1. What have you found most challenging as a CEO or executive of a large enterprise?

By far, the most common business challenge we face is related to growth. It is really difficult sometimes and keeps me worried about managing growth and growing predictably.

Secondly, I’m really concerned about hiring, employee engagement, accountability, leadership and performance management.

2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?

I started my dreams right from college.
I said to myself that I will create opportunities and businesses for myself instead of going out there to be employed.
I pushed myself with experience business minded people and tapped a lot of thoughts and ideas from them.
In a few months I began to speak very confidently, and I also created an international network for myself and that has really helped me become who I am now.

3. How do you structure your work days from waking up to going to sleep?

I made the calendar my friend and it was hugged very close to my bed so that I can easily see and remind myself of the various activities for the day.
I make sure I make good use of my time being spent in the office.

4. What's the most recent significant leadership lesson you've learned?

I have learnt that it is always good to be a leader rather than being a boss.
For the past years, I have learnt that it is good for me to take the first step as leader and encourage my employees to do so as well.
I have also learnt that I need to have a good relationship and communicate conduct with the employees.

5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?

Just Do Your Best.
Which talks about how you can take the lead as a leader to do your best to transform other employees.

6. How do you build leadership capacity in a large enterprise?

Get clarity on what is the best use of your time.
Recognize the talents and the value of each person on your team.
Make requests, not demands, so that you get employee input
Establish specific, measurable objectives together.
Empower employees to create their own solutions.
Share the power and resist the temptation to micromanage or take over.
Co-create an inspiring but attainable schedule.
Develop a collaborative reporting and feedback system
Keep a log of who, what and when you delegate for tracking purposes.
Celebrate achievements and relationships between team members.

7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?

My meaningful story comes from being a great leader to empower my employees.