Sreeja V
@Wordsmith · 1:29
Communicate, respect and empower: In conversation with Krishnakant Jha, CEO Biomass India
He has held various leadership roles in management consulting and government administration and has worked with KPMG, Ernst and Young UMDP Government of India and several state government agencies. Mr. Jah is a science graduate and holds an MBA in Rural Management from Ex Ranchi. Welcome, Mr. Ja. Thank you so much for taking the time to have this conversation around leadership with us. Let me start off by asking you have led teams across diverse industries over three decades
krishnakant jha
@kkjha123 · 2:28
So I follow this type of this style of leadership and in leadership the main issue is communication, how you communicate, give respect to your team members, recognize them so they feel important and once they feel important dig, they give their best. And then you support the team members in all difficult situations to come to a conclusion, to give a solution to the problem. So that is my style of leadership and this leadership tenet I follow. Thank you
Sreeja V
@Wordsmith · 0:14
We see a lot of young entrepreneurs and founders helming startups and driving their teams towards a vision. What would be your word of advice to them as they motivate their teams to go all out?
krishnakant jha
@kkjha123 · 3:51
So even if money is given by others you have to treat it as your own money. So the value for money each pesa pesa there has to be accounting for that so you should not waste money. So that is advice number. Two. The third is your again for your business development here I give importance to customer handling. A satisfied customer will bring more number of customers. So when we go and scale up normally we forget the initial customers and we don't focus on customer handling
Sreeja V
@Wordsmith · 1:02
But yes, it does definitely make sense to sort of factor in these aspects right at the onset, especially with startups. So thank you for that insight. My next question is often successful leaders become larger than their roles, leading to a lot of dependencies and sometimes in their absence, decisionmaking comes to a total halt. How are these situations to be addressed?
Swell Team
@Swell · 0:15
krishnakant jha
@kkjha123 · 3:38
So they know each and everything and they can support the continuance of the activity. So I follow this approach so that one man is not everything. So in organization you have a second team. So succession team is ready, their capacity is built, they can lead if any required in absence of the top leader. Thank you