Transform your Azure Ecosystem with AIOps to Increase Operational Efficiency

The cloud is now a primary place for SMEs and other large enterprises, and Microsoft’s Azure is considered one of the preferred IaaS and PaaS services for most business organizations.

As Artificial Intelligence and Machine Learning are changing the digital way of life, AIOps is set to uplift cloud services and make operations easy for the IT industry. It provides users with a broader range of benefits, including better customer experience, service quality assurance, and productivity boost.

Why Does Your Organization Need AIOps With Microsoft Azure Ecosystem

As cloud usage is in high demand, businesses are facing problems in managing their cloud infrastructure. AIOps for Azure provides better efficiency with the help of AI-driven software, ensuring smoother operations.

By executing AI operations and ML on Microsoft Azure, organizations can be benefited in many ways. Some of these are:

Efficient and Cost-Effective Infrastructure

Microsoft Azure helps lower the overall cost of a business when enabled with AIOPs and MLOps. AI and ML help make Azure cloud a better choice for Machine Learning Operations and Artificial Intelligence Operations.

Edge Computing

Edge processing aims to bring data resources closer to the users, thus improving the overall performance of the cloud infrastructure. It also helps reduce cost and increase processing capacity simultaneously.

Pre-Trained Machine Learning Models

The Microsoft Azure Platform offers pre-trained models. These can be used for a custom model for tailor-made processing of the company’s workloads. Many ML programs can be used as models through MicrosoftML for Python and MicrosoftML for R for various functions.

Manage Your Azure Infrastructure Easily With AIOps

Microsoft Azure is a reliable cloud service that manages data efficiently. As the cloud is always increasing and becomes complex as each day passes, it needs more developers and engineers to make it stable. It can become quite easy to remain at par with the constantly evolving cloud if there were a solution to make data-based decisions automatically.

Not only will this save a lot of time for the resources of your organization, but also make the process more efficient. AIOps and machine learning help streamline the process and assist engineers in taking actions based on the insights from the existing data.

AIOps is based on self-monitoring and requires no human intervention. Automation of services ensures improved service quality, reliability, availability, and performance.

Azure cloud professionals are no longer required to investigate the repeated process and manually operate the infrastructure. Instead, they use AI and ML engineering. AI operations can work independently, and human resources can utilize their time to focus on solving bigger problems and building new functions.

Design Your Own Growth Path by Systemizing Your Operations With AIOps

The AIOps framework can contribute in several ways. The major elements are explained below.

  • Extensive and Diversified IT Data: AIOps is predicted to bring together data from IT operations management and IT service management. Bringing data from different sources helps accelerate root cause identification of a problem and enables automation simultaneously.
  • Big Data Platform: The center of an AIOps platform is big data. As data is collected from different sources, it is required to be compiled together to support next-level analytics. AIOps aggregates big data and makes it accessible to be used in real-time.
  • Machine Learning: Analysing big data is not possible by humans alone. ML automates and analyzes new and diversified data with a speed that is unachievable without the AIOps framework.
  • Observation: It is the emerging of the traditional ITO domain and other non-ITOM data to enable new models and correlations. The combination of AIOps with real-time processing makes root cause identification easier.
  • Engagement: The traditional domain offers bi-directional communication to support data analysis and, thus, auto-creates documentation for audit while maintaining compliance. AIOps help in cognitive classification with routing and intelligence along with user touchpoints.
  • Act: This is the final stop for the AIOps strategy. It provides the codification of human knowledge into automation. It helps automate analysis, workflow, and documentation for further actions.

What’s Does the Future Have in Store for IT Operations?

Artificial Intelligence for IT operations is bringing a continuous change in the cloud business. In no time, adopting the AIOps way will become a necessity.

  • Accelerate Digital Transformation: Sooner than later, businesses will be able to offer data-driven experiences with the help of AIOps. It won’t be a hassle to migrate systems after systems, as most of the monotonous work will be handled by automated systems. This way, businesses can easily transform digitally to remain relevant
  • Solutions to Various Challenges: Often, when humans spend time performing basic calculations, a lot of time and energy is wasted. Moreover, there is always a chance of human error. Empowering developers with actionable insights, AIOps will make solving problems hassle-free, replacing many traditional monitoring tools
  • Finding Issues Automatically: A faster and more efficient way to improve customer satisfaction involves ensuring that there are no problems with your service or product. However, this can be challenging. With AIOps solutions, identifying issues and mitigating them will be a cakewalk. It will play an essential role in troubleshooting workloads and understanding and predicting customer needs in the current competitive environment, eliminating the need for having a dedicated team of resources to solve simple issues.

How Does AIOps Transform a Business?

1. Digitization of Routine Practices

The AIOps architecture helps digitize routine practices, like user requests, while processing and fulfilling them automatically. It can even evaluate whether an alert requires action and if all the supporting data is under normal parameters.

2. Recognizing Serious Issues Faster and More Accurately

There are chances of human error while looking out for threats. This may lead to an unusual download being ignored. AIOps tools tackle can solve this problem easily. It can run an antimalware function through the system, automatically and when required.

3. AIOps Streamline the Interactions Between Data Center Groups and Various Teams

AIOps shares all the relevant data with each IT group and provides the operations team with what they require. Manually meeting and sending data is no more required, as AIOps monitors data for each team to streamline the interactions between all groups.

Conclusion

With the help of Microsoft Azure, the value of companies associated with this ecosystem is scaling in an upward direction. To conclude, it can be rightly said that AIOps is the infusion of AI into cloud technology. When properly implemented, AIOps can help reduce time and attention on the IT staff of an organization.

AIOps open-source tools allow Azure cloud professionals to observe multiple systems and resources. With better ML capabilities, it can enable software to find the root cause of a problem and accelerate troubleshooting by providing the right remedies for all unusual issues of an IT organization running on Microsoft Azure.

Intrinsic Employee Motivation Translates to Corporate Success

Highly motivated and engaged employees contribute significantly to corporate success. It is not an easy task for an organization to keep their employees always motivated and focused around a common purpose, especially their remote workforce. You need to create an environment where the employees’ motivation to do their best job comes from within them, DAILY. Easier said than done! Here some factors that make employee motivation a habit.

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Motivation is of two types – Intrinsic and Extrinsic.

