In a global survey by YSC, only 17% of Indian executives had a strength in teamwork
compared to 30% of Chinese and 28% of Americans, with the global
average being 24%. More importantly, 24% of Indian leaders had a
weakness in teamwork by far the highest figure globally. On the other
hand, only 5% of Chinese executives and 6% of Americans had a weakness
in team work, with the global average being about 8%. This difference,
according to Gurnek Bains, founder and chairman, YSC, one of the world's
leading corporate psychology consultancies, is highly statistically
significant.
This revelation comes at a time when several Indian managers are placed in plum postings at multinational firms across the world. Some are even placed in top leadership levels. Every year, Indian subsidiaries of multinational firms export talent from here to other parts of the world, a trend that has only grown strong in the last decade. However, being weak on teamwork may pose certain a hurdle for some of these executives looking to make a mark at a global leadership level.
Indian leaders based in high ranking global positions believe the desire to demonstrate individual accomplishments and achievements detracts Indian executives from the team experience. In other cultures, including in the US, tremendous value is placed at a very early age on team work. Experts said the realization has begun to dawn that this facet in Indian psyche needs to change.
"Our search shows Indian leaders have huge levels of drive. They are really ambitious, achievement oriented on which Indian executives get some of the highest scores in the world. They are strong thinkers, intuitive and flexible compared to a lot of people in Europe, for instance. Our leaders also tolerate diversity more naturally given that we are a country of multiple Gods, multiple of traditions and multiple voices. But team working is relatively poor in some of the Indian executives," Bains told TOI on his recent visit to India.
Bains and his team at YSC looked at over 1,500 in-depth senior executive reports from around the world — 200 from each of the seven big regions — to arrive at these findings, which reveal that Indian executives moving into global roles need the requisite coaching on teamwork.
Rohini Anand, senior VP and global chief diversity officer, Sodexo, said, "While many Indian leaders have the knowledge and technical experience as well as other leadership attributes like being strategic and able to communicate, they are often socialized in the family and in the education system to compete and excel based on their individual accomplishments and academic scores. This desire to demonstrate individual accomplishments and achievements detracts from the team experience."
Anand, who has been based in global roles for several years now, said Indian managers need to be introspective to recognize that their deep rooted behaviors may not be serving the team well. With the cognitive intelligence that Indian managers possess, Anand said they can make the transformation by focusing on the emotional intelligence to lean into the team work and collaboration expected of global leaders. This can be achieved through mentorship and coaching.
Given that too much stress is laid on individual performance in the corporate world where rewards and recognition is skewed towards individual performance, managers become weak on teamwork. Organizations have suffered the consequences of a candidate being brilliant at the individual level failing totally as a team worker or a true leader. "People compete with one another in the same organization rather than collaborating. Possibly time has come when bonuses, increments and promotions need to be focused more towards collective rather than individual performance," said Ronesh Puri, MD, Executive Access India, an executive search firm.
However, Indian talent continues to be in demand for global jobs because of the strengths they possess. YSC's survey shows that 46% of Indian leaders show a strength in achievement drive, which is the second highest figure globally. 40% of Chinese leaders, 35% of US leaders and only 20% of European leaders had a strong achievement drive, with the global average being 42%.
On intellectual flexibility and openness, 33% of Indian leaders have a strength, contrary to the global trend which shows that this was the second most pronounced weakness of global leaders, with 37% having a development need.
On strategic thinking, 24% of Indian leaders have a strength compared to 24% of US leaders and only 15% of Chinese leaders. European leaders were strongest in this area, with 29% being strong in this area. The global average is 17%.
-TOI
This revelation comes at a time when several Indian managers are placed in plum postings at multinational firms across the world. Some are even placed in top leadership levels. Every year, Indian subsidiaries of multinational firms export talent from here to other parts of the world, a trend that has only grown strong in the last decade. However, being weak on teamwork may pose certain a hurdle for some of these executives looking to make a mark at a global leadership level.
Indian leaders based in high ranking global positions believe the desire to demonstrate individual accomplishments and achievements detracts Indian executives from the team experience. In other cultures, including in the US, tremendous value is placed at a very early age on team work. Experts said the realization has begun to dawn that this facet in Indian psyche needs to change.
"Our search shows Indian leaders have huge levels of drive. They are really ambitious, achievement oriented on which Indian executives get some of the highest scores in the world. They are strong thinkers, intuitive and flexible compared to a lot of people in Europe, for instance. Our leaders also tolerate diversity more naturally given that we are a country of multiple Gods, multiple of traditions and multiple voices. But team working is relatively poor in some of the Indian executives," Bains told TOI on his recent visit to India.
Bains and his team at YSC looked at over 1,500 in-depth senior executive reports from around the world — 200 from each of the seven big regions — to arrive at these findings, which reveal that Indian executives moving into global roles need the requisite coaching on teamwork.
Rohini Anand, senior VP and global chief diversity officer, Sodexo, said, "While many Indian leaders have the knowledge and technical experience as well as other leadership attributes like being strategic and able to communicate, they are often socialized in the family and in the education system to compete and excel based on their individual accomplishments and academic scores. This desire to demonstrate individual accomplishments and achievements detracts from the team experience."
Anand, who has been based in global roles for several years now, said Indian managers need to be introspective to recognize that their deep rooted behaviors may not be serving the team well. With the cognitive intelligence that Indian managers possess, Anand said they can make the transformation by focusing on the emotional intelligence to lean into the team work and collaboration expected of global leaders. This can be achieved through mentorship and coaching.
Given that too much stress is laid on individual performance in the corporate world where rewards and recognition is skewed towards individual performance, managers become weak on teamwork. Organizations have suffered the consequences of a candidate being brilliant at the individual level failing totally as a team worker or a true leader. "People compete with one another in the same organization rather than collaborating. Possibly time has come when bonuses, increments and promotions need to be focused more towards collective rather than individual performance," said Ronesh Puri, MD, Executive Access India, an executive search firm.
However, Indian talent continues to be in demand for global jobs because of the strengths they possess. YSC's survey shows that 46% of Indian leaders show a strength in achievement drive, which is the second highest figure globally. 40% of Chinese leaders, 35% of US leaders and only 20% of European leaders had a strong achievement drive, with the global average being 42%.
On intellectual flexibility and openness, 33% of Indian leaders have a strength, contrary to the global trend which shows that this was the second most pronounced weakness of global leaders, with 37% having a development need.
On strategic thinking, 24% of Indian leaders have a strength compared to 24% of US leaders and only 15% of Chinese leaders. European leaders were strongest in this area, with 29% being strong in this area. The global average is 17%.
-TOI
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