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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.)

'Singh preferred his Maruti 800 over BMW'

Updated: Jan 2, 2025

Manmohan Singh

Lucknow: Manmohan Singh preferred his modest Maruti Suzuki 800 over luxury BMWs even when holding the office of prime minister as it reaffirmed his connection with the middle class and commitment to work for the common man.


Singh's humility and grounded nature were highlighted in a heartfelt social media memoir by Uttar Pradesh Minister of State for Social Welfare (Independent Charge) Asim Arun, a former Indian Police Service (IPS) officer who worked as Singh's chief bodyguard for almost three years.


Arun, who served as Singh's close protection officer for nearly three years during his tenure in the Special Protection Group (SPG), shared his experiences and insights into Singh's personality, emphasising his simple lifestyle and connection with the common man.


Recalling his role as head of the SPG's Close Protection Team (CPT) for the prime minister, Arun said, "As the AIG CPT, my responsibility was to stay with the prime minister at all times, like his shadow. If only one bodyguard could stay with him, it had to be me."


One anecdote Arun shared reflected Singh's simplicity - his attachment to his personal car, a modest Maruti Suzuki 800.


Despite having a fleet of high-security vehicles, including a luxurious BMW, for official travel, Singh would often express his preference for the modest car.

Arun recalled Singh telling him, "Asim, I don't like travelling in this car (BMW). My car is the Maruti."


He said he would explain to Singh the security rwequirements of the high-tech BMW but the former prime minister's gaze would always turn to the Maruti Suzuki 800 as his motorcade passed by it.


"It was as if he was reaffirming his identity as a middle-class man and his commitment to caring for the common man. While the BMW might symbolise the grandeur of the prime minister's position, in his heart, he saw the Maruti as his car," Arun added.


While talking to PTI Videos, Arun recalled that Singh's car - a constant emotional connection to his modest roots - was maintained inside the compound of the PM's residence.


"Dr Singh couldn't drive his Maruti Suzuki 800 due to protocol and my responsibility included starting the car daily and running it briefly within the prime minister's residence."


Talking to PTI Videos, Arun also praised Singh's disciplined routine.


"Even in the nation's busiest office, Dr Singh reserved an hour daily for reading. Whether it was a book or a research paper, his dedication to learning was extraordinary. During flights, he often carried books, reading 100-150 pages in a single sitting. His thirst for knowledge, even at the peak of his political career, was unparalleled."

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