  • Intrinsic motivation is when you engage in a specific activity due to a genuine interest in the activity.  When you ask such people why they do it, they would reply “because I like it”, “because it is fun”. It is prompted by their internal desires to learn, explore, and actualize their potential. Most of our hobbies, artistic pursuits, and passion projects are driven by internal motivations. Intrinsic motivation satisfies you emotionally. Apart from driving our creative pursuits, this type of motivation also drives our social and work-related behaviors.
  • Extrinsic motivation is when you engage in an activity because of the external benefits you obtain by accomplishing it like money, credits, etc. Extrinsic motivation is behaviors prompted by a promise of some external reward such as praise, financial gains, or recognition. Traditionally, extrinsic motivation is placed at the core of most employee engagement strategies such as performance bonuses, ‘employee of the month’ programs, cross-department competitions, and so on. Extrinsic motivation creates a conditional atmosphere where employees are made to perform for the benefits they get, and the corporate culture becomes unhealthy. It leads to a point where people stop doing things for the sake of pleasure and only pursue reward-driven actions.

Following is the Job Characteristics Theory (JCT) developed by Hackman and Oldham that depicts what/how internal/external factors affect a job’s output.

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Let us see which factors drive an intrinsically motivated environment that is genuinely helpful to the individual as well as the organization.

1. Fitment of work/skill – The core of intrinsic motivation starts from the day you join work or even before that. Skill mismatch or wrong fitment in the job could be a great drain on an employee’s morale. So, extreme care must be taken during the recruitment phase itself so that wastages such as skill, time, money, effort, etc. can be avoided. Just filling up a job in haste for the sake of doing does not solve any purpose and will have a nose-dive effect on the employee’s career and the organization’s brand.

2. Work identity and significance – The importance of your job and the degree to which an employee can see how their daily actions contribute to the final outcomes mean a lot. The very feeling that “I am doing an impactful job” and “My work yields result in a meaningful way” can be a great employee motivational factor.

3. Feedback – Am I doing a good job? I know I do a good job but is anybody noticing it!?  As social animals, we humans cannot survive without validation. More so in a job. When an employee is adding value, it becomes imperative for a manager to TELL THEM THAT. I would even say that the manager owes this to their reportees. Honest, meaningful, and constructive feedback is great for intrinsic motivation. It is an explicit action of showing “Hey, I care for you”.

Do not save your feedback for year-end or mid-year appraisals. Feedback should be continuous so that there are no surprises or anguishes at a crucial juncture of the job.

An American analytics and advisory company emphasizes that only 47% of employees received some feedback from their manager and just 26% agree that the provided feedback was helpful for them. This points to a problematic trend. Regular feedback is key to amplifying both types of motivation — intrinsic and extrinsic.

4. Micromanagement tendencies – Micromanagement is passé. Managers should be aware if they are unknowingly practicing it! It demotivates employees and makes them lose their self-confidence. A mind works freely when it is not policed. As much as 73% of employees admit that micromanagement undermines their ability to do their job well, makes them miserable, and ultimately — disengaged. To foster intrinsically driven behavior, a manager must let people find their own way under a nurtured guidance and not a dictatorship.

5. Boredom – Mundane and repetitive tasks kill a person’s creativity, progression, and zeal to contribute. Boredom is a major productivity killer. When anyone feels that they are constantly engaged in menial, repetitive work, they are unlikely to find internal motivators for doing it better. So, it is a manager’s job to juggle the team’s responsibilities often.

6. Open door policy – Get transparent with your employees. Meet them more often through town halls or even virtual meetings. Tell them how the company has performed recently, how the company is seen in the market, how your market size has grown, etc. These leadership interactions are significant drivers of intrinsic motivation. When people clearly understand how their actions contribute to the big picture, they are far more inclined to do their best work without expecting any tangible rewards in return.

Unilever, for example, publicly reports on its progress to offsetting its carbon footprint. HubSpot has a culture of ‘radical transparency’. Such an open-door policy helps the leadership stay accountable for their decisions and defend them in front of employees who don’t understand and/or agree with them.

To conclude, you can see, both intrinsic and extrinsic motivation play their part in terms of effectiveness. But extrinsic factors’ effectiveness wears off over time if leveraged too often. On the other hand, intrinsic motivation can help maintain higher levels of satisfaction among your workforce for longer. Yet, getting it right requires implementing a wider range of cultural and organizational shifts. A successful company or leadership should work towards this for sustainable employability.

References

About the Author –

Rajeswari S

Rajeswari is part of the Presales team at GAVS. She has been involved in technical and creative content development for the past 13 years. She is passionate about music and writing and spends her free time watching movies or going for a highway drive.

Site Reliability Engineering

Vasu

Vasudevan Gopalan

Software engineering is akin to having children; the labor before birth is painful, and the labor after birth is where we dedicate most of our efforts😊.

Software engineering as a discipline spends more time talking about the first period, but research clearly suggests that 40-90% of the costs are incurred after the birth of the systems. These costs are incurred to keep the platforms reliable.

Why should platforms be reliable? Because the average consumer demands speed, convenience, and reliability from every digital experience. While availability focuses on the platform’s operational quotient, reliability focuses on the platform’s useful quotient.

Site Reliability Engineering is a practice and cultural shift towards creating a robust IT operations process that would instill stability, high performance, and scalability to the production environment.

Reliability is the most fundamental feature of any product; a system is not useful if nobody can use it!

Site Reliability Engineers (SREs) are engineers – applying the principles of computer science and engineering to the design and development of computing systems, generally large, distributed ones. As Ben Treynor Sloss of Google states – SRE is what happens when a software engineer is tasked with what used to be called operations. Automation, Self-healing, Scalability, Resilient – these characteristics become mainstream.

An SRE function is run by IT operational specialists who code. These specialist engineers implement a software-first approach to automate IT operations and preempt failures. They apply cutting-edge software practices to integrated Dev and Ops on a single platform and execute test codes across the continuous environment. They possess advanced software skills, including DNS Configuration, remediating server, network, and infrastructure problems, and fixing application glitches.

The software approach codifies every aspect of IT operations to build resilience within infrastructure and applications. Thus, changes are managed via version control tools and checked for issues leveraging test frameworks, while following the principle of observability.

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The Principle of Error Budget

SRE engineers verify the code quality of changes in the application by asking the development team to produce evidence via automated test results. SRE managers can fix Service Level Objectives (SLOs) to gauge the performance of changes in the application. They should set a threshold for permissible minimum application downtime, also known as Error Budget. If the downtime during changes in the application is within the scale of the Error Budget, then SRE teams can approve it. If not, then the changes should be rolled back for improvements to fall within the Error Budget formula.

Error Budgets tend to bring balance between SRE and application development by mitigating risks. An Error Budget is unaffected until the system availability falls within the SLO. The Error Budget can always be adjusted by managing the SLOs or enhancing the IT operability. The ultimate goal remains application reliability and scalability.

