‘Astute leaders know when to lead, and when to step back and let others lead’

How do you see leadership evolving in the next 3-5 years in your industry?

Companies that wish to be known as future ready, look for a winning combination of emotional intelligence, adaptability, and perspective in leaders. And in turn, leaders expect work to develop, cultivate and reward to ultimately fulfil their purpose.

By possessing a growth mindset, they should be adaptable learners with a curiosity that makes them capable of pivoting and making quick decisions. And most importantly, as we mention through our mantra of ‘Customer first, employee always’, they should own an ‘external-in’ perspective mirroring their stakeholders—employees and customers alike. Our OnetasticTM Philosophy is one that states that the winning formula is to build a workplace that respects differences, celebrates similarities, and believes in being together.

What attributes of leaders inspire you?

Like billions of cricket fans worldwide, I have been inspired by MS Dhoni.

Investing in character and not just skills is something worth experimenting. Most skills can be taught, character develops organically and with consistent actions. The experiences of an individual are crucial in helping them shape who they will be in the future. Astute leaders know when to lead, and when to step back and let others lead.

How Dhoni approached defeat was eye-opening. Always moving on quickly from setbacks and focusing on what is possible—this is a distinguished trait for any leader who wants to grow.

How is HDFC ERGO preparing for the challenges ahead and how are you preparing leaders to take those challenges head on?

Our leadership development interventions exist in different forms across the hierarchy pyramid. Grow with HDFC ERGO is for everyone in the organisation. The interventions are inclusive, spreading across bands and demographics. Through this, we are able to cater to each and every cohort at HDFC ERGO. The programs associated with these interventions feed into each other, enabling each of them to be a blended learning experience through internal and external inputs. The success of one initiative or batch predicts that of others. We believe in the ‘Last Mile First’ approach, and the potential of leadership to translate into reality in any of us.

What is the one leadership challenge that you see at HDFC ERGO which will require a relatively more rigorous preparation?

We are on the cusp of something amazing and see it as a great opportunity rather than a challenge. Given our scale and positioning in the industry, HDFC ERGO has become ground zero for grooming leaders of tomorrow. Inclusive development will become the differentiator as we move ahead.

Can you share some examples of how leadership at any level at HDFC ERGO has enabled you to create a high trust-high engagement impact?

I will mention a few that are very close to my heart. For our People Managers, we have Pivot+, a program which enables leadership pipeline managers to create a culture of high trust and high performance in their teams by focusing on habits. 

Others like My 2.0 and ILDP have become very rewarding as participants have loved them. As leadership succession planning with identified successors takes shape, bringing to life the mantra of the ‘Future is Now’ is becoming a reality.

Tell us about some unique leadership development practices at HDFC ERGO.

Our journey of diversity leadership is quite interesting. For us, diversity is not an endeavour, it is an emotion.

The insurance industry is welcoming to talent of all forms and the results of having a diverse workforce are visible across industries. On behalf of everyone who works towards it, I am happy to mention that our diversity programs are creating sustainable ecosystems of growth for our future women leaders. 

This is best displayed in the collaborative design between WeLead and Winspiration where certified participants of one program become the mentoring champions of the other. Not only do we groom our leaders, but also create a culture of consistency, as they in turn groom leader aspirants.

How do you evaluate your investments in leadership development? As an HR leader, how are you planning to develop leaders at scale and retain your reputation as a Leadership Factory?

There are multiple analytical touchpoints for measuring and evaluating our leadership programs through pre and post surveys, action plans and more.

We consider it a worthy goal to ensure that our employees are critical thinkers, and we enable them in their journey. There is a constant need to track their progress to showcase improvement. This leads to ensuring that each initiative measures tangible outcomes with expected delivery as per given timeframes.

There are defined standards of success which are in focus, and by measuring these milestones, we are able to determine that our programs are effectively designed to close knowledge gaps. I believe that as we keep on refining and enriching our existing programs, we will remain a Leadership Factory for a long time to come.

How does HDFC ERGO demonstrate its commitment to leadership development?

Dynamism is one of our core values and by enabling individuals across all levels to be a part of their own customised developmental paths, we reinforce the importance of such programs by ensuring that the senior management is involved closely in design and execution. Having the senior management as part of decision making and taking their inputs to formalise the leadership development plan, has enabled a holistic view of how the growth of leaders at HDFC ERGO is determined. Going beyond the design of the program, the senior leadership team at HDFC ERGO is actively involved in the leadership development programs and spend time with future leaders as facilitators and coaches. 
This ensures a rich knowledge-based dialogue among the participants and program leaders. The Masterclass series invites colleagues to learn from the best across the world.

What is the role of DEI in your leadership journey at HDFC ERGO?

Commitment to nurturing a diverse world is a step towards making a better world. Through programs like WeLead and Winspiration, we focussed on going beyond just creating a diverse working environment; and started looking to create role models for women colleagues to look up to, as we enable our diversity leadership pipeline.

Besides setting the ground for an outstanding set of future women leaders, WeLead has inspired women at HDFC ERGO to dream big and reinforce their trust in the organisation. It is a program where aspiration meets direction.

Tell us about your personal leadership journey.

My journey has been defined by perseverance, resilience, and imagination. In my pursuit to become an inclusive professional, I permitted myself to challenge my own biases and grow my cultural intelligence and awareness. As mentioned previously, I take everything as a great opportunity, and that is what led me to HDFC ERGO. The people, teams, and organisations that I have worked with and the experiences I have had collectively, continuously shape me as a person.

How did you learn to be a leader?

Coaching has worked immensely to shape me as an individual. If you were to divide my life into two different phases, it would be before and after coaching.

Becoming a coach has been one of the best investments I have made in my professional journey.

What advice would you give young professionals aspiring to be a leader like you?

Be yourself. There is only one YOU.