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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.)

Marathi Pride and the Taxi Debate

A proposed rule for taxi drivers is turning into a wider test of Marathi identity and the political risks of enforcing linguistic pride.

Maharashtra marked the 66th year of its foundation yesterday. As with every other May 1 celebration that has taken place in six decades, this year, too, Maharashtra Day was celebrated not just with mere pageantry, but with a memory of fire. The state’s birth in 1960, wrested from the old Bombay State after a turbulent Samyukta Maharashtra Movement, still lingers in its political and cultural DNA. That the day coincides with International Labour Day only deepens its meaning, tying the assertion of identity to the labour that built one of India’s most formidable states.


Marathi Mandatory

But this year, along with celebrations, an important and sensitive debate has taken centre stage — whether Marathi should be compulsory for auto and taxi drivers. In the last few weeks, Maharashtra found itself close to a serious policy and political discussion. Transport Minister Pratap Sarnaik proposed that all auto and taxi drivers must be able to speak basic Marathi. Initially, there were strong signals that from May 1, 2026, drivers who failed to comply could even risk losing their licences. This created both excitement and fear. Many Marathi-speaking citizens welcomed the move, seeing it as a step towards preserving their language. At the same time, thousands of drivers, especially those from outside Maharashtra, felt uncertain about their future. As Marathi speakers, many of us feel proud of our language. We often admire how people in states like West Bengal or in South India strongly use their own language in daily life. But when we look at ourselves, a different picture appears.


In everyday situations, whether it is speaking to a taxi driver or buying vegetables, we quickly switch to Hindi. Even in groups of Marathi people, if one person does not understand Marathi, everyone changes their language instead of helping that person learn. So, the question is simple: if we ourselves do not use Marathi regularly, can we expect others to learn it? The issue soon moved beyond language and became political.


Parties like the Maharashtra Navnirman Sena, led by Raj Thackeray, supported the idea strongly, saying Marathi must be respected in Maharashtra. On the other hand, leaders like Sanjay Nirupam and labour representatives questioned the decision. They argued that forcing language rules could hurt workers, especially those who have come from states like Uttar Pradesh and Bihar to earn a living. Many of these drivers have been working for years without any major communication problems.


Political Complexity

Alongside the public debate, a sharper political subtext is hard to ignore. Questions are already swirling over whether Pratap Sarnaik’s decision followed full consultation with Chief Minister Devendra Fadnavis or whether it was a more calculated gambit. To some, the move looks less like policy and more like positioning: a bid to signal linguistic assertiveness and consolidate Marathi sentiment.


Yet such manoeuvres carry risk. Should the policy provoke unrest - as in among drivers or a wider public backlash, then the political costs may not rest with its architect alone, but with the Chief Minister, who ultimately bears the burden of governance.


Another perspective suggests that even if the leadership was aware, there may have been hesitation in fully supporting such a strict rule as the ruling BJP has a strong base in the Hindi belt and an important state like Maharashtra could not safeguard their own people – which could be double sword fight for the CM.


In that case, the issue could be used politically to create an impression that some leaders are not fully supportive of Marathi identity. In simple terms, whichever way the situation unfolds, the political pressure seems to circle back to the top leadership — especially Devendra Fadnavis — making this not just a social issue but a strategic political challenge. As tensions increased, the government appeared to take a balanced approach.


The strict deadline of May 1 was relaxed, and more time was given until August 15 for drivers to learn basic Marathi. At the same time, new developments —including discussions around other political and local issues — have also come into focus, indirectly shifting attention and creating pressure on key decision-makers.


This shows how quickly public issues in politics can change direction. While the idea of promoting Marathi is widely supported, many people are asking an important question — is this the right time and the right way? With the new deadline still months away, the situation may change further. There could be new protests, policy changes, or even completely different discussions taking over the public space. Marathi is the soul of Maharashtra and deserves respect and promotion. But Maharashtra is also a state that welcomes people from all over India. These people contribute to the economy and daily life of cities like Mumbai.


The solution may not lie in strict rules, but in encouragement and support. Language learning can be made simple and friendly. Citizens can also take responsibility by using Marathi more often and helping others learn. Maharashtra Day is a time to celebrate unity, culture, and progress.


The current debate reminds us that growth comes with challenges. Language should bring people together, not push them apart. A thoughtful and balanced approach can ensure that Marathi continues to grow while also protecting the livelihoods of thousands of hardworking people. As the situation develops in the coming months, one thing is clear — this is not just about language. It is about identity, politics, and the future direction of Maharashtra. And as many would say in simple words — “Aap samajh rahe ho na?”


(The writer is a political observer. Views personal.)

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