DevOps and SRE

We know that DevOps is all about culturally combining development and operations. While DevOps dwells on what needs to be done for this, SRE focuses on how it must be done.

DevOps brings the traditionally separate teams of development and operations under one roof to improve upon collaboration, communication, integration, and software releases. This is accomplished by the focus on end-to-end automation of builds and deployments as well as effectively managing the entire infrastructure as code.

SRE is a discipline that incorporates the various aspects of software development and applies it to issues and tasks in IT operations specifically. The main objective of SRE is to develop a highly reliable and ultra-scalable software application or system. The prime focus is to completely automate (if not all) the tasks to ensure reliability in the systems. The ‘relentless’ pursuit of automation in SRE helps brands eliminate manual work, giving developers more time to innovate and create.

Also, in comparison to DevOps, SRE provides a good set of detailed steps in each part of the framework to reach a particular goal.

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While DevOps and SRE sound like they are on opposite sides of the spectrum, both approaches share the same end goals.

  • To make incremental changes fast and efficiently
  • To reduce the number of organization silos
  • To have a flexible, open-minded, and adaptable working culture
  • Use automation wherever possible
  • To monitor performance and improve when necessary

Just to slightly go back in time. In the old school /era of system administrators – Sysadmin was mostly assembling existing software components and deploying them to work together to produce a service. As the system grows in complexity and traffic volume, the need to have a larger sysadmin team comes into force, thereby increasing both direct and indirect (differences with the dev team in terms of culture, background, skill set, goals, etc.) costs to the organization. While the Dev team would want to launch new features etc., the ops team wants to maintain the status quo, to ensure service continuity. Hence, the two teams’ goals are fundamentally in tension.

Toil is mundane, repetitive operational work providing no enduring value, which scales linearly with service growth. Taking humans out of the release process can paradoxically reduce SRE’s toil while increasing system reliability.

SRE – Google’s approach to Service Management

SRE is what happens when we ask a software engineer to design an operations team, the common aptitude being developing software systems to solve complex problems. Motivated by “as a software engineer, this is how I would want to invest my time to accomplish a set of repetitive tasks.”

SRE teams generally have 50-60% of regular software engineers, other 40-50% being near software engineers who come with rarer skills like Uni system internals, networking expertise, etc.

SRE teams should focus on engineering, to avoid the fate of linear scaling up of the team. SREs, ensure that service “runs and repairs itself”. SREs typically should spend only 50% on ops work, remaining time on coding for the project itself.

Where to start?

Organizations must identify change agents who would create and promote a culture of maximum system availability. They can champion this change by practicing the principle of observability, where monitoring is a subset. Observability essentially requires engineering teams to be vigilant of common and complex problems hindering the attendance of reliability and scalability in the application. See the principles of observability below:

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Tenets of SRE

For a given service, ensuring Availability, Latency, Performance, Efficiency, Change management, Monitoring, Emergency response, Capacity planning, etc.

Google operates a “blame-free postmortem culture”, with the goal of exposing faults and applying engineering to fix these faults, rather than avoiding or minimizing them.

Change Management

Data suggest that ~70% of outages are due to changes in a live system. Remove humans, and automate to achieve the following:

  1. Implement progressive rollouts
  2. Quick and accurate detecting of problems
  3. Roll back of changes safely when problems arise

SRE represents significant break from existing industry best practice for managing large, complicated services.

Benefits of SRE

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No more toiling, organizations should embrace SRE and make their end-customers happy.

References –

About the Author –

Vasu heads the Engineering function for A&P. He is a Digital Transformation leader with ~20 years of IT industry experience spanning Product Engineering, Portfolio Delivery, Large Program Management, etc. Vasu has designed and delivered Open Systems, Core Banking, Web / Mobile Applications, etc. Outside of his professional role, Vasu enjoys playing badminton and is a fitness enthusiast.

Moving Ahead as Managers

Bindu

Bindu Vijayan

When I was recently asked to drive employee experience at GAVS, I thought, what an opportunity to support a group who are deliverers of high-value systems! I have personally seen the Leadership’s wisdom and the passion to drive GAVS forward as a meaningful and purposeful company. This is an opportunity to help deliver fine-tuned responses through earnest feedback.  And thus, started a somewhat ministerial role – listening truly, relating to what is being heard, because we believe there is a huge potential to strengthen bonds.

Operational execution takes place from the Managers, and here at GAVS, the value system is entrenched in the belief that seniors serve the needs of others; the inverse pyramid.  I have seen our CEO, Sumit Ganguli, treating everyone like a Leader, and everyone is given the responsibility to know and understand the company and the business. The earnest attempt is to have employees relate to GAVS, be the best brand ambassadors for the values and culture we stand for. 

Often times, we as Managers are going through the stress from genuinely caring to get everything right and move projects and teams forward along with the company, but it might be a totally different story with the teams we are managing – things aren’t going too well, and even before we realize what is going on, people leave us.

This points us to a need to recalibrate ourselves and our managerial style, and sometimes our self-calibration can have profound implications for the organization.

Was it a single event that had team members leave? It most times isn’t, it is a collection of problems…no quick fixes or silver bullets, but let’s take the medicine, the whole course, that would turn things around. We have all been on both sides and know what it is to open up and give honest feedback, the genuine hope and excitement about change, and as Managers today, we are happy to actually have individuals open up.   

Who am I as a Manager?

Ed Catmull, President, and co-founder of Pixar writes, “We acknowledge we will always have problems, many of them hidden from our view; that we work hard to uncover these problems, even if doing so means making ourselves uncomfortable

As a Manager, let me take a real hard look at myself in the mirror to see what I might be doing wrong.  Why are my team members quitting? How do I lead? Is it through ‘Power’, as in our real inner power to lead with positivity and assertiveness, or is my leadership about ‘force’, where my authority, screaming, bullying, manipulating, sycophancy that drives my team along with me?

Making time for everyone

Let us make time to meet every single person in our team even when we are managing large teams. Scheduling that one crucial hour with each team member is giving them the opportunity to be a reviewer, exchange seats with them, and see it through their eyes.  Keep the agenda for the meeting to speak only about how we can improve managing them, all defenses down.

Demonstrate we see them as our peers, listen…

Listen to everything they have to say, without interrupting. Be a true listener, and promises are to be made and to be kept. The worst thing for us to do is to have that ‘excellent chat’ and go back to the ‘same old’.

