10 December 2019

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The CEO Diary

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By Ajay Wahi

As a CEO, you need to be a thinker and a strategist, with your feet on the ground and your mind reaching for the sky. Your effectiveness as a CEO, however, will depend upon your ability to identify and understand the ground realities of your business.

If you were asked, as the CEO of a SME, to identify the one ground reality, the single issue by which your company may grow or fall, you will probably pick staff retention as that issue. Since a SME is not typically a big brand, employees tend to jump ship into a branded organisation at the very first instance.

So how can you handle this ground reality?  The answer is: By being ONE of THEM. History has proved over and over again that the most effective leaders were those who intermingled well with their teams.

CEOs can broadly be classified into two types. One, where the CEO leads by remote control: s/he is confined mostly to his /her room including conducting meetings there, and generally prefers to interact only with his/her direct reports. The other type of CEO moves out of his/her office, and interacts with people across the organisation at all levels.

Each approach has its pros and cons and as CEO you would know which approach works best for you.However, I would suggest that if you are heading a SME, it would be worth your while to follow the latter approach.

Think of yourself as one of THE teaM – in short, one of THEM. So mingle with them. Don’t always call them to your room; instead, go and meet people at their workstations. Pat them on the back. Speak their language, and that need not necessarily mean English. Mix with them at lunch and tea sessions. Take a walk after lunch - it’s healthy too! Eat in the same hall as they do. Get your own coffee from the same machine as they do. The list can go on and on.

The most practical method to convey to your team that you are ONE OF THEM is to be with them where it matters the most. And what matters most to employees is guidance that helps them succeed at their jobs. Obviously, you can only demonstrate that you are part of the team if you are with them on the job itself.

We had a sales force with some juniors who had been trained on how to sell, make a presentation, negotiate and so on, but had never received any guidance after their initial training. The then CEO believed in a hands-off policy, where he kept his interactions with the team to a minimum.

When I took on the responsibility of heading this organisation, as part of my effort to get to know the entire team, I met the sales team and spent some time understanding what they had done in the past one year.

These interactions made me realise that they had not been mentored, were disgruntled with their work, and were getting discouraged with their jobs. I conducted several intensive discussions with them, sharing some ideas on what could have been done differently. This was the first step towards building a rapport with them and being one of THEM.

The next step, which was a revolutionary one in their eyes, was actually to go out into the field with them, meet clients, and give them real-time feedback on what they did right, and what they could improve upon at each sales call. In some cases, I made the sales pitch myself while the salesperson accompanied me to learn how it was done. The immediate result of these efforts was to significantly improve their performance, but the longer lasting result was that they wanted to stay on in the company and do more – all because they had built a relationship with me as we had worked together. Esentially, they saw me as ONE of THEM.

Being ONE of THEM has two advantages for the CEO: firstly, as your brain becomes more attuned to your employees, the chemistry triggers off ideas to motivate, develop and retain your team. Secondly, the more YOU are one of THEM, the faster the warmth of the CEO spreads across the company, making employees feel secure and respected. The employee feels ‘I am not a lone individual, but part of something bigger’.


Being one of them requires sustained effort, and it may be a while before you get the full flavor of success. You must protect against being taken for granted by people of your organisation. They must still respect your designation and what you stand for.

What Is In It For Me  
Employees feel connected to the organization and want to stay on. Also, they are motivated to give of their best, maximising productivity and performance
 When you are close to employees, your feet will be on the ground, which will help you move faster towards the sky

About the Author

Mr. Ajay Wahi has got two and half decades of all-round exeprience in all areas of organisation functioning like general management, sales and marketing , finance, HR, software development, brand building, team work etc.

He has been working for SMEs  for the last 15 years. With all this experience , the author has managed to fast-track the growth of all the SMEs he has worked for. It is these experiences which he has put in this book: and the award for BEST SME of year goes to… Mr. Wahi shares the insights of his book in a series of columns through Small Enterprise India.com

Also read

And the Award for BEST SME of the Year Goes to...Ajay Wahi!

The book is available directly from author. You can contact the author at-   This e-mail address is being protected from spambots. You need JavaScript enabled to view it .

Last Updated ( Thursday, 13 January 2011 13:14 )  

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