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By:

Divyaa Advaani 

2 November 2024 at 3:28:38 am

When agreement kills growth

In the early stages of building a business, growth is often driven by clarity, speed, and conviction. Founders make decisions quickly, rely on their instincts, and push forward with a strong sense of belief in their methods. This decisiveness is not only necessary, it is often the very reason the business begins to grow. However, as businesses cross certain thresholds, particularly beyond the Rs 5 crore mark, the nature of growth begins to change. What once created momentum can quietly begin...

When agreement kills growth

In the early stages of building a business, growth is often driven by clarity, speed, and conviction. Founders make decisions quickly, rely on their instincts, and push forward with a strong sense of belief in their methods. This decisiveness is not only necessary, it is often the very reason the business begins to grow. However, as businesses cross certain thresholds, particularly beyond the Rs 5 crore mark, the nature of growth begins to change. What once created momentum can quietly begin to create limitations. In many professional environments, it is not uncommon to encounter business owners who are deeply convinced of their approach. Their methods have delivered results, their experience reinforces their judgment, and their confidence becomes a defining trait. Yet, in this very confidence lies a subtle risk that is often overlooked. When conviction turns into certainty without space for dialogue, conversations begin to narrow. Suggestions are heard, but not always considered. Perspectives are offered, but not always encouraged. Decisions are made, but not always explained. From the outside, this may still appear as strong leadership. Internally, however, a different dynamic begins to take shape. People start to agree more than they contribute. This is where many businesses unknowingly enter a critical phase. When teams, partners, or stakeholders begin to hold back their perspective, the quality of thinking around the business reduces. What appears as alignment is often silent disengagement. What looks like efficiency is sometimes the absence of challenge. Over time, this directly affects the decisions being made. At a Rs 5 crore level, this may not be immediately visible. Operations continue, revenue flows, and the business appears stable. But as the organisation attempts to grow further, this lack of diverse thinking begins to surface as a constraint. Growth slows, not because of lack of effort, but because of limited perspective. On the other side of this equation are individuals who consistently find themselves accommodating such dynamics. They recognise when their voice is not being fully heard, yet choose not to assert it. The intention is often to preserve relationships, avoid friction, or maintain a sense of professional ease. Initially, this approach appears collaborative. Over time, however, it begins to shape perception. When individuals do not express their perspective, they are gradually seen as agreeable rather than essential. Their presence is valued, but their input is not actively sought. In many cases, they become part of the process, but not part of the decision. This is where personal branding begins to influence business outcomes in ways that are not immediately obvious. A personal brand is not built only through visibility or achievement. It is built through how consistently one demonstrates clarity, confidence, and openness in moments that require it. It is shaped by whether people feel encouraged to think around you, or restricted in your presence. At higher levels of business, this distinction becomes critical. If people agree with you more than they challenge you, it may not be a sign of strong leadership. It may be an indication that your environment is no longer enabling better thinking. Similarly, if you find yourself constantly adjusting to others without expressing your own perspective, your contribution may be diminishing in ways that affect both your influence and your growth. Both situations carry a cost. They affect decision quality, limit innovation, and over time, restrict the scalability of the business itself. What makes this particularly challenging is that these patterns develop gradually, often going unnoticed until the impact becomes difficult to ignore. The most effective leaders recognise this early. They create space for dialogue without losing direction. They express conviction without dismissing perspective. They build environments where contribution is expected, not avoided. In doing so, they strengthen not only their business, but also their personal brand. For entrepreneurs operating at a stage where growth is no longer just about execution but about expanding thinking, this becomes an important point of reflection. If there is even a possibility that your current interactions are limiting the quality of thinking around you, it is worth addressing before it begins to affect outcomes. I work with a select group of founders and professionals to help them refine how they are perceived, communicate with greater impact, and build personal brands that support sustained growth. You may explore this further here: https://sprect.com/pro/divyaaadvaani In the long run, it is not only the decisions you make, but the thinking you allow around those decisions, that determines how far your business can truly grow. (The author is a personal branding expert. She has clients from 14+ countries. Views personal.)

Civil Defence course to be introduced in Mumbai University curriculum

  • PTI
  • May 11, 2025
  • 2 min read


Mumbai: The Maharashtra government has decided to introduce a civil defence course in the Mumbai University curriculum, acknowledging the key role the volunteer-based emergency response mechanism can play during emergencies amid a spotlight on the Indo-Pakistan conflict that necessitated mock drill exercises.


The government is also trying to strengthen the Directorate of Civil Defence, beset by multiple issues ranging from manpower crunch to paltry daily allowance and logistical problems, including inadequate sirens, vehicles and ambulances.


The Directorate of Civil Defence and the University of Mumbai recently signed a memorandum of Understanding (MoU), finalising the inclusion of the Civil Defence course in the academic curriculum, Director of Civil Defence Prabhat Kumar told PTI.


This course will be taught in all engineering colleges affiliated with the University of Mumbai and will carry a weightage of 25 marks.


"Students who wish to serve the nation while pursuing their education will get an opportunity through this course," Kumar said, adding that students will be trained in rescue operations and saving lives during emergencies.


They will also be prepared to work alongside government and civic agencies, such as disaster management cells, fire brigades, and hospitals, especially during emergency and war-like situations.


The spotlight on civil defence has intensified following mock drills conducted across coastal districts and Pune, Nashik, and Chhatrapati Sambhajinagar.


These drills aimed to raise awareness among volunteers and the general public.


The mock drills involved around 10,000 volunteers from Civil Defence, Home Guard, NDRF, and other emergency response agencies.


An official said the government is taking appropriate steps to strengthen civil defence, and its revival is underway.


The Directorate of Civil Defence has long struggled with shortages in manpower, vehicles (including rescue vans and ambulances), sirens, and training equipment.


However, these requirements are likely to be fulfilled soon, he said.


Although the sanctioned manpower for Civil Defence is 420 personnel, operations are being carried out with only 135 staff members across the state.


He said some units, like those in Ratnagiri and Sindhudurg, have only one full-time government employee each.


"In emergencies, Civil Defence needs its ambulances and vehicles. However, many of the existing vehicles are in poor condition, with some on the verge of being scrapped," the official noted.


Volunteers currently receive a daily allowance of Rs 150 for their service. A proposal has been submitted to the government to increase this amount to Rs 500 per day.


He added that in addition to the proposed allowance hike, proposals for increasing manpower, training equipment, and sirens have also been submitted. The government is positive about meeting these demands.

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