Get straight forward feedback from the team and give them immunity for saying it the way it is

Sometimes we need to hear the little harsh truths about ourselves. And the team doesn’t want to see us defensive about our ways of impacting them wrong. We have to hear them out, and everything they want to say, and that’s the first step for them to choose to stay. People should feel safe to talk about things they want as improvements, and to be heard on what is working vs things that are not working.

Don’t wait on actions

Unless commitment is made, there are only promises and hopes, but no plans” – Peter Drucker

I don’t mean there is a magic wand that we can use for everything to turn good overnight. But continuous improvements, by way of small consistent steps, should be visible, and getting everyone involved in it would be a great way to get it right. Everybody wants to see progress.

Here are some toxic traits that call for recalibration;

  • Highly irritable, short-tempered
  • Arrogant, unapproachable
  • Getting defensive about constructive criticism
  • Overtly dominant
  • Belittling other people’s feelings
  • Highly controlling
  • Manipulative

Today, it is interesting to see lots of new-age companies where there are zero hierarchies, employees and leaders are like family. The millennials and the Gen Z are comfortable being who they really are, and we Managers from different demographics must simply jump in and learn from their signature authenticity.

About the Author –

Bindu Vijayan takes care of Employee Experience at GAVS, she works towards creating an environment that’s conducive to passion and make employees feel valued as individuals. She is an avid reader, enjoys music and poetry, and is a devoted mother and a grand-mother. An ardent Kafka fan, she relates to his famous quote, “Don’t bend; don’t water it down; don’t try to make it logical; don’t edit your own soul according to the fashion. Rather, follow your most intense obsessions mercilessly.”

Balancing Management Styles for a Remote Workforce

Ashish Joseph

Operational Paradigm Shift

The pandemic has indeed impelled organizations to rethink the way they approach traditional business operations. The market realigned businesses to adapt to the changing environment and optimize their costs. For the past couple of months, nearly every organization implemented work for home as a mandate. This shift in operations had both highs and lows in terms of productivity. Almost a year into the pandemic, the impacts are yet to be fully understood. The productivity realized from the remote workers, month on month, shaped the policies and led to investments in different tools that aided collaboration between teams. 

Impact on Delivery Centers

Technology companies have been leading the charge towards remote working as many have adopted permanent work from home options for their employees. While identifying cost avenues for optimization, office space allocation and commuting costs are places where redundant operational cash flow can be invested to other areas for scaling.

The availability and speed of internet connections across geographies have aided the transformation of office spaces for better utilization of the budget. Considering the current economy, office spaces are becoming expensive and inefficient. The Annual Survey by JLL Enterprises in 2020 reveals that organizations spend close to $10,000 on global office real estate cost per employee per year on an average. As offices have adopted social distancing policies, the need for more space per employee would result in even higher costs during these pandemic operations. To optimize their budgets, companies have reduced their allocation spaces and introduced regional contractual sub-offices to reduce the commute expenses of their employees in the big cities. 

With this, the notion of a 9-5 job is slowly being depleted and people have been paid based on their function rather than the time they spend at work. The flexibility of working hours while linking their performance to their delivery has seen momentum in terms of productivity per resource. An interesting fact that arose out of this pandemic economy is that the number of remote workers in a country is proportional to the country’s GDP. A work from home survey undertaken by The Economist in 2020 finds that only 11% of work from home jobs can be done in Cambodia, 37% in America, and 45% in Switzerland. 

The fact of the matter is that a privileged minority has been enjoying work from home for the past couple of months. While a vast majority of the semi-urban and rural population don’t have the infrastructure to support their functional roles. For better optimization and resource utilization, India would need to invest heavily in these resources to catch up on the deficit GDP from the past couple of quarters.

Long-term work from home options challenges the foundational fabric of our industrial operations. It can alter the shape and purpose of cities, change workplace gender distribution and equality. Above all, it can change how we perceive time, especially while estimating delivery. 

Overall Pulse Analysis

Many employees prefer to work from home as they can devote extra time to their family. While this option has been found to have a detrimental impact on organizational culture, creativity, and networking. Making decisions based on skewed information would have an adverse effect on the culture, productivity, and attrition. 

To gather sufficient input for decisions, PWC conducted a remote work survey in 2020 called “When everyone can work from home, what’s the office for“. Here are some insights from the report

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Many businesses have aligned themselves to accommodate both on-premise and remote working model. Organizations need to figure out how to better collaborate and network with employees in ways to elevate the organization culture. 

As offices are slowly transitioning to a hybrid model, organizations have decentralized how they operate. They have shifted from working in a common centralized office to contractual office spaces as per employee role and function, to better allocate their operational budget. The survey found that 72% of the workers would like to work remotely at least 2 days a week. This showcases the need for a hybrid workspace in the long run. 

Maintaining & Sustaining Productivity

During the transition, keeping a check on the efficiency of remote workers was prime. The absence of these checks would jeopardize the delivery, resulting in a severe impact on customer satisfaction and retention.

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This number however, could be far less if the scale of the survey was higher. This in turn signifies that productivity is not uniform and requires course corrective action to maintain the delivery. An initial approach from an employee’s standpoint would result in higher results. The measures to help remote workers be more productive were found to be as follows.

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Many employees point out that greater flexibility of working hours and better equipment would help increase work productivity.

Most of the productivity hindrances can be solved by effective employee management. How a particular manager supervises their team members has a direct correlation towards their productivity and satisfaction to the project delivery. 

Theory X & Theory Y

Theory X and Theory Y were introduced by Douglas McGregor in his book, “The Human Side of Enterprise”. He talks about two styles of management in his research – Authoritarian (Theory X) and Participative (Theory Y). The theory heavily believes that Employee Beliefs directly influence their behavior in the organization. The approach that is taken by the organization will have a significant impact on the ability to manage team members. 

For theory X, McGregor speculates that “Without active intervention by management, people would be passive, even resistant to organizational needs. They must therefore be persuaded, rewarded, punished, controlled and their activities must be directed”

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Work under this style of management tends to be repetitive and motivation is done based on a carrot and stick approach. Performance Appraisals and remuneration are directly correlated to tangible results and are often used to control staff and keep tabs on them. Organizations with several tiers of managers and supervisors tend to use this style. Here authority is rarely delegated, and control remains firmly centralized. 

Even though this style of management may seem outdated, big organizations find it unavoidable to adopt due to the sheer number of employees on the payroll and tight delivery deadlines.

When it comes to Theory Y, McGregor firmly believes that objectives should be arranged so that individuals can achieve their own goals and happily accomplish the organization’s goal at the same time.

