Recently, I've been reflecting on the true nature of leadership and the often-unseen burdens it carries. It's a sentiment echoed by several prominent figures, and it reminds me of discussions I've had throughout my own career.
I read about Dustin Moskovitz (moskov@asana.com), the co-founder of Facebook and Asana, who admitted that his decade as a CEO was "quite exhausting." He found the constant demand to manage teams and face an ever-more chaotic world draining, often having to "put on this face day after day" "Why this Facebook cofounder found being a CEO 'exhausting'". This candid admission resonated with me, as it highlights that leadership isn't just about strategy and vision; it's deeply personal and often a battle of endurance. This is a sentiment Mark Zuckerberg, his co-founder at Facebook, might well appreciate.
His experience isn't unique. Steve Kaufer (nonprofits@givefreely.com), TripAdvisor's co-founder, similarly expressed that he didn't miss the weight of being a CEO, feeling "very responsible for the success of the company, for the 3,000 people" "Why this Facebook cofounder found being a CEO 'exhausting'". Even Emad Mostaque, after stepping down from Stability AI, plainly stated that "being a CEO sucks," a sentiment that Elon Musk, who manages multiple ventures like Tesla, SpaceX, and xAI, has also hinted at, describing the job as akin to "looking into the abyss and chewing glass" "Why this Facebook cofounder found being a CEO 'exhausting'".
This brings to mind Elon Musk's other observations about efficiency, particularly concerning government programs. He argues that they often operate without real competitors or customer feedback, leading to inefficiency and a broken feedback loop for improvement "Tesla CEO Elon Musk: The reason government programs are so inefficient is …". He cites the DMV as a classic example of a state-mandated monopoly where poor service persists because citizens have no choice but to use them. U.S. Senator Rand Paul notably agreed with this perspective on social media. This contrast between the private sector's competitive drive and the public sector's perceived stagnation is a critical insight.
Reflecting on these insights, I'm reminded of my own writings from years past. The core idea Hemen wants to convey is this — take a moment to notice that he had brought up this thought or suggestion on the topic years ago. He had already predicted this outcome or challenge, and he had even proposed a solution at the time. Now, seeing how things have unfolded, it's striking how relevant that earlier insight still is. Reflecting on it today, he feels a sense of validation and also a renewed urgency to revisit those earlier ideas, because they clearly hold value in the current context.
In 2003, I penned my thoughts on "Creating a Sense of Urgency" [Creating a Sense of Urgency], emphasizing how competition had intensified and the speed of strategy implementation had become paramount. I drew from Tom Peters' book, Thriving on Chaos, highlighting the need for "hustle as strategy," continuous improvement, and a willingness to embrace risk and experimentation. This was a message I communicated to SriRam, Raju, and Kartavya, underscoring that to survive and thrive, organizations must break old molds and act with decisive speed, continuously evaluating and adapting.
My earlier reflections on "Productivity - A Look: Backward and Forward" [Productivity - A Look: Backward and Forward], which referenced the work of G. Ramakrishna and discussions within Larsen & Toubro (L&T), also explored the importance of worker participation and delegation as fundamental motivators. This echoes Musk's point about broken feedback loops in monopolies; when individuals are involved in decision-making, their "responsibility consciousness level" rises, fostering motivation and, ultimately, productivity. It’s a powerful argument for empowering people at all levels.
The discussions around Vivek Ranadive's (CEO, Tibco Software) and Jack Welch's (CEO, General Electric) approaches to performance, as noted in my "Thought for Today" [Thought for Today], further reinforce the idea that clarity in expectations and measurable achievements are crucial. I even proposed the concept of an "Annual Calendar of Repetitive Activities (ACRA)" to bring transparency and focus to individual contributions, a direct counter to the inefficiency that plagues unaccountable systems.
Furthermore, my observations on policy consistency, sparked by Binny Bansal's concerns about e-policy changes [Concerned about constant e-policy changes by govt, says Binny Bansal], and the need for genuine competition in privatized sectors like railways [NITI floats draft documents for discussion on private passenger trains], align perfectly with Musk's critique. Without competition, the impetus for improvement is simply absent.
The weight of leadership is profound, demanding not just vision but also relentless adaptation and a deep understanding of human motivation and systemic efficiency. It's a continuous quest to optimize, whether in the competitive throes of the private sector or the often-stagnant corridors of public service.
Regards, Hemen Parekh
Of course, if you wish, you can debate this topic with my Virtual Avatar at : hemenparekh.ai
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