What Indian Army, Mukesh Ambani, Adani and Mahindra can teach you about leadership? Capt Raghu Raman

Captain Raghu Raman begins by highlighting the critical shortage in India's leadership pipeline, indicating that many organisations operate with incomplete leadership structures. He asserts that business schools alone cannot cultivate great leaders but can provide environments for their development, much like how learning complex mathematics builds problem-solving synapses. He contrasts autocratic leadership styles prevalent in stable industries with the need for a coaching-style leadership for dynamic environments, advocating for leaders who empower their teams to realise their full potential.

Raman discusses four levels of leadership: tactical, operational, strategic, and doctrinal. Tactical leadership involves raw energy and risk-taking, common in early careers. Operational leadership focuses on collaboration and managing teams, a stage where many tactical leaders falter. Strategic leadership requires a forward-looking mindset, focusing on future capacity and systemic changes rather than immediate gains. Doctrinal leadership, the highest level, involves shaping broader frameworks for industries or the nation. He laments that many organisations, particularly in India, prioritise short-term outcomes, leading to stagnation and a lack of true innovation.

The Indian Defence Forces are presented as a prime example of an organisation successfully cultivating exceptional leaders. This success stems from three key pillars: the structural importance given to training (evidenced by the Army Training Command being a top-tier posting), the institutionalisation and sanctity of rigorous training programmes throughout an officer's career, and the deep understanding of the cost of bad leaders (mistakes in the army lead to loss of lives). Raman uses the analogy of 'sweating in peace so you don't bleed in war' to underscore the army's commitment to preparation and continuous learning.

Raman introduces the concept of 'intelligent disobedience,' drawing an analogy with guide dogs for the blind. These dogs are trained to disobey commands that would endanger their owner, showcasing judgment beyond strict adherence to rules. He argues that organisations should cultivate an environment where individuals are empowered to question protocols when the intent is right, especially in uncertain situations. He also stresses the importance of leaders being vulnerable and establishing rituals that allow for open communication and the expulsion of 'toxins' within the organisation, fostering a psychologically safe environment.

He shares observations on the leadership styles of Mukesh Ambani, Anand Mahindra, and Gautam Adani. These leaders are characterised by their extraordinary work ethic, ability to attract and retain talent, and capacity to handle diverse and complex businesses. Mukesh Ambani demonstrates a 'schizophrenic capability' to switch between the conservative mindset required for manufacturing and the innovative approach needed for ventures like Jio. Anand Mahindra is admired for his talent identification and for granting autonomy while providing subtle, constructive feedback. Gautam Adani is highlighted for his 'big thinking' focused on national infrastructure, the integrity of his word, and his exceptional ability to spot synergies across vast business domains.

Raman redefines wealth as something that remains after all money is gone – a network of relationships, knowledge, and experiences. He categorises life's pursuits into four areas: health (physical and mental vibrancy), wealth (a strong support network and knowledge), relationships (external, internal, and with oneself), and work (finding enjoyment and embracing a healthy work-life balance). He advises young leaders to focus on building this holistic wealth, cultivating mentors, and engaging in self-reflection. He advocates for proactive introspection, especially through travel and 'near boredom' to reconnect with one's inner self, and to approach life with the perspective that 'every day is a bonus.'