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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.)

Warriors of Night

Updated: Oct 22, 2024

We name our daughters Durga, Lakshmi and Saraswati; we worship the divine feminine power in the temples but oppress, repress and even attack the feminine power amidst us. That is the irony in the way India sees its women.

After the safety of the daylight fades, women are seen as easy prey by the predators of the night.

We mark the nine nights of Navratri, the festival of the goddess, by celebrating the dedication and valour of nine real-life women who brave the challenges of the night to pursue their dreams.


Part - 4


Never felt unsafe

The singer says there has been a generational change over the last two decades

Never felt unsafe

Work has no timings for Aisha Sayed. Sometimes, she begins her studio recording at 12 AM and finishes by 5 AM; at other times, concerts and live shows start at 9 AM and she’s done by midnight. In her field of work as a performer and singer, Sayed is used to not getting a night’s sleep and often returning home when most of the city is set to wake up. “I have been travelling at night but I have never, ever, felt unsafe in Mumbai,” says the singer-performer who began her career at the age of 13 years. Her father spotted her talent for music and took her to meet a sound engineer who was their neighbour in Bandra. The family helped her get opportunities and from there, her career began.

Being among the top contenders in Indian Idol, season 3, in 2007 catapulted her to fame and it opened up a world of new performance opportunities across the country. “I was just 20 years then and I was travelling the world, performing at the most lavish weddings, staying at the most luxurious hotels and performing at big corporate gigs,” she says. Safety, while on work, is has never been an issue for her for the organizers arrange a security detail for the performers. “They escort us until we reach the room. And since we travel with our team in a big group, there is always safety in numbers,” says Sayed, who sings in 10 languages. Her peers have faced instances of audience members being rowdy. “Once in Delhi, a group of drunk men followed my colleague to her room and kept banging on her door late into the night. But I have been fortunate,” she says.

Work assignments have taken to varied places, from the most luxurious international destinations to far-off venues in the hinterland of India where she’s travelled through dark, dense forested areas. “I have driven through areas where the only light is that of your car’s headlights. Turn around and you see pitch darkness,” says Sayed. She’s always got a little prayer on her lips when travelling through these remote areas for miles together. She recalls a show in Chattisgarh where she had to travel for nine hours at a stretch through remote and forested areas. “No place in our country is as safe as Mumbai,” she stresses. She would know, considering her extensive travels. She advises women to travel in groups while in places that are unfamiliar or unknown and never to venture out at night alone. “Keep your family informed of your whereabouts,” she says.

While her agreements state that proper security at all times, Sayed says that she drives her own car if she’s out at night for parties or personal work but insists that the people of Mumbai are largely helpful and cooperative. A rickshaw driver who once drove to home in the wee hours of the night, after a recording, waited at her gate until the watchman let her in. Friends and colleagues have dropped her home several times.

Mumbai, she feels, has changed—and it’s for the better, in the past two decades. “Earlier, on buses and trains, men would use the crowd as an excuse to touch women inappropriately. That has gone down. There is a generational change that I see,” says Sayed. She used to take the BEST buses and trains to her training classes and for recordings in the early days of her career.

Her timings are inconsistent and her shows take her to various cities and towns. But the Mumbai-bred girl emphasizes that her city is very safe for women, despite the various incidents of violence. “Mumbai is the only place where a woman can wear what she wants, wear bright red lipstick, leave her hair open and look glamorous and still be safe.”

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