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Organizations that follow this style of management would have an optimistic and positive approach to people and problems. Here the team management is decentralized and participative.

Working under such organizational styles bestow greater responsibilities on employees and managers encourage them to develop skills and suggest areas of improvement. Appraisals in Theory Y organizations encourage open communication rather than to exercise control. This style of management has been popular these days as it results in employees wanting to have a meaningful career and looking forward to things beyond money.

Balancing X over Y

Even though McGregor suggests that Theory Y is better than Theory X. There are instances where managers would need to balance the styles depending upon how the team function even post the implementation of certain management strategies. This is very important from a remote working context as the time for intervention would be too late before it impacts the delivery. Even though Theory Y comprises creativity and discussion in its DNA, it has its limitations in terms of consistency and uniformity. An environment with varying rules and practices could be detrimental to the quality and operational standards of an organization. Hence maintaining a balance is important.

When we look at a typical cycle of Theory X, we can find that the foundational beliefs result in controlling practices, appearing in employee resistance which in turn delivers poor results. The results again cause the entire cycle to repeat, making the work monotonous and pointless. 

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Upon the identification of resources that require course correction and supervision, understanding the root cause and subsequently adjusting your management style to solve the problem would be more beneficial in the long run. Theory X must only be used in dire circumstances requiring a course correction. The balance where we need to maintain is on how far we can establish control to not result in resistance which in turn wouldn’t impact the end goal.

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Theory X and Theory Y can be directly correlated to Maslow’s hierarchy of Needs. The reason why Theory Y is superior to Theory X is that it focuses on the higher needs of the employee than their foundational needs. The theory Y managers gravitate towards making a connection with their team members on a personal level by creating a healthier atmosphere in the workplace. Theory Y brings in a pseudo-democratic environment, where employees can design, construct and publish their work in accordance with their personal and organizational goals.

When it comes to Theory X and Theory Y, striking a balance will not be perfect. The American Psychologist Bruce J Avolio, in his paper titled “Promoting more integrative strategies for leadership theory-building” speculates, “Managers who choose the Theory Y approach have a hands-off style of management. An organization with this style of management encourages participation and values an individual’s thoughts and goals. However, because there is no optimal way for a manager to choose between adopting either Theory X or Theory Y, it is likely that a manager will need to adopt both approaches depending on the evolving circumstances and levels of internal and external locus of control throughout the workplace”.

The New Normal 3.0

As circumstances keep changing by the day, organizations need to adapt to the rate at which the market is changing to envision new working models that take human interactions into account as well. The crises of 2020 made organizations build up their workforce capabilities that are critical for growth. Organizations must relook at their workforce by reskilling them in different areas of digital expertise as well as emotional, cognitive, and adaptive skills to push forward in our changing world.

About the Author –

Ashish Joseph is a Lead Consultant at GAVS working for a healthcare client in the Product Management space. His areas of expertise lie in branding and outbound product management.

He runs two independent series called BizPective & The Inside World, focusing on breaking down contemporary business trends and Growth strategies for independent artists on his website www.ashishjoseph.biz

Outside work, he is very passionate about basketball, music, and food.

Gender Microaggressions: Invisible Discrimination at Workplace

Priyanka Pandey

A 2020 headline read, ‘The number of female CEOs in the Fortune 500 hits an all-time record’. It sounds like a great news until you start reading further. Only 37 of the 500 companies on the list were led by female CEOs which is just 7.4%. But it also marks a considerable jump from its preceding years’ rates which were 6.6% in 2019 and just 4.8% in 2018, i.e., 33 and 24 companies respectively. Another report by McKinsey & Co. on the advancing of women’s equality in the Asia-Pacific region, tells us that just around 25% of India’s workforce is female, and only 5% of them make it to the top. This decline in percentage is due to many women dropping out of their jobs. One of the major factors for women to take this decision is ‘sexism at the workplace’.

It has made its way into the ‘work-from-home’ world as well. Imagine this scenario: In a discussion about hiring employees for a new project, a male committee member says, “I think we should hire more men as this project requires spending extra time and effort“. In this case, it is not very difficult to identify the prejudice. But let’s consider another scenario- there is a need to move some machines for which a person asks for help saying, “I need a few strong men to help me lift this“. Most of the time people will not realize how problematic this statement is. This is an example of ‘gender microaggression’. But what exactly is a microaggression? Microaggression is verbal or nonverbal behavior that, intentionally or unintentionally, can communicate denigratory behavior towards the members of a minority/oppressed group which often goes unnoticed and unreported. In simple words, it is a form of discrimination that is subtle yet harmful. There are mainly 3 forms of Microaggressions: microassaults (purposeful discriminatory actions), microinsults (communicate a covert insulting message), and microinvalidations (dismiss the thoughts of certain groups). Different kinds of gender microaggressions are sexual objectification, second-class citizenship, use of sexist language, assumption of inferiority, restrictive gender roles, invisibility, sexist humor/jokes. According to Australia’s sex discrimination commissioner, Kate Jenkins, people typically don’t raise their voice against everyday sexism because it can be seen as too small to make a fuss about, but it matters. As the Women in the Workplace report also reflects, “Microaggressions can seem small when dealt with one by one. But when repeated over time, they can have a major impact.”

Let’s go back to the above example for people who could not identify what was wrong in that statement. When people use phrases like ‘strong men’, it tells that only men are strong and conversely, that women are weak. This statement does not have to be focused on gender at all. It can be rephrased as “I need a few strong people to help me lift this“, and people around can determine for themselves who the strong helpers will be. Few other examples of common gender-related microaggressions are:

  • Mansplaining – Explaining a subject to a woman in a condescending, overconfident, and often oversimplified manner with a presumption that she wouldn’t know about it.
  • Manterrupting – Unnecessary interruption of a woman by a man whenever she is trying to convey her ideas or thoughts.
  • Bropropriating – A man taking a woman’s idea and showing it as his own hence, taking all the credit for it.
  •  ‘Boys will be boys’ – A phrase used to dismiss any traditionally masculine behavior and not holding men accountable for their wrong deeds.
  • Using differentiated words when describing women and men, such as ‘Bossy’ versus ‘Leader’, ‘Annoying’ versus ‘Passionate’.

