“A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.” –Lao Tzu
“The key to successful leadership today is influence, not authority.” –Ken Blanchard “Leaders are made, they are not born. They are made by hard effort, which is the price which all of us must pay to achieve any goal that is worthwhile.” –Vince Lombardi
“Good leaders make people feel that they’re at the very heart of things, not at the periphery. Everyone feels that he or she makes a difference to the success of the organization. When that happens people feel centered and that gives their work meaning.” –Warren G. Bennis
“You do not lead by hitting people over the head – that’s assault, not leadership.” –Dwight D. Eisenhower
“A good leader is not the person who does things right, but the person who finds the right things to do.” –Anthony T. Dadovano
“Leadership rests not only upon ability, not only upon capacity; having the capacity to lead is not enough. The leader must be willing to use it. His leadership is then based on truth and character. There must be truth in the purpose and will power in the character.” –Vince Lombardi
“The most dangerous leadership myth is that leaders are born — that there is a genetic factor to leadership. This myth asserts that people simply either have certain charismatic qualities or not. That’s nonsense; in fact, the opposite is true. Leaders are made rather than born.” –Warren G. Bennis
“All of the great leaders have had one characteristic in common: it was the willingness to confront unequivocally the major anxiety of their people in their time. This, and not much else, is the essence of leadership.” –John Kenneth Galbraith
“If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” –John Quincy Adams
“The quality of leadership, more than any other single factor, determines the success or failure of an organization.” –Fred Fiedler and Martin Chemers in Improving Leadership Effectiveness
“I start with the premise that the function of leadership is to produce more leaders, not more followers.” –Ralph Nader
“Leadership is a combination of strategy and character. If you must be without one, be without the strategy.” –Gen. H. Norman Schwarzkopf
“Leadership is a matter of having people look at you and gain confidence, seeing how you react. If you’re in control, they’re in control.” –Tom Landry
“The art of leadership is saying no, not yes. It is very easy to say yes.” –Tony Blair
“Outstanding leaders go out of the way to boost the self-esteem of their personnel. If people believe in themselves, it’s amazing what they can accomplish.” –Sam Walton
“Leadership is not magnetic personality — that can just as well be a glib tongue. It is not ‘making friends and influencing people’ — that is flattery. Leadership is lifting a person’s vision to high sights, the raising of a person’s performance to a higher standard, the building of a personality beyond its normal limitations.” –Peter F. Drucker
A company is only as good as the people it keeps.
“Its not cash that fuels the journey of sucess, but its the emotional capital of the company that fuels the growth” —– CK Prahalad & Garry Hamel
(ITB Global Supply Chain) – 6500 employees – Nov 2008 – Jun 2011
Was promoted as the Global HR Director for the ITB Global Supply Chain organisation. Was the Global HRBP for the SVP-ITB GSCM.
Responsible for providing HR support & Leading HR for the world wide ITB GSCM organisations in US, Europe, China, Phillipines, Asia, India.
Leading a HR team of 56 members
Helped in rebalancing of Production from Mature economies to New Economies
Involved in rationalisation of Plants in US, Europe and China and ramping up Operations in India & Phillipines
Coaching & Mentoring senior ITB GSCM leaders
Integration of HR policies, systems and tools with the SE organisation
Member of the Global ITB – HRCommittee
Member of the Global ITBGSCM Management Committee
Schneider Electric India – (since Dec 2005……)
Head HR India Subcontinent (APC India) – 3200 employees – Dec 2005 – Nov 2008
Joined as the Head of HR (India Subcontinent) with APC India. Was responsible for helping Business grow the organisation in India.
Helped Sales grow from 27m USD to 114 mUSD
Grew APC Manufacturing – 3 factories to 8 factories
Helped set up the IPO (captive IT organisation) in India
Grew India R&D from 10 employees to 50
Employee Strength grew from 1800 to 3200
Hired the entire leadership team across Sales, Manufacturing, R&D , IT and Support Functions
Harmonised HR Policies, Systems and tools across all Business / Functions
Thwarted attempts from external unions to gain entry into the organisation and fostered Employee Committees to gainfully engage them
Rationalised grades, titles and market driven compensation
Lead a HR Team of 24 members
Brought down attrition from around 24% to around 12%
Helped in seamless transition and integration with Schneider Electric after being acquired in 2007-2008
Caltex India Pvt. Ltd (2002 – 2005)
A leading Energy company globally (Sales, R&D, Manuf – 600 employees)
Was responsible for integrating the HR department of 3 organisations including an acquired company.
Standardisation of HR policies, Uniform Job Grading, Compensation & Benefits, Job Titles, Performance Management Process, Talent Management & Development, Competency framework, Organisation restructuring and redesign, set up in the India Leadership Council involving leadership of 3 companies and Acquisition & Integration of Chemoleums Lubricants
Was promoted as the GM-HR for India & Srilanka
Co Systems India Pvt Ltd (2001-2002), General Manager – HR
A pioneering Telecom Software Product development company with development centres in India and US (320 employees)
Involved in setting up the HR department.
Helped up ramp up employee strength to about 300 employees in a year.
HR Strategy for gaining entry & foothold in India
Engaged with Campus thro Campus Connect Programs and hired through Campus Placements
Praxair India Pvt Ltd, Bangalore (1997-2001), Senior Manager – HR
A global Leader in Industrial Gases (Sales, Manufacturing & IT – 600 employees)
Involved in setting up the Corporate HR. Helped up ramp up employee strength to about 300 employees in a year. HR Policies, C&B, Job Bands, Job Titles, Salary restructuring, HRIS, Performance Management Process, Competency Framework & Training & Development.
Was involved in acquisition and merger of Asiatic Industrial Gases, Asiaticl Oxygen, Carbon dioxide company.
Closure of manufacturing plants. Helped set up a small E-services company to provide internal IT support for Praxair globally.
Indian Herbs, Bangalore (1994-1997), Manager – HR
A leading Indian Natural Products Company (Sales, R&D, Manuf – 600 employees)
Was responsible for stabilising a HR department, Organisation design, Job Evaluation, Job Grading / Banding & Job Titles. Revamped HR policies, Performance Management Process & introduced a homegrown HRIS package.
Grew company to double its strength, helped set up the Extraction Unit, new R&D Centre and a Human Health Business Unit.
Stabilised IR situation and employee relations by engaging internal Leaders
India’s pioneering Telecom Company (Sales, R&D, Manuf – 32000 employees) Strong foundation set for a HR career
Started career at Corporate HR, worked in OD, Policy Making, HRIS, IR, Compensation & Benefits including Staff Officer to the Director-Personnel
Moved to ITI Model Plant (Sam Pitroda’s Rural Automatic Exchange project). Responsible for Employee Welfare, Training & Development. Became the Head of the Training Centre and was involved in helping ITI to get ISO Certification
Joined as Personnel Officer Trainee ended as Assistant Personnel Manager
Add a Comment