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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.)

Unrest within Mahayuti

Updated: Jan 21, 2025

Mahayuti

Mumbai: The state administration on Sunday stalled the appointments of guardian ministers in Raigad and Nashik districts. Chief Minister Devendra Fadnavis had cleared the appointments before he left for Davos in Switzerland to attend the World Economic Forum on Saturday. They are believed to have been stalled on behest of Deputy Chief Minister Eknath Shinde, who heads the state in absence of the Chief Minister.


NCP’s Aditi Tatkare and BJP’s Girish Mahajan were entrusted with responsibilities of guardian minister for the Raigad and Nashik districts respectively, where Shiv Sena’s Bharat Gogawale and Dada Bhuse had staked claims. Gogawale is a first-time minister while, Bhuse had been the guardian minister of the district during previous government under Eknath Shinde.


Shiv Sena, NCP and BJP all the three constituents of Mahayuti have strong roots in both the districts. However, the Shiv Sena and the NCP had been particularly on loggerheads there. The Shiv Sena, which had been demanding the guardian minister’s post in Nashik district has managed to win only two assembly seats in the district where the NCP has Six and the BJP has Five MLAs. On the contrary, in Raigad the NCP has won only one seat while the Shiv Sena and the BJP both have Three MLAs each in the district.


Sunil Tatkare, MP from Raigad Lok Sabha constituency and the stat unit president of the NCP and father of Aditi Tatkare, had been the guardian minister of Raigad between 2004 and 2014. Gogawale had always been his political opponent before Tatkare joined the Mahayuti government under Ajit Pawar’s leadership in 2023. Gogawale claimed that all the Six Shiv Sena-BJP MLAs in the district had opined in his favour to be the guardian minister of the district and after the decision to appoint Aditi Tatkare was announced, his supporters resorted to violent protests. They burnt tyres in bid to stall traffic on highway in the district. Reacting to the developments, Tatkare said that the issue should be pondered over after CM Fadnavis returns from Davos on Saturday and settled amicably.


In Nashik Girish Mahajan had been the guardian minister of the district between 2014 and 2019 when Fadnavis was the Chief Minister.


The post of guardian minister doesn’t have any constitutional mandate and is considered to be a political appointment. Guardian ministers head the district planning and development councils (DPDC) that control the funds for development works being carried out in the particular district. This control wields much of political power to the minister in that district whereby spreading the party in the district becomes much easier. This is the reason why the grass root politicians seem to be very sensitive to such appointments.


While Gogawale and Bhuse are unhappy about not being appointed as guardian ministers, some others like NCP’s Hasan Mushrif and BJP’s Pankaja Munde are unhappy about not being appointed as guardian district in their home districts of Kolhapur and Beed respectively. DCM Shinde is learnt to have gone to his ancestral village Dare in Satara district after the decision and BJP’s firefighters Chandrashekhar Bawankule and Girish Mahajan are expected to meet him there to try finding a way out of the issue.

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