Leadership

The wrong people will convince you that wanting more is something to be ashamed of. Here’s why I say this: In college, after scoring among the highest in my semester, a group I used to call friends walked into my hostel room and spent an hour calling me a nerd and laughing at me. I don't call them friends anymore. In fact, I haven’t seen or spoken to them since I graduated college. I've had the pleasure of genuinely great company and the displeasure of really poor ones. The d

I've worked across Fintech, Healthcare, HR Tech and SaaS. A poorly handled customer query costs you differently in every single one. They all underestimate the emotional weight of the problem they're solving. The fundamentals of great CX never change, regardless of where you are: - Clear communication - Predictable response times - Fair resolutions - Keeping your word - Consistency - across product, operations, communications, and support Simple in theory. Brutally hard in pr

Every hiring manager has said it. "Skills can be trained. Hire for attitude." I've hired for attitude. It works - until it doesn't. And when it doesn't, it's not a small problem. Here's something experience taught me that no hiring framework will: Attitude gets you in the door. But attitude without the foundational skill to back it - creates a very specific kind of mess. The person works hard. Wants it badly. But can't execute. And because they care so much, feedback becomes

Team A doubles their customer base in 12 months. They celebrate. Hires more sales reps. Team B doubles their customer base in 12 months. Then asks - can our experience handle this? One of these teams will be fighting churn in Q3. You already know which one. Here's what ends up getting skipped in all the celebrations: Growth exposes you. Every crack in your process, every gap in your handoff, every promise your sales team made that your ops team can't keep - scale just makes i

What if you could just... ask? Just open WhatsApp and type - "I left my charger at the office, can you get it?" and someone would do that for you? In CX, we talk endlessly about reducing friction. Dunzo, in 2014, had eliminated it entirely. I've spent years studying what makes customers come back, what makes an experience stick and what Dunzo had built, almost accidentally, was the answer. They just didn't have a name for it yet! It should have been called a conversational co

Founders hire their first CX leader in one of two moments. Either the reviews are bad, the churn is visible, and the founder is getting tagged in angry tweets - meaning the damage is already done and whoever walks in is inheriting a fire. Or the product is still finding its feet, the customer base is too small to generate real signal, and the hire ends up building processes for problems that do not exist yet. Both are expensive mistakes. One costs you money. The other costs

The most confident decision I ever watched a leader make was a coin flip. Not literally, but from the outside, it looked exactly like one. He had two options on the table. No data clearly favouring either one and a room full of people who needed someone to just pick a direction and mean it. He picked one and when he did, he said it like he had known all along. The team heard it, believed it, and got to work. What nobody in that room knew was that he had spent the previous th

A founder once told me their CX team was slow and unresponsive. Customers were complaining. Support tickets were piling up. The team looked unmotivated. I asked how long it took the team to resolve a refund request. She said three days. I asked why. She said the ops lead had to approve it, then finance had to sign off, then she had to review anything above a certain amount. The support team had been hired to help customers. But they could not actually help anyone. They could

Dependency looks like value in the short term. Over time, it is just a very polite career ceiling.

2002 Nobel prize laureate Daniel Kahneman said "For some of our most important beliefs we have no evidence at all, except that people we love and trust hold these beliefs. Considering how little we know, the confidence we have in our beliefs is preposterous - and it is also essential." And then I thought about NPS. And I laughed. Then felt sad. It was hilarious and all too real at the same time. Nobody woke up one day and decided CSAT and NPS were the twin pillars of customer

Being known for great customer experience is fantastic. But, if it isn't adding revenue, then what’s the point? You can make the same argument for great branding, great marketing, also, great leadership. If it doesn't connect to a commercial outcome at some point, it's just an expensive hobby with a (maybe) good-looking dashboard. In one of my discovery calls for a consulting assignment, I was asked to come in and track a metric that would look good on paper and make the earl

Martin Brundle has a phrase he deploys with surgical precision during Formula 1 broadcasts: "a day late and a dollar short." He uses it when a driver attempts a defensive move too late, or commits to an overtake half-heartedly. The gap has closed. The opportunity has passed. And worse, the hesitation has telegraphed weakness to every other driver on the grid. Business is no different. The difference is that instead of losing a position on lap 34, we lose teams, opportunities,

The teacher was screaming from backstage, ”Linish, don't be an idiot. Do not invite the dignitaries back on stage. They're already on stage." I was in seventh grade, president of the Interact Club, a division of the Rotary Club. It was tradition for the president to deliver what was essentially a state of the club address. The entire high school would be in attendance, along with dignitaries from the local Rotary Club. The protocol was: the dignitaries would be seated in the

Leadership problems often disguise themselves in different ways. Too often, it’s a question of focal length. But, hardly anyone sees it that way. Get too close and you start solving problems your team should be solving. You add control, meetings, check-ins. You become to bottleneck for everything. Get too far and you rely on vision decks and town halls. You don’t find the right focal length by reading about it. You find it by testing the edges. Step in closer than feels comfo

A useful rule of thumb. Not every question deserves an answer. Not every invitation to explain is made in good faith. Some are simply traps disguised as curiosity. Some people aren’t confused. They’re invested. Invested in missing the point.Invested in circling the same argument until you’re tired enough to surrender.Invested in turning explanation into a tax you keep paying. They don’t want clarity.They want leverage.They want you busy proving what they’ve already decided to

There’s nothing glamorous about showing up the same way every day. The discipline of doing the basics well. Again. And again. And again. Most people don’t fail because they lack talent. They fail because they chase intensity instead of consistency. Sprint for a week. Take on more responsibility for a couple of weeks at work. Overdeliver once. And then drift. Consistency looks dull from the outside. From the inside, it’s demanding. Because it asks for the same standard on good

If you’ve ever made popcorn, you know the smell of freshly made popcorn is just magnifique. There are a few early pops. Then a noisy rush. And then a few stubborn kernels that refuse to play along, no matter how long you wait. Then, the most important question: When do you stop? Same question when you lead teams: How long do you wait for someone to “get there”? Do you keep the heat on because potential exists? Or do you step back before the rest burn to a crisp? Leaders tend

First time managers run into two traps. The first one is over control. You grip everything. You micromanage. You hover. You want everything run by you. You want to prove you earned the role. Eventually, the team stops taking initiative. They wait. They let you make every call. Because you conditioned them to. The second trap is the opposite. You freeze. You are scared to make a move. Your peers now report to you, and you still see yourself as “one of them”. So you avoid tou

Every company loves to say they are customer obsessed. But obsession ends at being a line. And it usually ends there. True customer obsession is culture. And culture does not start at the front-lines. It starts at the top. And no, this does not apply only to customer experience teams. Here is some translation for you: Leadership says "Push harder" Team hears "Say yes even if you don’t know how" Customer hears "We will get back to you" for the fifth time. Leadership says “Let’

You walk onto the pitch. Test match, day one. You’ve got your strategy: play for swing, get behind the line, play with a straight bat. Ten minutes in, the bowler realises the pitch is jagging off the cracks with uneven bounce. The bowler changes his length. And your neat plan is history. Now it’s all about reacting better, and playing the situation at hand. You walk onto court. Ready to dominate with your forehand. But your opponent clearly got the memo. Decided to pin you on