTORIES Recognizing that one suffers from imposter Celebrate your accomplishments, even if those syndrome is half the work; It’s a prerequisite for are small wins. This has been such a game- managing it. The following strategies have changer for me. Whether you finished a project, personally helped me manage my Imposter accomplished a task or goal, take time to experience. celebrate it and recognize that you did it. PEP TALK Finally, Imposter syndrome, unfortunately, is a common phenomenon for most graduate Yes, pep talks actually help. Stand in the students and many undergraduates. The good superman pose. Let go of all your self-doubts for a news is that you’re not alone! Even celebrities moment and give yourself a pep talk. Try it in like Meryl Streep and Maya Angelou struggled front of a mirror or have a trusted advisor or with feeling like fraud. So we're all on the same friend give you some motivation when you are boat. feeling down. You can find friends, classmates, or even an HARD-WORK REMINDER advisor with whom you can talk about these things. According to UseJournal, this may have Remind yourself of all the hard work you have been the single most effective thing that helped put into getting to where you are. It wasn’t your me begin to deal with my Imposter syndrome! luck; it was your hard work. It was all those all- nighters studying for midterms and finals, sacrificing leisure and family time, and going above and beyond on every task and assignment you were given. PERFECTION IS A LIE Understand that no one is perfect. This means that I can’t be a superwoman regardless of how hard I try. Perfection does not exist, so let go of that idea and embrace yourself thoroughly with all imperfections. : :LLEEAADDEERRSSHHI IPP CCHHAAI IRR MMAAGGAAZZI INNEE CCAARRPPEE DDI IEEMM || 279

PRAVEEN KENNETH CHAIR ON LEADERSHIP Creative Best MATTER THAT INSPIRES No matter in this universe could have been Will it announce its arrival? Or can it be attained created without inspiration, and to create, you by a particular practice? Inspiration is like need inspiration in the first place. Inspiration knowledge; it can come from anywhere. If you gives you perspective and takes your are keen, everything around inspires you to do imagination to greater heights, snapping the well, keep going, start doing and excel in threads of boredom and negativity. It puts you everything you do. up on cozy clouds of realization, a world of your own! With so much matter around to inspire you, all So, where does inspiration come from? Does it you have to do is look beyond the obvious. Seek grow from somewhere? Is there a specific the reason behind the existence of things and direction or path it takes? learn the unspoken virtues from all the matter /things around us. AREMAC There's a negative aspect to it too, but see how it turns tables for you. Allowing a little light in it, it captures the best in you. A story, one picture at a time. A lifetime full of memories. Focus! Like an arrow aiming for your target, focus on what's necessary. Seeing, understanding, and processing real emotions, however, complex they are, isn't it a skill a leader should possess? Immense pressure lies within its core yet YARPS wouldn't budge or crumble to what's inside. Strong enough to resist any situation, it | 1| 350 | 7 endures and thrives. The filter cap allows careful release of what's inside, just as a leader lays down clear directions for the team's betterment. Expression of the contents inside can create wonders. Oh! What beautiful lessons a spray bottle has to offer. : : :LL EE AADDLEEERARSDSHHEI PRI PSCCHHHI APAI RCI RHMMAAIAGRGAMZAAIZNGIENAEZCI NACREAPRECPDAEIREDMPI EEMD I E M

ENOHP EYEPRAVEEN KENNETH CHAIR ON LEADERSHIP TIURF A strong vision is what it offers, without which we tend to get lost in this vast world. A crystal clear goal is what sets leaders apart. The closest organ to the brain, transparent and clear without any bias, is how every decision should be. The pupils dilate to see what's beyond, constricts to see the near picture, its adaptability and transparency are commendable, you'd agree. The day you plant a seed is not the day you enjoy its fruit. Toil, vision, and patience are required to transform a group of people into an organization. Tasty yet healthy, differing from much hatred veggies, leadership can be both creative and practical. The byproducts, the seeds would grow and bring forth another fruit. Leaders are multipliers, they bring forth leaders, and the cycle follows! Let go of the past. Update and adapt and be your best version on any day. Remove unnecessary apps to improve storage. Charge yourself regularly because a dead battery is of no use. Another lesson it shouts is Communication. A leader is an able communicator. Relationships can begin and even be maintained via a phone, but the real magic happens in person! Stay Curious! : : :L ELAEDLAEEDRAESDRHESI PRHSCI PHHI CAP IHRCAHMI RAAIGRMAAMZGAI NAGEZAI NZCEI NA RECP EACRDAPIREEMP DE I EDMI E M | |315 | 7

