‘When
People are Passionate, Money becomes Secondary’
A large chunk of employees in his company are below 30 years of age. So, Senapathy ‘Kris’ Gopalakrishnan, co-founder and co-chairman of Infosys and a jury member for The Economic Times Young Leaders Programme, should know more than a thing or two about young leaders. For him, the DNA of a young leader should include passion, dedication, the will to learn and a friendly attitude towards technology. Money is important, but goal should be more important. In an interview with Devina Sengupta, Gopalakrishnan talks about how companies can bring the best in their young workforce. Excerpts:
How should companies encourage young leaders to be risk takers, a much-needed trait to succeed in today’s competitive market?
Companies must create different opportunities for youngsters to become leaders, starting with managing an event in the company, which could be an internal event or managing the cafeteria. They can also be given opportunities on an increasing scale of importance like starting a project, and then manage a customer, manage a small unit and then to a larger unit. You could then gauge how good they are. It will also give the individual the confidence to take risks.
How can we get more young leaders onto company boards?
From the company’s side you have to create a platform where young leaders are represented. For example, at Infosys, we have a voice of youth forum and in fact in many of our discussion forums, and even in management councils we give representation to youth. And these are people below 30 years of age. They get a perspective and exposure to discussions happening in executive councils.
How important is compensation to nurture and retain Young Leaders?
It does play a role, but only a small one because when people are passionate, cause is bigger than the individual and money becomes secondary. If people are more focused on money, then cause becomes secondary. They may also succeed but not at the same level in which I expect somebody who is passionate about cause to succeed. To me, money is the result of doing something extraordinary; it is not the reason for doing something extraordinary.
How can young leaders work better with the older generation?
I believe strongly that this is somewhat artificial. Personally, I have found it very easy to work with the youth as long as you understand where they are coming from and what their aspirations are. If you have an open mind and are able to connect with them, these barriers break down.
In an age where technology is constantly evolving, how does Infosys ensure enough young leaders make their way to senior roles?
At Infosys, we have created a culture of learning and education. So, for example, we have defined the competencies required for each level and each role. If you want to get promoted to that role you have to do two things. One, you have to be successful in your current role and second you have to demonstrate that you have the knowledge and the capability to perform at the next level. Knowledge and capability comes through education and you have to prove that you have the knowledge through certification.
There are few women among today’s recognised young leaders. What can corporations do to change that?
As you go up the ladder you find fewer and fewer women. At Infosys, we have 34% women represented but at senior levels that is significantly lower. We have to take proactive steps in order to encourage women to continue in the corporate world. We see drop offs happening when they get married, move with spouses to different locations, and when they have children. Similarly we have to change the perspective of society, in India it is very important to say that working women should continue to be engaged. A cultural change is required, some interventions can be done at the corporate level but some need to be at an individual level.
ET120203
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