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Soft Skills are Smart Skills

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 Soft Skills are Smart Skills
Prasad Kaipa & Thomas Milus, SelfCorp, Inc.
Subhash Chowdary, Ankhen, Inc.
B.V. Jagadeesh, Netscaler, Inc.

Executive Summary
Soft skills like leadership, decision-making, conflict resolution, negotiation,
communication, creativity and presentation skills are essential for entrepreneurial success
and for maximizing human capital in any enterprise. When balanced with a good
management team and an effective human resource management system, soft skills
provide a way to get the highest return on the investment in terms of human capital.
While professional skills may open the door of opportunity, soft skills keep you in the
driver’s seat. We offer our Top 10 list of items that an entrepreneur should focus on and
some suggested competencies.
The chapter begins with a conversation between one of the authors (PK) and Peter
Senge, author of the Fifth Discipline and one of the foremost management thinkers of
today. The three main sections of the chapter will proceed from a discussion of Soft Skills
to be followed by Building the Management Team and ending with Human Talent
Management. The chapter will conclude with more conversation with Peter Senge.
Introduction
Thanks to TIE, many engineers and entrepreneurs from the Indus Valley region
created successful ventures and broke the glass ceiling in 1990s. The next challenge is to
create sustainable enterprises and visionary companies that are built to last. The key lies
in how you use your people. Human capital management is an inside-out issue and your
chances of success are multiplied to the extent that you maximize your human capital.
While other sections of the book address how to acquire and work with financial
capital, licensing, technology issues, mergers and other very important issues, this section
addresses the soft but extremely important human capital issues.
Peter Senge, one of the foremost management thinkers of today and the author of
the Fifth Discipline states, in a recent interview with the authors, that he has found a
tremendous alignment between the basic ideas of organizational learning and Asian
cultures. This could be a “discontinuous, big opportunity for the 21st century” and Asian
entrepreneurs are uniquely poised to take advantage of this opportunity to make a
difference. When rooted in their culture and spirituality, Asian entrepreneurs can make a
big difference developing a different approach to capitalism that respects natural capital,
social capital and human capital in addition to financial capital. This is where the value
differentiation can be made if you choose to pay attention.
How can such a difference be made? What would allow an entrepreneur to be
successful in the financial terms while respecting the environment, social capital, and
human capital?
We present an approach to maximize the human capital by balancing the focus on
important soft skills development, building the management team, and creating an
appropriate talent management system. We believe that these are three corners of a
triangle; ignoring or failing to pay adequate attention to any of the three will impede your
success.

