MUMBAI: India's young leaders have passion, enthusiasm and are more intense than young leaders in many other countries, said Phil Young, corporate education consultant and former professor of economics andfinance at Pace University in New York, on the sidelines of a three-day micro-MBA program for senior corporates organised by ThinkEducation. Excerpts of an interview:
What training have needs emerged in India due to the financial slowdown?
One of most important things is to get people to work together in teams. The challenge is, when you are working in companies, to team up together. Sometimes highly technical people do not have the opportunity to develop their business acumen and also team-building skills. I have created a business simulation to train professionals in these aspects of team building, leadership and business acumen.
What are your views on quality of young leadership in India?
I see huge potential and opportunity for the young leaders in India. There is a tremendous amount of passion and enthusiasm that goes along with their knowledge and qualification. There are lot of young people, who in my opinion, have a lot of experience because they have been given opportunities to jobs that are more responsible. The passion that they have is a little different and more intense than in other countries. I am very optimistic about the potential (of young leaders in India).
What are the team building challenges faced by companies?
One thing is tending to look more narrowly at what individual does rather than looking at the bigger picture of what are the overall goals of the company or for the division (department). And, if people can be more aware of the overall objective and getting the bigger picture of what companies' overall challenges are and how they can fit in (it will help in team building). I see the same problem in the US. The more you can help people to understand where they fit in, the more they will come to work in teams.
Another aspect is that Indian management tends to be somewhat hierarchal and more traditional. It has its place and is good. But I think things are moving so fast - like technology - that seniority is not necessarily the basis for being the person who makes the key decisions. I think, as the more senior people realise this they will come to respect knowledge no matter in what age. In the US, I think, by default the older generation has come to realise that the younger people know so much more about technology and that you manage not so much by what you know but how much you can rely on choosing the right people who you know.