Suite Talk
Get into the boss's head
Girija Pande
Chairman
Tata Consultancy Services (TCS) Asia Pacific
Define your leadership style
As part of the senior management at TCS, my leadership style includes hosting sessions, not only to review operations in various departments and countries under my purview, but to ask and understand the challenges my employees face in meeting their goals.
How does that differentiate you from other leaders?
I feel a deep sense of connectedness to the company having spent many years in the Asia Pacific region and in Singapore, Korea and Hong Kong. I often get involved with processes alongside my employees because I believe in being more than a leader to my staff. It is important to understand the challenges my employees face in meeting their goals, so I can not only guide them, but listen to them.
How do you groom your managers?
A cohesive team with a common goal is crucial to success. As a leader, teacher and guide, I believe in guiding employees towards fulfilling the company's mission. I spend the time and effort to coach their teams and motivating them to re-think their actions to come up with more effective solutions to common problems. I also ask for the opinion of their team and listen to the people on the ground before enforcing decisions.
Why is this personal touch important?
This is a meaningful way in which leaders can connect with their employees, share their knowledge and experience and it reflects that the company is committed to providing them with the guidance to develop their skills and talents.
How do you balance business and talent issues?
Striking a balance between the two opposites ultimately contributes to improving organisational success and performance. Yet more importantly, it reinforces a commitment towards talent management and conveys the perspective that every individual, regardless of their position, has a part to play in the growth of the company.
What have you tasked your senior management team to achieve?
Collectively, the management is working on creating an action plan that can bridge the distances that affect collaboration across departments or geographical divides, so TCS can foster greater cohesiveness and become a truly great company to work for.
How do you recognise top performers?
I have implemented an innovative recognition scheme which rewards employees for their performance in various categories, so each employee gets the recognition they duly deserve. This scheme includes long-service awards, early confirmations for new employees and performance-based annual increments. Training programmes are also provided according to our employees' needs to ensure that they are on a constant learning curve.
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