Ravi Bhuthapuri

In my last two posts, I wrote about how we, as leaders, when dealing with a crisis, can focus on ourselves and our team. In a crisis, leaders have a larger role to play in the context of their organization, their clients and their industry. Leaders will attend to the present, first and foremost; when […]

In my previous post, I wrote about how we, as leaders dealing with a crisis, can start with focusing on ourselves. When we have started to take care of ourselves, we can and should turn our attention towards our team. The expectations placed on our team will not change, but what will change are their

The COVID-19 pandemic is here and it is not expected to go away soon. As leaders managing a crisis, we have a critical role to play – our team members will have anxieties and look to us for direction and assurances and what we do and say will have a huge effect on them. But

Through the ages, the succinct exhortation, “know thyself” has been a mainstay of several cultures. From the Upanishads to Socrates to Sufism, the seeking of self-knowledge has been recognized as a crucial first step in a person’s journey towards wisdom and peace. In the context of leadership and learning, “know thyself” has a slightly different

In the 90s, in New Jersey, I was confident that my résumé effectively reflected my meagre experience and skills in technology. Until it landed on the desk of a senior Chinese-American manager, my colleague in a large staffing company. She called me to her desk and without wasting any time, told me, “Ravi, no one

Metaphors, a figure of speech, are a powerful way of communicating our thoughts and ideas. We denounce an unfair comment as “a low blow” and a flimsy plan or weak organization as “a house of cards”. We are in the doldrums if depressed and in Siberia if sitting at the worst table in a restaurant.

It will come as no surprise to anyone that all leaders want capable and dedicated team members. We are delighted when some of our team members turn out to be star performers. These are the men and women who need very little motivation from us and almost no hand-holding to get things done. We laud

When I worked in the IT industry, I often advised my Project Managers to avoid leading with “I’m sorry” when fielding complaints from our clients. I would ask them to respond first with words of understanding and a promise to look into the issue immediately. “If after a little investigation, you discover that a problem

For several years now, the mantra of innovation-hungry tech start-ups has been “fail fast, fail often, fail early”. Implicit in this philosophy is the assumption that the company will learn from its mistakes and plough back the lessons it learns into the next iteration of its product or service. Innumerable management gurus and coaches tell