WAY TO LEAD: KALAM AND I - AKSHAR CHOUDHARY BCOM SFH Growing up, I, and hopefully, most of you must have seen people setting Dr. APJ Abdul Kalam and his ideals as an example for us and our brighter future. Just so that you know, Kalam was one of India’s best-known scientists, the central brain behind India’s space launch vehicle (SLV) and missile program. Post fulfillment of his tenure as the country’s president in 2007, he attended an interview by Knowledge@Wharton, which somehow impacted me. In that interview, the former president revealed six traits that he found familiar in his career and journey as a transformative leader. They are enlisted here: Vision: First, the leader must have a vision. Without vision, you cannot be a leader. One must know where he and his team stands and where he wants to go. Success & Failure: They are two sides of a coin. One has to manage both and cherish or learn from them equally. Management: Bring nobility to management. The leader must know how to manage success, and even more importantly, failure. Travel: Never shy away from exploring unconquered paths. The leader must be able to travel into an unexplored path and take risks. Initiative: Act on it before the proper time expires. The leader should have the courage to make decisions. Transparency in action: Every action of a leader should be transparent with their team. : :L E A DLEERASDHEIRPSCHHI PA CI RHMA AI RGMA AZ IGNAE Z I NCEA R CP EA RDPI EEMD I E M | 32 | 7

PRAVEEN KENNETH CHAIR ON LEADERSHIP I am Gen-Z, studying accountancy and finance; my ambition demands a framed set of leadership skills. I have read some of the above-stated qualities in my class 12 commerce book, then it sounded theoretical primarily to me, and I did think, “Is it possible to be that selfless and ideal all the time?” I mean, look at his take on success and failure. Being a leader is a difficult job; one has authority, but responsibility follows too. I get it; when you’re a leader, you are not doing anything just for yourself. There are dozens- sometimes thousands of people working behind you. Their well-being depends upon your decisions, even the personal ones. This price is costly, but that is what separates the leader from the herd. This set of ideals is definitely for me and they will guarantee my journey as a leader to be a successful one - I object! What Kalam said was an account of his journey, but my journey is different, and so is yours. Kalam did not have my commerce book or any written set of principles to follow when he was my age. I can take notes on how to start, but should I base my life on just those six principles? Even he would have disagreed! Don’t follow a paved path; that’s what he said! Your Uniqueness is what makes you a leader. So we’re back at square one, now what? Well, your life is yours, and you can start by leading it your way. Start being accountable for your actions, explore and see what is working for you practically. Your leadership style should be yours, so BE YOU! :L E A D E R S H I P C H A I R M A G A Z I N E | 33 | 7 :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M CARPE DIEM

THE SIX HAT STRATEGY Have you come across a situation where you Thinking process of the six metaphorical hats: are confused? Where the decision-making You ‘put on’ or ‘take off’ one of these hats to process seems so confusing and tiring? Then indicate using the type of thinking. A ‘thinking this strategy is right at your aid. The Six hat’ is a metaphor for a particular way of Thinking Hats (also known as Edward de thinking. By mentally wearing different Bono’s Six Hats) is a great decision-making tool thinking hats, people are forced to look at a and a method for enhancing team problem from different perspectives. Thus a communication. It fosters collaboration, one-sided way of thinking is excluded, and new creativity, and innovation with the parallel. insights are created. : : :LL EE AADDLEEERARSDSHHEI PRI PSCCHHHI APAI RCI RHMMAAIAGRGAMZAAIZNGIENAEZCI NACREAPRECPDAEIREDMPI EEMD I E M | 34 | 7 | 7

