In leadership conversations, whatโs said often matters less than whatโs left unsaid. Iโve sat through reviews, steering meetings, transformation roomsโwhere all the right points were covered, all the boxes checked.But something critical still lingered in the air: ๐ป๐๐ ๐๐๐๐๐๐๐ ๐๐๐๐๐๐๐๐.| ๐ต๐๐ ๐๐๐ ๐๐๐๐๐๐๐๐๐๐๐ ๐๐๐. | ๐ป๐๐ ๐๐๐๐๐ ๐๐๐. Questions like: โ๐๐ฉ๐ข๐ต ๐ข๐ณ๐ฆ ๐ธ๐ฆ ๐ข๐ท๐ฐ๐ช๐ฅ๐ช๐ฏ๐จ ๐ฃ๐ฆ๐ค๐ข๐ถ๐ด๐ฆ ๐ช๐ตโ๐ด ๐ถ๐ฏ๐ค๐ฐ๐ฎ๐ง๐ฐ๐ณ๐ต๐ข๐ฃ๐ญ๐ฆ, ๐ฏ๐ฐ๐ต ๐ถ๐ฏ๐ช๐ฎ๐ฑ๐ฐ๐ณ๐ต๐ข๐ฏ๐ต?โโ๐๐ฉ๐ฐ ๐ฉ๐ข๐ด๐ฏโ๐ต.. Read more
Having spent decades in the insurance industry, Iโve seen cycles of optimism and overcorrection. Today, weโre inundated with terms like embedded insurance, AI-first underwriting, ecosystem plays, and real-time personalizationโall important, all exciting.But sometimes, I wonder: are we chasing innovation or marketing narratives? ๐๐ฐ๐ต ๐ฆ๐ท๐ฆ๐ณ๐บ ๐ฎ๐ข๐ณ๐ฌ๐ฆ๐ต ๐ต๐ณ๐ฆ๐ฏ๐ฅ ๐ช๐ด ๐ข ๐ต๐ณ๐ข๐ฏ๐ด๐ง๐ฐ๐ณ๐ฎ๐ข๐ต๐ช๐ฐ๐ฏ. | ๐๐ฐ๐ต ๐ฆ๐ท๐ฆ๐ณ๐บ ๐ช๐ฏ๐ฏ๐ฐ๐ท๐ข๐ต๐ช๐ฐ๐ฏ ๐ช๐ด ๐ข ๐ฅ๐ช๐ด๐ณ๐ถ๐ฑ๐ต๐ช๐ฐ๐ฏ. ๐ป๐๐ ๐๐๐๐ ๐๐ ๐๐๐๐ ๐๐๐๐๐๐.. Read more
Thereโs a quiet pressure many leaders carry: the belief that they must always know.Know whatโs coming. Know what to do. Know how to fix it. Iโve felt that pressure myselfโespecially in rooms where expectations are high and ambiguity is even higher. ๐ฉ๐๐ ๐๐๐๐โ๐ ๐๐๐ ๐๐๐๐๐ ๐ฐโ๐๐ ๐๐๐๐ ๐๐ ๐๐๐๐๐๐๐: ๐ช๐๐๐๐๐๐๐๐ ๐๐ ๐๐๐๐. ๐ฉ๐๐ ๐๐๐๐๐๐๐ ๐๐ ๐ ๐๐๐๐๐๐. As a leader,.. Read more
Iโve spent a fair share of my career leading technology deliveryโdriving outcomes, building systems, and managing teams. But whatโs stayed with me the most? Itโs not the code or the timelines. Itโs the people. ๐๐ฏ๐ฅ ๐ธ๐ฉ๐ข๐ต ๐ต๐ณ๐ถ๐ญ๐บ ๐ด๐ต๐ข๐ฏ๐ฅ๐ด ๐ฐ๐ถ๐ต ๐ฐ๐ท๐ฆ๐ณ ๐ต๐ช๐ฎ๐ฆ ๐ช๐ด ๐ต๐ฉ๐ช๐ด: ๐๐ฆ๐ฐ๐ฑ๐ญ๐ฆ ๐ฏ๐ฆ๐ฆ๐ฅ ๐ต๐ฐ ๐ฃ๐ฆ ๐ด๐ฆ๐ฆ๐ฏ ๐ฃ๐ฆ๐ง๐ฐ๐ณ๐ฆ ๐ต๐ฉ๐ฆ๐บ ๐ค๐ข๐ฏ ๐จ๐ณ๐ฐ๐ธ. This realization is what gradually pulled me into.. Read more
In the early years of my career, I equated leadership with speed.Quick decisions. Fast responses. Constant movement. I believed the leaderโs job was to always have a solution ready and push the team forward with energy. ๐ฉ๐๐ ๐๐๐๐ ๐๐๐๐โ๐๐๐ ๐๐๐๐๐๐๐๐๐๐ ๐๐๐๐๐๐๐ ๐๐๐๐๐๐๐ ๐๐๐๐๐๐๐ ๐ ๐๐๐๐๐๐๐๐๐โ๐ฐ ๐๐๐๐๐๐๐ ๐ ๐ ๐๐๐๐๐๐๐๐ ๐๐๐๐๐๐: ๐ผ๐๐๐๐๐๐ ๐๐๐ ๐๐ ๐๐๐๐๐๐๐๐๐๐, ๐๐๐ ๐๐ ๐๐๐ ๐๐๐๐.When things are slipping, stakeholders.. Read more
Letโs go back to J.R.D. Tata, one of Indiaโs most visionary leaders, who shaped the Tata Group into a global powerhouse. But what truly set him apart wasnโt just his business acumenโit was his empathy and people-first approach. In an era when industrialization was synonymous with hard-nosed leadership, J.R.D. Tata pioneered a different approach. He focused not just on growing.. Read more
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