मैंने अतीत में अक्सर कम समय में होने वाले बदलावों को ज़रूरत से ज्यादा आंक लिया है और फिर लंबे समय में होने वाले बदलावों को पूरी तरह नहीं समझ पाया हूँ। इसलिए मैंने सीखा है कि बदलाव की गति के बारे में गहराई से सोचना बहुत जरूरी है, और यह बात मैंने बहुत ठोकरें खाकर सीखी है।
I have in the past tended to overestimate the amount of change I can affect in the short run and then not fully appreciate the change I can affect in the long run. And so I've learned that it's critical to think carefully about the pace of change, and it's something that I've learned the hard way.
I have in the past tended to overestimate the amount of change I can affect in the short run and then not fully appreciate the change I can affect in the long run. And so I've learned that it's critical to think carefully about the pace of change, and it's something that I've learned the hard way.
मुझे लगता है कि यह नेतृत्व का बस एक ही रूप है, और वही मेरा भी तरीका है: एक नया रास्ता खोजने की जरूरत और दूसरे लोगों की जिम्मेदारी उठाना।
I think that's just one type of leadership, which is the type I have: the need to find a new way and take responsibility for other people.
I think that's just one type of leadership, which is the type I have: the need to find a new way and take responsibility for other people.
मैं छह भाई-बहनों में सबसे बड़ा हूँ, और मुझे लगता है कि शायद इस बात का कोई खास मतलब है। सबसे बड़े होने और कुछ नया करने की इच्छा रखने के बीच शायद कोई संबंध है। मुझे लगता है कि इससे शायद किसी न किसी तरह मदद मिलती है।
I'm the eldest of six kids, and I think that may have some significance. I think there's some correlation between maybe being the eldest and wanting to blaze a trail. I think that probably helps in some way.
I'm the eldest of six kids, and I think that may have some significance. I think there's some correlation between maybe being the eldest and wanting to blaze a trail. I think that probably helps in some way.
जब आप नेतृत्व कर रहे होते हैं, तो आमतौर पर आप बदलाव लाने की कोशिश कर रहे होते हैं। रॉय अमारा ने तकनीक के बारे में शायद यही कहा था, "हम कम समय में किसी तकनीक के प्रभाव को बढ़ा-चढ़ाकर आंकते हैं और लंबे समय में उसके प्रभाव को कम आंकते हैं।" और मुझे लगता है कि यही बात किसी संगठन के भीतर होने वाले बदलाव पर भी लागू होती है।
When you're leading, you're generally trying to lead change, and I think it was Roy Amara, who said about technology, "We tend to overestimate the effect of a technology in the short run and underestimate the effect in the long run." And I think the same applies to change within an organization.
When you're leading, you're generally trying to lead change, and I think it was Roy Amara, who said about technology, "We tend to overestimate the effect of a technology in the short run and underestimate the effect in the long run." And I think the same applies to change within an organization.
किसी संगठन में काम की गति और संतुलन बनाए रखना बेहद जरूरी है।
Pacing is really important in an organization.
Pacing is really important in an organization.
मुझे लोगों पर भरोसा करना होगा। नियंत्रण की कोई भी व्यवस्था भरोसे की जगह नहीं ले सकती, इसलिए मुझे उस भरोसे को और मजबूत करना होगा। और भरोसे को मजबूत करने का एक हिस्सा यह सुनिश्चित करना है कि लोग अपनी जिम्मेदारी महसूस करें, और जिम्मेदारी के साथ एक हद तक आजादी भी आती है। एक के बिना दूसरा मुमकिन नहीं है।
I have to trust people. There's no system of controls that can replace trust, so I need to reinforce that trust, and part of reinforcing trust is making sure that people feel accountability, and with accountability comes some degree of autonomy. You don't have one without the other.
I have to trust people. There's no system of controls that can replace trust, so I need to reinforce that trust, and part of reinforcing trust is making sure that people feel accountability, and with accountability comes some degree of autonomy. You don't have one without the other.
जब लोग मुझसे "ना" कहते हैं, तो मुझे वाकई बहुत अच्छा लगता है। मैं चाहता हूँ कि लोग यह समझें कि वे जो भी करने की कोशिश कर रहे हैं, मैं पूरी तरह से उनके साथ हूँ, बशर्ते हम सब एक ही टीम का हिस्सा हों।
I really appreciate it when people say "no" to me. I want people to understand that I'm totally supportive of what it is they're trying to do as long as we're all on the same team.