PRAVEEN KENNETH CHAIR ON LEADERSHIP Six Thinking hats are a popular method that And green. De Bono had mentioned this millions of people have used to make correct methodology in his famous book, Six Thinking decisions. You might be surprised to know that Hats, in 1985. The words thinking hats are the relief planners used it in Sri Lanka to metaphors, which denote mentally wearing reconstruct the damage caused by the tsunami hats for believing in a particular direction. This in 2004. You can also create different strategies method helps you think from different and programs by dividing the usage of the hats perspectives other than following up on a according to your preference like: For choosing single process. Each of the hats will help you between alternatives – Blue, White, Green, make a broader application of your mind to a Yellow, Black, Red. Getting rapid feedback – particular situation, helping you achieve your blue, black, green, black. For assessing goals without facing any negative performance – blue, red, white, yellow, black consequences. Data reference: online.visual-paradigm.com : : :LL EE AADDLEEERARSDSHHEI PRI PSCCHHHI APAI RCI RHMMAAIAGRGAMZAAIZNGIENAEZCI NACREAPRECPDAEIREDMPI EEMD I E M | 35 | 7 | 7

PRAVEEN KENNETH CHAIR ON LEADERSHIP A sneak peak into - Nicolan Mendes BA (MPE) .In his 'Ethics, 'the ancient Greek philosopher, Aristotle describes magnanimity as the Aristotle, elaborates on 'virtues,' which he ‘greatness of the soul.’ As human beings, believes are essential to living a good life. whether we believe it or not, each of us has Aristotelian Ethics is built on the premise that immense dignity and can do great things. By every person should strive to achieve an understanding and being aware of our human excellent character. You may wonder how this is dignity is the beginning of leadership. directly related to 'leadership.' But I can assure According to Aristotle, a magnanimous man you that whatever I'm about to mention further considers himself worthy of great things. in this piece is the essence of authentic leadership and how each of us is called to be a However, Thomas Aquinas, an Italian leader. philosopher, gives a nuanced perspective to In his book “Created for Greatness: The Power of Aristotle's belief and says that a magnanimous Magnanimity,” Alexandre Havard, founder of the man considers himself worthy of 'doing great Harvard Virtuous Leadership Institute, says, things. As magnanimity is the virtue that seeks “Leadership begins with an exalted vision of greatness, its primary aim is personal self. Only then does it acquire what it seeks to excellence. This is fostered through discipline achieve.” Drawing from this statement, I would and working on our character, which is brought like to elaborate on the concept of ‘Magnanimity’ about by virtues. as the ‘first specific virtue of leaders’ Virtue comes from the Latin word 'virtue,' which means 'strength.' To be able to lead, it is necessary to first develop a strong character through the most fundamental virtues, which are Prudence (practical wisdom), Fortitude (courage), Temperance (self-control) and Justice. All other virtues hinge on these four virtues. This requires effort to change ourselves and build a solid interior life. I believe that to be a good leader, and one needs to be a good human being first. Therefore, if one does not build on their character with the help of the virtues, it isn't easy to lead with righteousness. :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M | 736 | 7 :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M

Belief in God or faith in a supernatural Being helps us understand our greatness and know that this greatness is a gift from God. This belief is humility, and this dependency on God fills us with gratitude towards Him for all the skills and talents we possess. Humility also affirms the dignity of others. If magnanimity energizes the flourishing of the personality, humility gives direction to this energy. Magnanimity comes from self- knowledge and therefore helps us recognize who we are and who we can be. However, belief in God is not the only driving However, there is another more specific call, force to do great things, but also belief in which is the call of a vocation. Alexandre ourselves and our capabilities which should believes that everyone has a vocation, whether lead us to action. Now, magnanimity is not to we know it or not. He says, “Vocation is a call to be confused with self-esteem, for being whereas mission is a call to doing. magnanimity is a stable and objective virtue Without a vocation, leadership is devoid of during self-esteem. This mere feeling is bound purpose; without a mission, it is devoid of to vary in intensity. Feeling great about substance.” And so I believe this too, that each oneself doesn’t mean that we have achieved one of us has a mission and a vocation, that we greatness but rather a form of flattery. are here to serve and achieve greatness. Magnanimity comes from self-knowledge and therefore helps us recognize who we are and Leadership, therefore, is accurate, and no one who we can be. can say that ‘leadership is not for me.’ We need to be aware of our talent, multiply it, concentrate Therefore, we need to trust ourselves, which our energy on our mission, and not be afraid of eventually helps us trust God. This helps us failure. live in the Truth. As leaders, we are not only meant to develop greatness in ourselves but for everyone around us. It involves the process of self-transformation and concretely serving others. Leadership also requires a mission which is the ‘Call of Humanity,’ as Alexandre Harvard states. :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M | |377 | 7 : :LLEEAADDEERRSSHHI PI P CCHHAAI RI R MMAAGGAAZZI NI NEE CCAARRPPEE DDI EI EMM