The pandemic has given way to a new surge of microaggressions for working women. A law firm Slater and Gordon conducted a poll of 2,000 remote workers and found that 35% of women reported experiencing at least one sexist demand from their employer since the lockdown started. For video conferences, some women were asked to wear more make-up or do something to their hair, while others were asked to dress more provocatively. Their bosses also tried to justify this by saying it could ‘help win business’, or it was important to ‘look nice for the team’. Nearly 40% said these demands were targeted at women, rather than equally with their male peers. Also, a lot of women are being micromanaged by their managers while their male colleagues are not. This sends a message of distrust towards them. Researches have indicated that experiences with these microaggressions, and many others not mentioned above, are related to a negative impact on the standard of living, physical health as well as psychological health, such as unequal wages, migraines, heart disease, depression, anxiety, and body image dissatisfaction. As a result, women who experience such insidious, everyday forms of sexist discrimination, are three times more likely to regularly think about leaving the organization. Hence, sexism can not only impact the individual but also the overall performance and working culture of the organization. Eliminating such behavior at the physical and virtual workplace is extremely important and will enable the organization to break down the barriers for equal access to different career opportunities for leadership for women and will help include diverse thinking, perspectives, and experiences in the workplace at every level. As an individual, the most basic yet effective thing to do would be to develop an honest awareness of our own biases and stereotypes.

Unless we tackle everyday sexism, the most innovative policies and initiatives designed to advance gender equality and inclusive and effective organisations will not deliver the change we need.” – Kate Jenkins

Here’s a small story of grace and grit which might inspire some, to take a stand against such gender-related microaggressions. Back in the 1970s, when feminism was a word unheard of, an incident took place. A woman saw a job advertisement by a telecom company, which said it required only male engineers. On seeing this requirement, she wrote back a postcard to the company’s Chairman questioning the gender biases. She was then called for a special interview, where they told her their side of the story – “We haven’t hired any women so far”. To which she replied, “You must start from somewhere.” Her name was Sudha Murty, who is now Chairperson of Infosys Foundation.

So, the next time when conversing with a colleague, consider all of this and be kind!

About the Author –

Priyanka is an ardent feminist and a dog-lover. She spends her free time cooking, reading poetry, and exploring new ways to conserve the environment.

Tuning Agile Delivery for Customer and Employee Success

Ashish Joseph

What is Agile?

Agile has been very popular in the software development industry for empowering delivery to be more efficient and effective. It is a common misconception for Agile to be thought of as a framework or a process that follows a methodology for software development. But Agile is a set of values and principles. It is a collection of beliefs that teams can use for decision making and optimizing project deliveries. It is customer-centric and flexible, helping teams adapt accordingly. It doesn’t make the decision for the team. Instead, it gives a foundation for teams to make decisions that can result in a stellar execution of the project.

According to the Agile Manifesto, teams can deliver better by prioritizing the following over the other.

  • Individuals and Interactions over process and tools
  • Working Model over Comprehensive Documentation
  • Customer Collaboration over Contract Negotiation
  • Responding to Changes over following a Plan

With respect to Software Development, Agile is an iterative approach to project management which help teams deliver results with measurable customer value. The approach is designed to be faster and ensures the quality of delivery that is aided with periodic customer feedbacks. Agile aims to break down the requirement into smaller portions, results of which can be continuously evaluated with a natural mechanism to respond to changes quickly.

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Why Agile?

The world is changing, and businesses must be ready to adapt to how the market demands change over time. When we look at the Fortune 500 companies from 1955, 88% of them perished. Nearly half of the S&P 500 companies is forecasted to be replaced every ten years. The only way for organizations to survive is to innovate continuously and understand the pulse of the market every step of the way. An innovative mindset helps organizations react to changes and discover new opportunities the market can offer them from time to time.

Agile helps organizations execute projects in an everchanging environment. The approach helps break down modules for continuous customer evaluation and implement changes swiftly.

The traditional approach to software project management uses the waterfall model, where we Plan, Build, Test, Review and Deploy. But this existing approach would result in iterations in the plan phase whenever there are deviations in the requirement with respect to the market. When teams choose agile, it helps them respond to changes in the marketplace and implement customer feedback without going off the plan. Agile plans are designed in such a manner to include continuous feedback and its corresponding changes. Organizations should imbibe the ability to adapt and respond fast to new and changing market demands. This foundation is imperative for modern software development and delivery.

Is Agile a right fit for my Customer? People who advocate Agile development claim that Agile projects succeed more often than waterfall delivery models. But this claim has not been validated by statistics. A paper titled “How Agile your Project should be?” by Dr. Kevin Thompson from Kevin Thompson Consulting, provides a perspective from a mathematical point of view for both Agile and Waterfall project management. Here both approaches were followed for the same requirements and were also affected by the same unanticipated variables. The paper focused on the statistical evidence to support the validity of both the options to evaluate the fit.

While assessing the right approach, the following questions need to be asked

  • Are the customer requirements for the project complete, clear and stable?
  • Can the project effort estimation be easily predicted?
  • Has a project with similar requirements been executed before?

If the answer to all the above questions are Yes, then Agile is not the approach to be followed.

The Agile approach provides a better return on investment and risk reduction when there is high uncertainty of different variables in the project. When the uncertainty is low, waterfall projects tend to be more cost effective than agile projects.

Optimizing Agile Customer Centricity

Customer centricity should be the foundation of all project deliveries. This help businesses align themselves to the customer’s mission and vision with respect to the project at hand. While we consider an Agile approach to a project in a dynamic and changing environment, the following are some principles that can help organizations align themselves better with their customer goals.

  • Prioritizing Customer Satisfaction through timely and continuous delivery of requirements.
  • Openness to changing requirements, regardless of the development phase, to enable customers to harness the change for their competitive advantage in the market.
  • Frequent delivery of modules with a preference towards shorter timelines.
  • Continuous collaboration between management and developers to understand the functional and non-functional requirements better.
  • Measuring progress through the number of working modules delivered.
  • Improving velocity and agility in delivery by concentrating on technical excellence and good design.
  • Periodic retrospection at the end of each sprint to improve delivery effectiveness and efficiency.
  • Trusting and supporting motivated individuals to lead projects on their own and allowing them to experiment.

Since Agile is a collection of principles and values, its real utility lies in giving teams a common foundation to make good decisions with actionable intelligence to deliver measurable value to their customers.

Agile Empowered Employee Success

A truly Agile team makes their decisions based on Agile values and principles. The values and principles have enough flexibility to allow teams to develop software in the ways that work best for their market situation while providing enough direction to help them to continually move towards their full potential. The team and employee empowerment through these values and principles aid in the overall performance.

Agile not only improves the team but also the environment around which it is established by helping employees to be compliant with respect to audit and governance.  It reduces the overall project cost for dynamic requirements and focuses on technical excellence along with an optimized process for its delivery. The 14th Annual State of Agile Report 2020 published by StateofAgile.com surveyed 40,000 Agile executives to get insights into the application of Agile across different areas of enterprises. The report surveyed different Agile techniques that contributed most towards the employee success of the organization. The following are some of the most preferred Agile techniques that helped enhance the employee and team performances.

