Name: Sanchit Singhal

Title: CEO

Oranisation: MandS Consulting

Visionary CEO at the forefront of IT Consulting, leveraging cutting-edge technology solutions to drive innovation and efficiency. Transforming industries with a strategic focus on technology integration, I'm currently leading groundbreaking initiatives in the dynamic realm of Generative AI.

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!

I hope Sanchit's answers will encourage you in your leadership journey. Enjoy!

Cheers,

Jonno White

1. What have you found most challenging as a leader?

One of the most challenging aspects of leadership is navigating through ambiguity and uncertainty. In a rapidly evolving business landscape, making decisions without complete information can be demanding.

As a leader, fostering a culture that embraces adaptability, encourages collaborative problem-solving, and empowers the team to thrive in dynamic environments is crucial.

Balancing strategic vision with the need for quick, informed tactical decisions is an ongoing challenge, but it also presents valuable opportunities for innovation and growth.

2. How did you become a leader? Can you please briefly tell the story?

Leadership, for me, evolved as a journey of continuous learning and growth and striving for excellence as an attitude. It began with a genuine passion for my work and embracing new technology and business challenges.

Over time, my focus shifted from personal success to empowering and inspiring those around me. I invested in mentorship, learned from both successes and setbacks and honed my ability to collaborate effectively. Leadership, to me, is a commitment to serving others, fostering a positive culture, and relentlessly pursuing collective success.

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

My approach to structuring workdays involves setting clear priorities and maintaining a balance between professional commitments and personal strategic upkeep. I start by establishing a morning routine that includes mindfulness practices, mild exercise, and a super healthy breakfast.

Throughout the day, I prioritize tasks based on urgency and importance, ensuring that I allocate focused time for deep work. One of the innovative ways I take refreshing breaks while maintaining high productivity is total context switching, from team meetings to core R&D to strategic planning.

I conclude the workday by reviewing the day's achievements and setting goals for the next day.

I enjoy late-night academic reading to keep up with my intellectual curiosities and needs.

4. What's a recent leadership lesson you've learned for the first time or been reminded of?

One word, Change!

Change is the only constant, and it's easier said than done as a leader. To adopt your leadership style for constant changes around you, ranging from business dynamics to technological shifts to people movements.

Some changes are fun to adapt to and easy to form hardened strategies around, like continuous learning to stay ahead of tech shifts.

While some changes are hard and often change you as a leader, especially changes associated with people's movements, these changes require a superhuman EQ and resilience, and this is where experience matters the most.

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?

The Fountainhead by Ayn Rand. This book tells the story of Howard Roark, an innovative architect who chooses to struggle in obscurity rather than compromise his artistic and personal vision. The novel is a celebration of individualism and a critique of traditional collectivism.

The central character of the story spoke to me on a personal level, and I could relate it to my own anxieties related to individualism and carving a unique path.

It validated long-term equity associated with true authenticity and not succumbing to the predefined norms in the face of adversity.

Playing a game for the sake of it is more important and fruitful in the long run always.

6. If you could only give one piece of advice to a young leader, what would you say to them?

It's not just about you! Being a leader is all about understanding a 360-degree view of your unique environment, including your family, friends, communities, and the world at large.

Before becoming a leader, understand this fundamental fact and ingest it fully.

One of my mentors and dearest friends told me that after I became an entrepreneur from my day job as a tech architect, and I quote, "Now, my friend, the whole world is your boss."

7. What is one meaningful story that comes to mind from your time as a leader, so far?

During the challenging times of the COVID-19 pandemic, when the world was grappling with lockdowns, our team was working tirelessly from home, striving to stay ahead. This period brought about a significant shift in our approach, especially in terms of hiring and seamlessly integrating new talent into our company culture—all remotely.

Amidst this, a particularly exciting moment came when one of our team leaders called me, brimming with enthusiasm about a candidate they had just interviewed. Intrigued, I took the opportunity to conduct the interview myself. It turned out to be an extraordinary experience—it was, by far, the most impressive interview I had ever conducted. The candidate's expertise, vision, and energy were so compelling that I offered her the position immediately.

She didn't just meet our expectations; she exceeded them spectacularly. Her contributions were transformative, quickly establishing her as an outstanding technical lead and mentor within our team. Her ability to innovate and inspire has been nothing short of a game changer for us.

To this day, we share a fantastic working relationship. Together, we continue to make significant strides, serving our clients and teams with a blend of expertise and collaborative synergy that began in those unprecedented times. This experience remains a testament to the incredible impact that one individual can have on an entire organization, especially when discovered and nurtured under the most challenging circumstances.