The most important thing I want to IF ONE IS NOT A highlight is that we need to learn to seek LEADER AT ALL greatness in ordinary things. I’ve been TIMES, struggling because I often think that I ONE IS NOT A need to do extraordinary things to LEADER AT ALL achieve excellence. And yes, we must want to do incredible things, not invalidating that, but not do those extraordinary things as ends in :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M themselves instead of as means to : :LLEEAADDEERRSSHHI PI P CCHHAAI RI R MMAAGGAAZZI NI NEE CCAARRPPEE DDI EI EMM achieve greatness. So I try to seek greatness in the ordinary and mundane things like helping with chores at home or even studying and in whatever I need to do in the present moment. And so, I believe that we need to strike a balance in fulfilling our ordinary responsibilities and working on our extraordinary talents to serve and help everyone. In conclusion, I would like to say that moral leadership stems from building our personality, listening to our conscience, obeying it faithfully, and not taking the path of least resistance, for these are essential to lead and live virtuously. I want to end with the following statement from Alexandre Harvard’s book, as mentioned earlier; “Authentic Leadership is based not on feelings and external stimuli, but on virtues that are stable habits of personality. 'If one is not a leader at all times, one is not a leader at all.' | |378 | 7

PRAVEEN KENNETH CHAIR ON LEADERSHIP UUNNLLEEAARRNN AANNDD UUNNLLEEAASSHH - Priya Dwivedi 5 BCom Hons B Back in school, I had unlearned the spelling Every challenge comes with an opportunity, 'buisness in order to learn the correct one, and for me, it was a text message on my which was 'business.' Not knowing the previous elective group called 'Future leaders!' importance of unlearning and relearning, I As I abided by my philosophy to try out every never realized until last year that these two possible thing in college, this message gave me words are interlinked and that they are an a new vigor. The closing of college opened new integral part of the continuous process of doors for me as I saw the world putting up a learning. great fight against the challenge of the Crown, not the one that India faced nearly a century I embarked on my journey to UNLEARN all the back but a microorganism posing a threat to inhibitions and assumptions I had believed in the STEM intelligentsia across the globe. throughout my school life. I did this through a series of interactions with four students and As my mind did a quick background check, out three mentors in a virtual space. of all the emotions that humans had possibly experienced, mine was inhibition and a slight The real question is, Why Did I Do That? sense of amusement when I joined a zoom room on the evening of April 24th, 2020, a According to Merriam Webster, 'Challenge' is Friday. My Unlearning Journey began in this defined as 'to arouse or stimulate especially by virtual space, facilitated at the Praveen presenting with difficulties.' Logging into a Kenneth Chair of Leadership. The opportunity virtual room in the summer of 2020 was a to question me, ask people for feedback, and to challenge for all of us. Not knowing that this put in efforts for continuous improvement was virtual mode would be synonymous with why I undertook this adventure in the hope of reality, we were just not ready to show our coming out as a better version of myself, even if faces to a silicon screen as the invasion of not a leader. I prepared myself to let go of the privacy had reached our households. old notions on my first interaction in this organization. This aim was taken towards fulfillment because of the kind of space, a relatively psychologically safe one, and I got here. What Did I Unlearn and Why? :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M | 739 | 7 :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M

