The
Power Women
LONG
STRIDES: It’s still not a world where women can walk shoulder to shoulder with
men without their unique set of challenges. Still, some women have held on to
their self-belief and made it to top positions, often in unconventional jobs.
Rajashree Nambiar |
45
GENERAL MANAGER, RETAIL BANKING PRODUCTS, PERSONAL AND PREFERRED SEGMENT, SOUTH ASIA, STANDARD CHARTERED BANK
Nambiar joined Standard Chartered as a management trainee in 1992 after completing her MBA from JBIMS, Mumbai. She has worked in roles ranging from leading channel planning for group consumer banking to becoming the general manager for distribution for India and South Asia in 2010. She took on her current role in July 2012
HURDLES FACED AS A WOMAN LEADER
One of the primary challenges is balancing motherhood and work. Her role has meant travel and dealing with preconceived notions about whether she was the right fit. “There is a perception that women may not be as assertive and efficient as men in frontline sales roles,” she says.
HOW THEY WERE OVERCOME
At the time of motherhood, Nambiar made a conscious choice to step back from the limelight. “It is important to understand that most of the time you are working for the organisation, but it is okay to have times when you can let the organisation work out things for you,” she says.
LESSONS LEARNT
There is no glass ceiling. Your beliefs and the limitations you impose on yourself are what stop you
GENERAL MANAGER, RETAIL BANKING PRODUCTS, PERSONAL AND PREFERRED SEGMENT, SOUTH ASIA, STANDARD CHARTERED BANK
Nambiar joined Standard Chartered as a management trainee in 1992 after completing her MBA from JBIMS, Mumbai. She has worked in roles ranging from leading channel planning for group consumer banking to becoming the general manager for distribution for India and South Asia in 2010. She took on her current role in July 2012
HURDLES FACED AS A WOMAN LEADER
One of the primary challenges is balancing motherhood and work. Her role has meant travel and dealing with preconceived notions about whether she was the right fit. “There is a perception that women may not be as assertive and efficient as men in frontline sales roles,” she says.
HOW THEY WERE OVERCOME
At the time of motherhood, Nambiar made a conscious choice to step back from the limelight. “It is important to understand that most of the time you are working for the organisation, but it is okay to have times when you can let the organisation work out things for you,” she says.
LESSONS LEARNT
There is no glass ceiling. Your beliefs and the limitations you impose on yourself are what stop you
Abanti Sankaranarayanan |
44
MANAGING DIRECTOR,
DIAGEO INDIA
Abanti Sankaranarayanan was appointed managing director of Diageo India in July 2012, and is part of Diageo’s ‘Top 21 Global MDs’ Group
HURDLES FACED AS A WOMAN LEADER
In an alpha-male leadership world, she has struggled with her empowering, engaging approach. Her other challenge was shying away from asking. During a major integration in Tata Global Beverages, she did not approach her vice-chairman to have a conversation over her new role. “As women, we lack the intention to ask, due to the fear of appearing too aggressive, or to avoid what we think is self-aggrandisation,” she says.
HOW THEY WERE OVERCOME
Sankarnarayanan says she has worked hard at developing her leadership skills. “I have always found mentorship, observed other leaders and worked to be more self-aware to understand where I may not be as strong as I would like to be, and constantly pushed myself,” she says. The other thing that has helped her has been the enabling environment and culture in Diageo.
LESSONS LEARNT
The power of resilience, lead through people, clarify expectations, be transparent and above all, be authentic
Abanti Sankaranarayanan was appointed managing director of Diageo India in July 2012, and is part of Diageo’s ‘Top 21 Global MDs’ Group
HURDLES FACED AS A WOMAN LEADER
In an alpha-male leadership world, she has struggled with her empowering, engaging approach. Her other challenge was shying away from asking. During a major integration in Tata Global Beverages, she did not approach her vice-chairman to have a conversation over her new role. “As women, we lack the intention to ask, due to the fear of appearing too aggressive, or to avoid what we think is self-aggrandisation,” she says.
HOW THEY WERE OVERCOME
Sankarnarayanan says she has worked hard at developing her leadership skills. “I have always found mentorship, observed other leaders and worked to be more self-aware to understand where I may not be as strong as I would like to be, and constantly pushed myself,” she says. The other thing that has helped her has been the enabling environment and culture in Diageo.
LESSONS LEARNT
The power of resilience, lead through people, clarify expectations, be transparent and above all, be authentic
Priyanka Aggarwal |
37
PARTNER AND DIRECTOR, BOSTON CONSULTING GROUP
Priyanka Aggarwal was elected a partner two months ago, and has over 10 years of experience in consulting. She is a core member of the Indian healthcare practice
HURDLES FACED AS A WOMAN LEADER
Women leaders in consulting are hard to find, and the dearth of women leaders is in itself a primary challenge — there are very few women to learn from, says Aggarwal. In a strenuous profession which can have breakneck, constant work and travel, Aggarwal says it is a challenge to find mentors and coaches who believe in you. Then there are trade-offs that come with motherhood and starting a family.