Soft
Skills

Human
Capital

Soft skills are critical to all facets of the venture. They can provide great energy
and cohesion for the members of the enterprise. Your success is more secure with an
experienced management team at the top. You don’t want to gamble on the abilities of
you and your cofounders to grow the company at optimal rates through all the different
stages of the enterprise. Finally, your human resource management system allows you to
harvest the creativity of your talent. People leave or lose motivation at different times.
Without the proper system, you can keep making the same mistakes. When appropriate
attention is paid to all the three corners, you begin to maximize and grow the human
capital because you build capacity in the system.
When your enterprise is optimized around the three corners, each corner
multiplies the value of other two. Of course, when the enterprise is sub-optimized, then
each corner operates at a fraction of its capacity and hence the net result is much less than
what you are capable of.
We begin with the interview with Senge on the topic of soft skills. A discussion of
soft skills and how they could help save your company will follow. The next section will
consider building the management team followed by a section on human resource
management. Finally, we conclude the section after presenting the second part of the
interview with Senge.
The Interview
Kaipa: What are some of the key soft skills for entrepreneurs who are building
enterprises of the future.
Senge: By definition, entrepreneurial venture is a sense of shared vision; people
who share common passion. It [entrepreneurial venture] is art of creating balance
between convergence and divergence. People have clear idea and common focus about a
particular product, particular results, or particular customer or market. They can work
together with common values when all they have to work with in the beginning is
creativity. The convergence and focus on product or customer or market should not kill
the creativity.
It is a sophisticated field. Classical OL [organizational learning] skills would be
very useful here. Conversational skills would need to be good for building good
entrepreneurial teams in the beginning. Very few people are good in dealing with conflict.
Conflict, when dealt with appropriately, could be very generative but many people end
up just having fights in the name of conflict management. They don’t really harness the
creative potential.
Kaipa: What are the critical soft skills and learning skills for building an executive
team?
Senge: It takes off from where we began a minute ago. Very few executives are
good in dealing with conflict in teams. I really do think that basic inquiry skills, the ability
to distinguish interpretations from data, the ability to pose questions that really help
people learn more from the situations in which they find themselves. I really don’t know
how else to say it. It is developing shared appreciation of the reality in which they are
working; and it is pretty hard work. The Appreciative Inquiry (AI) work of David
Cooperrider et al would be very useful here. It is about dealing with differences and
potential conflicts appreciatively. That seems to be quite crucial.
Kaipa: I have outlined my critical Top 10 list of soft skills for you. (presented
later in the chapter) These are the top 10 soft skills that I have come up with for
entrepreneurs to build sustainable and profitable enterprises that stay long after they are
gone. Do you feel these cover what you would consider as key skills.
Senge: I think they are great. The only thing at this point that I detect missing is
something about developing a theory of business. Peter Drucker keeps saying that people
make implicit decisions and barely make the theory explicit. Without an explicit and
coherent theory, a Company does not sustain for long. Mental models tools help to make
that explicit but how you inter relate different images and mental models the executive
team has into a coherent picture – what is our theory, where are we at, how do we
generate value, key sources of distinctiveness. Are we sophisticated in building shared
understanding? How do we look for disconfirming evidence that identifies what is wrong
with our theory?
Soft Skills