I was unlearning the old idea of failure that While we all expect and tell people to be honest, always stopped me from trying new things and the key ingredient for this virtue to flourish is taking risks. My thoughts on success, pain, the space for such interactions. No matter honesty, and everything in between went for a where they were coming from, our mentors toss. I realized a compelling need to see things gave us our areas to grow and let our differently, even if they were uncomfortable. We personalities unfold under their guidance. I can met every Friday to challenge each other on our say with complete conviction that I can express fixed mindsets, and I was starting to let go of myself in this organization, and it has gone to my hardwired notions. It’s a task indeed. This the level where I can openly accept my organization served as a medium for me to shortcomings and look for lessons to grow. explore the various facets of my personality. I stumbled upon the idea of unlearning in this WHAT Did I UNLEASH, and HOW? organization for the first time. While unlearning continues, I am also Now, things become interesting when you bring unleashing more of my tremendous potentials new words into your life, and this time, for me, because of the team. It is here that I realized the that term was Leadership. As heavy as it importance of asking questions, no matter right sounds, this word thrilled me when I saw it for or wrong. My mentor propagated the habit of the first time in the invitation message to join questioning to seek better possibilities that this organization. I must admit that there was a remain hidden otherwise due to our own time when I, too, like many other people, used to limiting beliefs. think that Leadership means authority, being at the forefront, and leading others. I have found myself to be the kind of person who seeks knowledge from people in Surprisingly, it took only a few Zoom every interaction and looks for ways to benefit sessions to unlearn the above thought them with my presence. and learn what I will disclose very soon. I learned in this organization that it was essential to unlearn a few things from the past and make space for more profound and valuable lessons to build a better future for myself, my community, and the world. I initiated a reboot process in my head with the support of my mentors and peers. It included a lot of group reflection, self-introspection, and uncomfortable questions. Change is never easy. :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M | |470 | 7 : :LLEEAADDEERRSSHHI PI P CCHHAAI RI R MMAAGGAAZZI NI NEE CCAARRPPEE DDI EI EMM

I have also found a Priya who listens patiently All the criticism for our work was rooted in the but doesn’t accept anything that hinders the intention to help the other person grow and people’s personal growth involved in the perform better. conversation. As I recall my entire journey in the past year, one of the key aspects that led me Servant Leadership is the idea that the student to the growth that I have discovered is the volunteering body of the Chair is exploring openness in the group discussions. This group through continuous interactions. The concept was ready to listen to me without forming of a leader who could also be a servant and vice biased opinions or stereotyping my emotions or versa was queer to me at first. I learned that we words. do grow while serving others and helping others succeed, not just by assisting them Freedom of Expression was at its peak and passively but sometimes by challenging them empathy at its best. The mentors were not too actively. I have known authenticity to be the old, and the students were not too young to best companion when nothing else is certain. comfortably share their experiences and concerns in a shared space. What made this My story is just one, there are entire process of self-growth more prosperous many more to come! was the constructive feedback mechanism. Richard Rohr | |471 | 7 :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M : :LLEEAADDEERRSSHHI PI P CCHHAAI RI R MMAAGGAAZZI NI NEE CCAARRPPEE DDI EI EMM

Campus Connect Q&A WITH A PHENOMENAL LEADER Mr Purnananda Bhaskar Student Welfare Officer Mr Bhaskar is a Student Welfare Officer at The next person is our former Vice-Chancellor, CHRIST (Deemed to be University). Let's Dr Fr Thomas C Mathew, who actually stood by connect with him. me and encouraged me to take up all the activities of SWO. Another person who always You've been an inspiration to us; supported me was Fr Varghese, who was our could you please tell us who or what CFO. I owe everything to these people. inspired you during your leadership duration? How important do you think it is for a leader to collaborate with others and There are 3 people who strike my mind accept new ideas? instantly. They have inspired me, shaped me, and have stood with me like a rock. In 2006, I believe a good leader is someone who can when I joined the university for my UG course, always collaborate with peer leaders and team I didn’t know a word in English. Initially, I had members. They should be easy to approach a tough time adjusting to other people. Slowly and accepting of ideas from the team. I think life moved on; I joined Yakshagana, where I collaboration is important for creativity and met my friend Prabath, who was also from a innovation within an organization. Without similar background. He encouraged me to collaboration, we would stay stagnant and not write in English and not be disheartened. I grow, and that's one of the biggest mistakes a wrote my English assignment following that leader or team can make. It also allows the and received 18 out of 20 marks which made team to build strong working relationships and me realize that I know the language, but I am trust across the organization. not able to present it properly. He also persuaded me to join SWO as a volunteer. | 742 | 7 :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M