HOW WERE THEY OVERCOME
What has made the journey worthwhile has been Aggarwal’s ability to come to terms with trade-offs and think long term. She says it is also important to seek constant mentoring and coaching from people you look up to so you can always turn to them in times of need. Aggarwal says she has been fortunate to work on flexible work models when her children were younger — from working 60% of the time as a project leader to 80% as a principal. “Senior leaders have extended all the support to make these part-time models work,” she says.
PARTNER AND DIRECTOR, BOSTON CONSULTING GROUP
Priyanka Aggarwal was elected a partner two months ago, and has over 10 years of experience in consulting. She is a core member of the Indian healthcare practice
HURDLES FACED AS A WOMAN LEADER
Women leaders in consulting are hard to find, and the dearth of women leaders is in itself a primary challenge — there are very few women to learn from, says Aggarwal. In a strenuous profession which can have breakneck, constant work and travel, Aggarwal says it is a challenge to find mentors and coaches who believe in you. Then there are trade-offs that come with motherhood and starting a family.
HOW WERE THEY OVERCOME
What has made the journey worthwhile has been Aggarwal’s ability to come to terms with trade-offs and think long term. She says it is also important to seek constant mentoring and coaching from people you look up to so you can always turn to them in times of need. Aggarwal says she has been fortunate to work on flexible work models when her children were younger — from working 60% of the time as a project leader to 80% as a principal. “Senior leaders have extended all the support to make these part-time models work,” she says.
LESSONS
LEARNT Think long term and seek mentors
Manisha Lath Gupta |
41
EXECUTIVE VICE PRESIDENT, HEAD — MARKETING, RETAIL LIABILITIES AND ELECTRONIC BANKING, AXIS BANK
Manisha Lath Gupta started her stint with Axis Bank as its chief marketing officer in 2010. Prior to this, she worked with Colgate-Palmolive as the category head of its toothpaste business, which accounted for 85% of the FMCG firm’s revenues in India
HURDLES FACED AS A WOMAN LEADER
“One doesn’t really think of one’s gender on a daily basis. But there have been a couple of occasions when I have felt like things would have been different had I been a man,” says Lath Gupta. Coming back to work from maternity leave, for instance. In her case, there was once no clear cut job when she returned. And in another instance, there was a prolonged period of overlap between the incumbent and her, because the supervisor didn’t think she would stick around. The other challenge was being pressured to put in longer hours. Even though she has never been told her work is incomplete, she has always found bosses asking for longer hours. Occasionally, her bosses have had important meetings after she has left, just to prove a point. “In fact a woman boss once categorically told me I would never be a marketing head, because marketing requires you to put in 14 hours a day,” she says.
HOW WERE THEY OVERCOME
“I have seen a lot of women try to keep up with the boys, and end up quitting. It is important to understand what your priorities are and do your job right while doing what you believe in,” says Lath Gupta. “I have never succumbed to pressure when I was asked to do things I didn’t believe in. And it has paid off,” she adds.
LESSONS LEARNT
Work is only a part of one’s life. “Be clear on what you want, and work accordingly.” Also, do not compromise on beliefs
EXECUTIVE VICE PRESIDENT, HEAD — MARKETING, RETAIL LIABILITIES AND ELECTRONIC BANKING, AXIS BANK
Manisha Lath Gupta started her stint with Axis Bank as its chief marketing officer in 2010. Prior to this, she worked with Colgate-Palmolive as the category head of its toothpaste business, which accounted for 85% of the FMCG firm’s revenues in India
HURDLES FACED AS A WOMAN LEADER
“One doesn’t really think of one’s gender on a daily basis. But there have been a couple of occasions when I have felt like things would have been different had I been a man,” says Lath Gupta. Coming back to work from maternity leave, for instance. In her case, there was once no clear cut job when she returned. And in another instance, there was a prolonged period of overlap between the incumbent and her, because the supervisor didn’t think she would stick around. The other challenge was being pressured to put in longer hours. Even though she has never been told her work is incomplete, she has always found bosses asking for longer hours. Occasionally, her bosses have had important meetings after she has left, just to prove a point. “In fact a woman boss once categorically told me I would never be a marketing head, because marketing requires you to put in 14 hours a day,” she says.
HOW WERE THEY OVERCOME
“I have seen a lot of women try to keep up with the boys, and end up quitting. It is important to understand what your priorities are and do your job right while doing what you believe in,” says Lath Gupta. “I have never succumbed to pressure when I was asked to do things I didn’t believe in. And it has paid off,” she adds.
LESSONS LEARNT
Work is only a part of one’s life. “Be clear on what you want, and work accordingly.” Also, do not compromise on beliefs
Anumeha Chaturvedi & Shreya Roy ET 140107
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