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All the above Agile techniques help teams and individuals to introspect their actions and understand areas of improvement in real time with periodic qualitative and quantitative feedback. Each deliverable from multiple cross functional teams can be monitored, tracked and assessed under a single roof. All these techniques collectively bring together an enhanced form of delivery and empower each team to realize their full potential.
Above all, Agile techniques help teams to feel the pulse of the customer every step of the way. The openness to change regardless of the phase, helps them to map all the requirements leading to an overall customer satisfaction coupled with employee success.

Top 5 Agile Approaches

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A Truly Agile Organization

Majority of the Agile approach has been concentrated towards development, IT, and Operations. However, organizations should strive towards effective alignment and coordination across all departments. Organizations today are aiming for greater expansion of agility into areas beyond building, deploying, and maintaining software. At the end of the day, Agile is not about the framework. It is all about the Agile values and principles the organizations believe in for achieving their mission and vision in the long run.

About the Author –

Ashish Joseph is a Lead Consultant at GAVS working for a healthcare client in the Product Management space. His areas of expertise lie in branding and outbound product management. He runs a series called #BizPective on LinkedIn and Instagram focusing on contemporary business trends from a different perspective. Outside work, he is very passionate about basketball, music, and food.

Vision for 2021

Sumit Ganguli

CEO, GAVS Technologies

God, grant me the serenity to accept things, I cannot change,

Courage to change the things I can,

And the wisdom to know the difference.

The events of 2020 have reaffirmed in me the ethos conveyed by this stanza, from the Serenity Prayer.

For us, COVID has been up close and personal. One of our key clients, Bronx Care Hospital has been an epicenter of the pandemic in New York City. The doctors, staff and support staff, including GAVS’ IT support engineers have experienced the devastating effect of this pandemic, up close and personal. GAVS’ technical team supported the ICUs and patient care units at the hospitals during the peak of pandemic.

“Every day we witness these heroic acts: one example out of many this week was our own Kishore going into our ICU to move a computer without full PPE (we have a PPE shortage). The GAVS technicians who come into our hospital every day are, like our doctors and healthcare workers, the true heroes of our time.”

Ivan Durbak, CIO, BronxCare Health System

“GAVS Team was instrumental in assisting the deployment of digital contact less care solutions and remote patient monitoring solutions during the peak of COVID. Their ability to react in quick time really helped us save more lives than what we could have, with technology at the fore-front.”

Dr. Sridhar Chilimuri, Chairman, Dept. of Medicine, BronxCare Health System

The alacrity with which our colleagues in India addressed the remote working situation and the initiative that they have demonstrated in maintaining business continuity for the clients in the US have inspired us at GAVS and  have reaffirmed our belief that we are on the way to create a purposeful company.  

The biggest learning from 2020, is that we need to be mindful of the fragility of life and truly make every day count. At GAVS, we are committed to use technology and service for the betterment of our clients and our stakeholders; and anchor this with our values of Respect, Integrity, Trust and Empathy.

The year was not without some positives. Thanks to some new client acquisitions and renewed contracts we have been able to significantly expand the GAVS family and have registered a 40% growth in revenue. 

We have formed Long 80, A GAVS & Premier, Inc. JV and have started reaching out to Healthcare providers in the US. We are reaching out to some of the largest hospitals in North America offering our AI-based Infrastructure Managed Services, Cybersecurity solutions, Prescriptive and Predictive Healthcare Solutions based on Analytics.

“Moving from a vendor-only model with GAVS to a collaborative model through Long 80 expands Premier’s current technology portfolio, enabling us to offer GAVS’ technology, digital transformation and data security services and solutions to US healthcare organizations. We are extremely excited about this opportunity and look forward to our new relationship with GAVS.”

Leigh Anderson, President, Performance Services, Premier, Inc.

This year, we see the Premier team growing by an additional 120 persons to continue to support their initiative to reduce costs, improve efficiency, enhance productivity and faster time to market.

We aim to hit some milestones in our journey of enabling AI-driven Digital Transformation in the Healthcare space. We have constituted a team dedicated to achieving that.

We are contemplating on establishing the GAVS Healthcare Institute in partnership leading institutions in India and US to develop competency within GAVS in the latest technologies for the healthcare space.

GAVS is committed to being a company focused on AI, and newer technologies and promote GAVS’ AI led Technology Operations, Zero Incident Framework. In 2021, we will work on increasing our ZIF sites around the US and India.  

Based on inputs from our Customer Advisory Board, we at GAVS would like to build a competency around Client Relationship and empower our Client Success Managers to evolve as true partners of our Clients and support their aspirations and visions.  

GAVS is also making strong progress in the BFS sector and we would like to leverage our expertise in AI, Blockchain, Service Reliability and other digital technologies.

GAVS has the competency to support multiyear contracts and there will be a push to reach out to Sourcing Companies, Influencers and partners to garner these long-term predictable business.

We will continue to build competency and expertise around Innovation, and there are some initiatives that we will be putting in place to promote a Culture of Innovation and have measurable successes under Novelty of Innovation.

Our experience of 2020 has inspired us to once again remind ourselves that we should make GAVS an aspirational company, a firm that is purposeful and anchored with our values.

Palo Alto Firewall – DNS Sinkhole

Ganesh Kumar J

Starting with PAN-OS 6.0, DNS sinkhole is an action that can be enabled in Anti-Spyware profiles. A DNS sinkhole can be used to identify infected hosts on a protected network using DNS traffic in environments where the firewall can see the DNS query to a malicious URL.

The DNS sinkhole enables the Palo Alto Networks device to forge a response to a DNS query for a known malicious domain/URL and causes the malicious domain name to resolve to a definable IP address (fake IP) that is given to the client. If the client attempts to access the fake IP address and there is a security rule in place that blocks traffic to this IP, the information is recorded in the logs.

Sample Flow

We need to keep the following in mind before assigning an IP address to DNS sinkhole configuration.

When choosing a “fake IP”, make sure that the IP address is a fictitious IP address that does not exist anywhere inside the network. DNS and HTTP traffic must pass through the Palo Alto Networks firewall for the malicious URL to be detected and for the access to the fake IP to be stopped. If the fake IP is routed to a different location, and not through the firewall, this will not work properly.