PRAVEEN KENNETH CHAIR ON LEADERSHIP In your leadership experience, which All the volunteers, heads, coordinators, faculty, skills do you think have proven to be and students have played pivotal roles in the most important? shaping it. So having a great team by my side was a morale boost to face this challenge. In this new normal, which skills have helped you the most and have made A good leader is this journey better? always the one who creates Understanding your team, that everyone is another leader going through a pandemic, and accepting that not everything will go as planned is one of the -Purnananda Bhaskar things that has helped me sail through this situation. Patience is one soft skill that is How did the pandemic shape your rarely acknowledged. Another skill is to think leadership journey? creatively, think out of the box. Don't limit yourself to anything. If virtual leadership is a new way forward, could you give a word of I remember during the initial days of advice for the upcoming generation lockdown, Fr Lijo had asked me, “What is SWO of leaders? doing differently during the pandemic? And that sort of triggered the entire chain of events Leadership is more than being in charge and that SWO brought out in the academic year. So managing people. Leadership that separates being patient, thinking out of the box, good leaders from great leaders is leadership creativity, and having a vision are the key that builds other leaders. I would say a good skills, I would say. leader is one who can always create another leader, because tomorrow if I leave SWO, it What is the biggest challenge you've doesn't mean that SWO is going to shut down. faced in your leadership and how did There are so many people who have moved on you overcome it? from SWO, and yet SWO continues to thrive. It's always about creating leaders who will I can’t really think of one particular challenge take it forward. If you want to build an because every day, there are multiple enduring organization, having good leaders is challenges thrown around as leaders. Right not enough. It would be best if you built a now, the biggest challenge facing everyone culture of leadership throughout your would be the pandemic. Conducting and organization that cultivates great leaders. moving every event that SWO conducts were one of the biggest challenges we faced, but thankfully I had a great team to take it forward and make it a success. :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M | 47 3 | 7 :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M

PRAVEEN KENNETH CHAIR ON LEADERSHIP Embracing Uncertainty in Leadership - Mr Shinto Joseph, Director- South East Asia Operations, LDRA India. Distinguished Alumnus Award winner from School of Business & Management, CHRIST (Deemed to be University) While the entire globe discusses the impact of We created many virtual teams for improving COVID on many aspects of human life and collaboration using Skype & secure SharePoint. business, we see a learning opportunity for all Calendar-based well-structured meetings were those involved in managing people and made mandatory. Regular communications organizations. The old command and control- from the senior management aimed at oriented management styles are no more boosting the morale of the team & encouraging relevant in modern organizations. them to focus on their long-term career goals Virtualization just accelerated it. The below made a huge difference. Simple steps aimed at picture explains the changed scenario with the ensuring trust among team members, followed arrival of the virtual world. by numerous fun and entertainment programs, reduced people's stress levels. Many organizations collapsed in recent times, primarily due to senior management's ineffectiveness, as they lost control of people and assets. People in the frontline have become more important and visible in our organizations. Organizations where senior management understood this new reality could do a speedy turnaround. Many organizations are doing extremely well now, even with adverse business environments. This is where the leadership style makes the difference. As the head of my organization, I had a great opportunity to lead my team through a constructive shift during this difficult period. These are some of the industry-tested best practices we successfully implemented (some are improved versions of what we already had) at LDRA within 45 days of lockdown, during March -April 2020. :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M | 47 4 | 7 :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M