I really appreciate it when people say "no" to me. I want people to understand that I'm totally supportive of what it is they're trying to do as long as we're all on the same team.
जो लोग मेरे साथ काम करते हैं, वे जानते हैं कि उन्हें काफी हद तक आजादी मिली हुई है। मैं यह जानना पसंद करता हूँ कि क्या चल रहा है, और मैं अपनी राय भी दूँगा, लेकिन मैं चाहता हूँ कि लोग खुलकर मुझसे कह सकें, "आपकी यह राय अच्छी है, लेकिन नहीं, हम ऐसा नहीं करने जा रहे हैं।"
People who work for me know that they have a lot of autonomy. I like to know what's going on, and I'll offer my opinion, but I want people to feel that they can say to me, "That's great that you have that opinion, but, no, we're not going to do that."
People who work for me know that they have a lot of autonomy. I like to know what's going on, and I'll offer my opinion, but I want people to feel that they can say to me, "That's great that you have that opinion, but, no, we're not going to do that."
मैं लोगों पर भरोसा करता हूँ, और उनके जिम्मेदारी के दायरे का सम्मान करता हूँ।
I trust people, and I respect their areas of responsibility.
I trust people, and I respect their areas of responsibility.
मेरे दोनों माता-पिता ने 14 साल की उम्र में पढ़ाई छोड़ दी थी, लेकिन वे बेहद समझदार, सफल और विचारशील इंसान हैं। इसलिए मैंने अपने माता-पिता से जो सबक सीखा, वह यह है कि बड़ी डिग्री तो बस शुरुआत का एक जरिया भर है, और दुनिया में ऐसे कई बहुत समझदार लोग हैं जिनके पास शायद बड़ी डिग्रियां नहीं होतीं। लेकिन मौका मिलने पर वे कमाल के काम कर सकते हैं।
My parents both left school at 14, but my parents are incredibly smart, successful, thoughtful people. So one of the lessons I learned from my parents is that the fancy degree is just a foot in the door, and there are a lot of very smart people out there who don't necessarily have the fancy degrees. And given the opportunity, they can do amazing things.
My parents both left school at 14, but my parents are incredibly smart, successful, thoughtful people. So one of the lessons I learned from my parents is that the fancy degree is just a foot in the door, and there are a lot of very smart people out there who don't necessarily have the fancy degrees. And given the opportunity, they can do amazing things.
मेरे पिता घर बनाते हैं। इसलिए मैं इसी सोच के बीच बड़ा हुआ हूँ कि आप जमीन के एक टुकड़े को बुलडोजर से साफ कर सकते हैं और उस पर नए घर बना सकते हैं। आप कुछ नया सृजित कर सकते हैं।
My father builds homes. So I grew up around the idea that you can take a piece of land, and you can bulldozer it and build new homes on it. You can create something new.
My father builds homes. So I grew up around the idea that you can take a piece of land, and you can bulldozer it and build new homes on it. You can create something new.
आप हर समय दूसरे लोगों से घिरे रहते हैं। और अगर आप सबसे बड़े या बड़े भाई-बहनों में से एक हैं, तो आपको जिम्मेदारी उठानी ही पड़ती है, और आप लगातार ऐसे संवाद करते हैं जो शायद आप छोटे परिवार में होने पर नहीं करते।
You're surrounded by other people all the time. And you have to take responsibility if you're the eldest or one of the older siblings, and you're constantly communicating in a way that perhaps you aren't if you're in a smaller family.
You're surrounded by other people all the time. And you have to take responsibility if you're the eldest or one of the older siblings, and you're constantly communicating in a way that perhaps you aren't if you're in a smaller family.
मुझे लगता है कि ज्यादातर कंपनियों में आप अतीत से घिरे होते हैं। आपके पास कोई वेबसाइट, अभिलेखागार (आर्काइव) या एक ऐसा रिसेप्शन एरिया हो सकता है जो एक तरह से आपके पिछले काम को प्रदर्शित करता हो। भविष्य उतना मूर्त या स्पष्ट नहीं होता।
I think in most companies you're surrounded by the past. You may have a Web site or archives or a lobby that sort of shows off your work of the past. The future is not as tangible.
I think in most companies you're surrounded by the past. You may have a Web site or archives or a lobby that sort of shows off your work of the past. The future is not as tangible.