Page 4 - Gopalakrishnan

Are we really smarter than our peers?

We don't always know what we think we know

Creating a SHE company

The book is replete with examples of the twin benefits of humility of ignorance and curiosity from passion

In search of CEO excellence

The theme of this book follows in the genre of several books like the Lessons of Excellence by Tom Peters and Bob Waterman - both also, coincidentally, McKinsey consultants

Narcissus in the boardroom

Media encomiums and the feeling of self-importance are shimmering mirages in the desert of self-delusion

When the spiritual and the material combine

Godmen, like Russian oligarchs, have a cathartic effect on sound lending principles and sustainable enterprise building

Dimensions of leadership

The subject of leadership permits opposite conclusions to be drawn from the same observations and data

What it takes to love a corporation

There will be a debate among strategists and entrepreneurs about whether Tata Sons has been wise to acquire Air India

Companies need more neeti, less niyam

The key lies in training and aligning directors about the behavioural aspects of governance, not only about the laws

Good governance despite differences

Governance is perceived as an abstruse and technical subject, connecting the three dots of accounting, legal, and regulatory

Leaders should be changed periodically

When leaders linger long, warning signals of reduced effectiveness begin, often increasing in intensity

Leading in a crisis

Denial of a mistake is a terribly diminishing action. The fact that many leaders rarely admit to their mistakes is no excuse for not doing so

How social context influences human behaviour

Many crises are leadership failures rather than technical ones. Leaders focus so intently on an agenda that they fail to factor in their team's social context

Why managers must be coaches too

Ruchira Chaudhary places the burden of coaching, not on her ilk, but on operating managers. That is a laudable aim.

Legality versus morality

Law and morality are often not aligned. Apart from regulations, we must consider the difficult perspective of character versus morality by exploring "behavioural corporate governance"

Why our brain resists diversity

Although the brain resists variation, in contrast, variation is at the core of evolution and life forms

When CEO and board marriages fail

Boards and remuneration committees hesitate to engage with the behavioural and soft aspects of CEO appraisal. This is one important reason for such marriages failing

The gyroscope of corporate governance

Lessons from political governance are instructive even for corporations

The emerging future role of boards

Management needs new ways of thinking to make companies survive and grow for the long term, and to be sustainable companies in every sense of the word

Prodrome of a governance crisis - behaviour

Regulators and board directors should be sensitive to advance signals, usually manifested through behavioural aberrations before the failure

Myrmidons around the CEO

When you think of celebrities - CEOs, ministers, bureaucrats, actors and sportsmen - you note that they have a swarm of myrmidons around them