PRAVEEN KENNETH CHAIR ON LEADERSHIP What made us quickly turn around the A leader should appreciate the benefits of company is the leadership style we follow- technology, but he need not be a technical Influential Thought Leadership. In recent expert. Cloud-based workflow and productivity times, the Servant Leadership approach is tools play a major role in running being debated in several forums. Influential organizations in today’s virtual world. Some Thought Leadership goes even further. are free; we need to learn how to use them effectively by empowering people. LMS Once adopted as a way of life, such leadership (Learning Management System) plays a major styles can be incredibly effective across role in effectively delivering content beyond boundaries in the virtual world. The leader's borders in academic institutions. integrity, empathy, and trust a leader build with his team is the starting point. Everything As we advance, our interviews and even our starts with the senior leadership, who in turn first job onboarding could be virtual. This calls try to emulate a similar approach to the next for a different set of interpersonal and level of reporting managers. This implies that collaborative working skills. ‘Staying relevant senior management must devote a significant in our own organization’ was sufficient for amount of time to his next-level leaders, survival in the olden days, which gave way to mentoring them regularly. Becoming an ‘Staying relevant in the industry and now Influential Thought Leader is not an easy ‘Staying relevant with the times is the new journey. The below picture explains it very norm. well. We need great Influential Thought Leaders who could bring a positive transformation to our society and organizations. Students should utilize all the opportunities they get in university to develop their leadership and technical skills in preparation for this new virtual era. May God bless every one of us. :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M | 745 | 7 :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M

PRAVEEN KENNETH CHAIR ON LEADERSHIP UNLEARNING LEADERSHIP MYTHS - Sebin Joy PhD Scholar Leadership is an attractive word and a smart All these can be part of leadership, but we role. Reaching this position may not be an easy cannot define this as leadership. Leadership is task but it is definitely possible. All our beyond all these skills and capabilities. I can studies, efforts, and activities are really aimed tell that my parents are leaders for me as they at achieving this leadership role. Job, salary, have influenced me, guided me, controlled me security, the standard of living, etc. are part of and helped me a lot to reach here. We often do life only. More than all these, our education not recognize and appreciate the many leaders aims at making us better leaders of tomorrow around us. If we recognize real leaders we will who can transform and elevate society. learn a lot from them and it will result in helping our leadership journey. When we hear the word 'leader', we think that it is not our cup of tea and we often associate this PKCL has helped me a lot to find the real word with world-known persons. The first step meaning of leadership. It is a conceptual as towards leadership is to unlearn some well as a practical experience. The sharing, leadership myths. Then we will gradually discussions, listening, workshops, activities, understand that this path is open for us as well. etc. have helped a lot to unlearn different Then it will be an interesting journey. leadership myths. PKCL actually brackets out the nonessentials in order to mould a real A philosopher named Edmund Husserl teaches leader. the concept of phenomenology. This theory focuses on going into the essence in order to have a true understanding. Let us apply this theory in the leadership journey also. If we want to understand the essence of leadership we need to bracket out all the non-essential layers. Most of us are stuck in nonessentials and we fail to reach the essence of it. We often relate it with power, authority, position, great communication, or some extraordinary skills. :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M | 747 | 7 :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M

PRAVEEN KENNETH CHAIR ON LEADERSHIP From the essential part of leadership which I When we accept ourselves we will come to know have tasted a little, I can say that accepting that we also have the possibility to become a myself is the key to the leadership journey. leader. I may not be a world-known person but I Comparison and imitation do not help much. If can be a leader for many. I am able to influence I accept myself for what I am, it will allow me many. There is no particular fixed style for to grow. We are not allowing ourselves to grow leadership. In PKCL there are leaders with and it is only because we do not accept different styles such as leaders of simplicity, ourselves. PKCL provides a platform where we knowledge, creativity, hard work, and many can express ourselves and experience the more. Their own strengths are polished in this growth of many leaders along with ourselves. leadership movement. I can say that accepting I would like to summarize with the note that myself is the key to the accept yourself and allow yourself to grow. If you allow yourself, you will find a way. Just like we leadership journey. have many ways to reach our university, there Comparisons or imitations are many ways to reach our destination. The path towards leadership is open for us and we do not help much. have to select a path that suits us. :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M | 47 8 | 7 :L E A D E R S H I P C H A I R M A G A Z I N E C A R P E D I E M