Steps:

  1. Make sure the latest Antivirus updates are installed on the Palo Alto Networks device. From the WebUI, go to Device > Dynamic Updates on the left. Click “Check Now” in the lower left, and make sure that the Anti-Virus updates are current. If they are not, please do that before proceeding. The Automatic Updates can be configured if they are not setup.

Fig1.1

IT Automation with AI

Note: A paid Threat Prevention subscription for the DNS sinkhole is required to function properly.

  1. Configure the DNS Sinkhole Protection inside an Anti-Spyware profile. Click on the Objects > Anti-Spyware under Security Profiles on the left.
    Use either an existing profile or create a new profile. In the example below the “alert-all” is being used:

Fig1.2:

Office 365 Migration

Click the name of the profile – alert-all, click on the DNS Signatures tab.

Fig1.3:

Software Test Automation Platform

Change the “Action on DNS queries” to ‘sinkhole’ if it is not already set to sinkhole.
Click on the Sinkhole IPv4 field, either select the default Palo Alto Networks Sinkhole IP (72.5.65.111) or a different IP of your choosing. If you opt to use your own IP, ensure the IP is not used inside your network and preferably not routable over the internet (RFC1918).
Click on Sinkhole IPv6 and enter a fake IPv6 IP. Even if IPv6 is not used, something still needs to be entered. The example shows ::1. Click OK. 

Note: If nothing is entered for the Sinkhole IPv6 field, OK will remain grayed out.

  1. Apply the Anti-Spyware profile on the security policy that allows DNS traffic from the internal network (or internal DNS server) to the internet. Click on Policies> Security on the left side. Inside the rules, locate the rule that allows DNS traffic outbound, click on the name, go to the Actions tab, and make sure that the proper Anti-Spyware profile is selected. Click OK..

Fig1.4:

Software Product Engineering Services

  1. The last thing needed is to have a security rule that will block all web-browsing and SSL access to the fake IP 72.5.65.111 and also :1 if using IPv6. This will ensure to deny traffic to the fake IP from any infected machines.

Fig1.5:

Security Iam Management Tools

  1. Commit the configuration

Fig1.6:

Rpa in Infrastructure Management

(To be continued…)

References:

About the Author –

Ganesh is currently managing Network, Security and engineering team for a large US based customer. He has been associated with the Network & Security domain for more than 15 years.

The DNA of a Good Leader (PART I)

Rajeswari S

In our lives, we would have come across some people with great leadership qualities. They may not be leading a team, or an organization, but they exude an aura. They conduct themselves in a manner that sets them apart from the rest. As the debate rages on whether leaders are born, made, discovered, innovated, invented!? Let’s see what makes a person a true and admirable leader.

Generally, a good leader should be successful, progressive, and positive, must possess good personality traits, communication and delegation skills, charisma, agility, adaptability, and ability to transform the air around them by effecting positive changes.

Some people are able to bring out the best in others and that is the edge they have over others. So, let’s look beyond and list out those qualities that makes a person or YOU a quintessential leader.

  1. Be passionate: Obviously, you would think it is the dedication, commitment for one’s work to up the number of clients, revenue figures, etc. However, it is not just about that. The passion that you have which affects not only your attitude and energy but that of those around you. Your passion should spread like a wildfire and inspire action and positive change among others.

  1. Face obstacles with grace: If any leader knows exactly what a customer or market truly wants from the business, they would be hailed as no less than a God! But alas, life is always full of obstacles, and a true leader knows which battles to fight and how. Effective leaders approach roadblocks with a high level of positivity and maturity. They adopt creative problem-solving techniques that allows them to overcome situations that others might give up on.
  1. Allow honest mistakes, spot talents: An over-protected child learns nothing and cannot sail against the tides. A good leader allows their people to just GO FOR IT! Failure often provides us with some of life’s biggest learning opportunities. As uncertainty and risk are inherent to running a team or business. Some people do commendable jobs under high pressure situations. A good leader spots such resources in their team and makes the best use of their qualities.
  1. Be street smart: It’s hard to find a substitute for old-fashioned street smarts. Knowing how to trust your gut, quickly analyzing situations as well as the people you’re dealing with and knowing how-to spot a bad deal or scammer is an important aspect of leadership. Maturity and experience complement each other, and a perfect combination of this makes a great leader.
  1. Be intuitive and take ownership: Intuition is to art as logic is to math. Leadership is often about following your gut instinct. It can be difficult to let go of logic in some situations but learn to trust yourself. Having said that, if your instinct fails, leadership is also about taking ownership for what happened, learning lessons from it and NEVER TO REPEAT THE SAME MISTAKE.
  1. Understand opportunity cost: Leaders know that many situations and decisions in business involve risk and there is an opportunity cost associated with every decision you make. An opportunity cost is the cost of a missed opportunity. This is usually defined in terms of money, but it may also be considered in terms of time, man-hours, or any other finite resource. Great leaders understand the consequences of their decisions before making them.
  1. Be liked: You can respect a person who talks flamboyantly, has a brilliant mind, impeccable manners, and business skills, but do you LIKE them? A leader should not only be respected but they should also be liked. Liking a person is a not a quantifiable quality, is it? But, it can be achieved in the way a leader captains the team, spreads a positive feeling among them and make the group feel that they belong there.
  1. Laugh: Yes…you read it right. The proven routes to a person’s mind or heart is a healthy sense of humor. It works well in getting the best out of your team. Nobody likes a templated talk or expression, even if it is good news you are trying to convey. Also, effective leaders can laugh at themselves as they understand that they are also humans and can make mistakes like everyone else. Leaders who take themselves too seriously risk alienating people.

Unique brands of Leadership

A quick look at some successful CEOs, new-age entrepreneurs, and their unique leadership mantras:

  1. Satya Nadella, CEO, Microsoft

Leadership mantra: 

  • An avid reader
  • Looks beyond the Horizon
  • Makes the right move at the right time
  • Makes every second count
  • Nurture strong company culture 
  1. Nitin Saluja and Raghav Verma, Founder, Chaayos, fastest growing tea startup of India,

Leadership mantra: Give people wings to fly and they will carve out their own journey.

  1. Mukesh Ambani, Chairman & Managing director, Reliance Industries Ltd

Leadership mantra:

  • Money is not everything but important
  • Have a dream and plan to fulfill it
  • Let your work speak for itself  
  • Trust your instincts
  • Trust all, but depend on none

References:

  • https://briandownard.com,
  • https://economictimes.indiatimes.com

About the Author –

Working in IP, into Content Development with 13 years of Technical, Content and Creative Writing background. Off-work, passionate about singing, music, creative writing; love highway drive, a movie buff.