Preparation
Planning a venture is like mapping a route before a long trip -- beware of the
consequences of decisions you make about your destination, with whom you are
traveling, and how you will get there. A quality business plan is the roadmap to success.
Starting the venture is like initiating the journey that you have been dreaming about for a
long time. Focus on hiring the right people with the right skill-set (and passion). Strive to
create a culture of teamwork and commitment coupled with high quality execution, which
will allow you to reach the destination safely and successfully.
Imagine this to be a long trip on water. You and your executive team are the crew,
your business plan is your map of the turbulent ocean, which is the market place, and the
ship is your organizational system optimized for your journey as well as for getting the
best out of your talent. Your executive team needs to be top notch with experience and
expertise in operating your ship. It is very likely that at least some of them have been on
this journey before with knowledge of how to deal with unexpected changes in weather,
hurricanes and, of course, potential mutinies on the ship. Your engineers (crew) have
experience with your system (ship)--- software, approach, and equipment. They need to
have the tools and training to navigate it (Java or dot NET or other software tools if you
are building an internet software company), and have expertise to fix unexpected
problems that are bound to come up while you are in the ocean.
Your plans must include food for the crew e.g. rewards and recognition, stock-
option plans, and road map to first release of your product/service. It must also include
enough fuel for the ship to last until your next port/dock e.g. money to pay for salaries
and equipment till the next round of funding. If the crewmembers do not trust one another
or do not cooperate, then the culture on the ship is unstable and you may never reach
your next port, let alone, the destination.
If you have holes in the ship above the waterline, don’t worry: they can be fixed
without interrupting the journey and without any issues. Technical and professional skills
of the people in your venture are generally like holes in the hull above the waterline. You
can develop them or find new people with those skills. The lack of ‘soft skills’ is much
like holes below the waterline. If you have these holes, then it can be a serious problem.
Some holes can be fixed from inside and if they are small enough, you can reach port
safely and then undertake the repairs to the ship. Other kind of holes under the waterline
will sink you surely and steadily.
While the rest of the book addresses various professional and technical
skills/competencies to make the entrepreneurial venture successful, this section addresses
the three key issues that make or break your company. They are your executive team,
your talent management system (HR systems, culture, hiring, retaining, motivating and
knowledge transfer processes etc.), and soft skills (leadership, decision making, conflict
resolution, negotiation, communication, creativity and presentation skills).
While gasoline fuels the ship and money fuels a financial institution, Human
capital fuels the entrepreneurial venture. There are three main components to what
SelfCorp calls the “human capital triangle.” The right people, the right skills and right
management system constitute the three corners of this triangle. Maximizing human
capital requires the right balance between the executive team and development of
appropriate skill-sets with proper talent management systems and culture.
Numerous studies have shown that the vast majority of projects, which focus on
systems development and deployment in big organizations, are late, over-budget, or
cancelled. These studies have also shown that the underlying causes of project failures
are rarely technical (idea related). Most project failures can be attributed to breakdowns
in communication between executives and the talent, teams, and project managers. When
the talent management system, including executive teams and skill sets (technical,
professional and soft skills), are not balanced and optimized, then financial capital and
human capital do not pay the returns for which one hopes.
Many entrepreneurial ventures fail even though they have great ideas and great
talent because they lack the appropriate structures and processes to move forward. In
addition, when the focus is too much on ‘hard technical skills,’ the dynamics in the
workplace become difficult to manage and many companies never see their first
anniversary because they lack soft skills.
In our work with many startups and Fortune 100 companies, we have seen that
failure to balance and maximize the human capital triangle can make or break them. When
the right team is not in place at the top of the hierarchy, decision-making suffers. When
you don’t make right decisions at the right time, markets can change and competition
grows in ways unexpected. When the HR systems are not optimized, people may not get
paid. Without soft skills poor decisions are made, negotiations go poorly, communication
lacks passion, and leadership withers away fairly quickly. We address soft skills in this
chapter while the executive team and talent management issues are addressed in the
sections that follow in this chapter.
Nearly one-quarter of executives in high-tech positions are "in trouble" due to
poor people skills, says Hagberg Consulting Group, a management consulting firm.
According to Greg Netland, president of the IT division at New Boston Systems, “about
70% of managers we do business with feel soft skills are more important than they were
five years ago." Technical skills get you in the door, but soft skills keep you in the job.
Companies sink or swim based on soft skills regardless whether their technologies keep
them afloat temporarily. Great technology and mediocre management leads to sure
failure!
Leadership is the key. According to Fortune's Most Admired Companies in 1998,
“the truth is that no one factor makes a company admirable, but if you were forced to
pick the one that makes the most difference, you'd pick Leadership." Leadership is one
of the key soft skills along with communication, creativity, learning and teamwork.

Soft Skills contribute to:

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 Based on our experience with both startups and Fortune 100 companies we have
come up with a Top 10 list of indicators that you might want to keep in mind while
building your enterprise. At the end of that list, we will give you six steps that increase
your effectiveness in the area of soft skills.
Top 10 list for Entrepreneurs
As we embark on examination of these ten factors, it is beneficial to reflect on the
words of Dr. Chatterjee, the financier and industrialist who worked with Soros
Management Fund and is currently head of the Chatterjee Group, (from the anecdotes
section on Building the Management Team): “the biggest risk in the venture business is
whether the team will gel or not. Every facet of a venture is analyzable except this.” He
commented that “effective management teams are rarely found intact” and that “more
often they are made through an extended process. This process contains integration,
adjustment of roles and agendas, and assimilation of various resources as the business
evolves. The anecdote about the Brocade User Group concluded with this remark: “new
thinking” about management “begins with creation of value-generating relationships and
cohesive understanding between entrepreneurs/founders, investors/VCs, and executive
management.” Selecting team members, establishing value- generating relationships that
eventually gel into a functional team –innovation ecosystem-- requires the competent
application of the Soft Skills we will consider below.
Some of the skills are relate to attitudes, while others are processes, and still
others relate to awareness. Similar skills will be grouped together. The order of
presentation does not imply importance. Table 2 at the end of the section will summarize
the discussion emphasizing how the soft skills relate to leadership as well as the other
talent within the enterprise.
Focus on Humility and Self Confidence
Humility is looking at life from different perspectives (not just from your own); it
will allow you to see what others cannot. Humility gives you a perspective to do what
needs to be done to make your venture successful. Arrogance can blind you. When you
see yourself superior to other founders, smarter than your employees and directors, more
savvy than VCs, and more capable than professional executives you and your company
lose. It is that simple.
In the conceptual and development stages of the company, you should balance
humility with self-confidence (not arrogance). Listen to criticisms of your ideas and plan
with openness but don’t lose your confidence. Don’t show-off or have an attitude of
‘holier than thou’ or ‘smarter than you’ because that puts prospective partners (who
could be customers, VCs, collaborators, employees) off. It doesn’t build your future or
create good ‘buzz’ about you and your ecosystem. To partner with others, who have
different set of skills than you do, and to hire and manage people better than you, you
need to have a healthy sense of confidence in yourself. You must find the right balance
between inner-strength and outward humility combined with a genuine sense of leading a
whole team and not advancing one’s isolated, personal gains.
When you get to the execution and growth stages of your company, humility will
keep you in the loop. It is important for you to be able to listen to VCs, professional
managers and directors with appropriate self-confidence and knowing where you can
make the most contribution to the growth of the company. Much of what has been
mentioned about humility corresponds with the advice for Founders given in the
following chapter in this section: Building the Management Team.
Jim Collins became well known as an author when he first partnered with Jerry Porras
to publish the book Built to Last. It described characteristics of companies that are built
to last a long time. He recently put 1,435 good companies through a rigorous performance
analysis and discovered only 11 became great companies. In his best selling 2001 book
Good to Great, Jim Collins introduces a concept called ‘Level 5 leadership’ and it refers
to the top of a five level hierarchy of leadership characteristics. A Level 5 Leader is
person who embodies a paradoxical mix of humility and professional will. “The most
effective leaders of companies in transition are the quiet, unassuming people whose inner
wiring is such that the worst circumstances bring out their best,” Collins says in an
interview with Art Kleiner published in Strategy and Business journal in Jan. 2002.
“They’re unflappable; they’re ready to die if they have to. But you can trust that, when
bad things are happening, they will become clearheaded and focused.” Are you a level 5
leader committed to make your enterprise successful without having to be in the limelight?
Emotional Intelligence Quotient (EQ)
Intelligence Quotient (IQ), representing abstract intelligence, gets the company
started: EQ i.e. Emotional Quotient helps it become successful. IQ addresses ‘what,’ and
EQ addresses ‘when’ and ‘how’ to get things done. At every stage of your company’s
development, your EQ makes or breaks its development and growth. Emotional
intelligence competencies include self-awareness, self-control, team-focus, influencing
others, and building relationships. These are especially important in the pre-launch phase
of a new venture when you are making many sacrifices and commitments. Commitment
will be mentioned in the Talent Management System chapter as being critical to a
venture’s success. This commitment must come from all stakeholders: yourself, your
spouse and family, and the friends and relatives who will be directly or indirectly
connected with your venture. Keep in mind that your family/friends will be making
sacrifices as well as you focus more and more time on your company.
Self-awareness begins with knowing the role that you are expected to play, your
strengths and weaknesses, your style of communication and management (the
effectiveness of it and how others perceive it), the context in which you assert yourself
and the context in which you listen and your own intentions and expectations of yourself
and others (stated and unstated). Self-control has to do with the following: learning how
to present yourself; when to focus on your strengths (and assert your point of view);
when to be quiet and listen (even if you are right); when to ‘pull people up’ (just focusing
on their tasks and making sure that you respect who they are); and when to let go
allowing others to make their own mistakes (developing their leadership capabilities).
Self-control means having a priority in terms of what needs to be done and when. It is
not running the company in the initial stages as a dictator or know-it-all (See Building a
Management Team section) or competing for control with your executives in later stages
rather than supporting them. Most importantly, it is about controlling your passion as
well as anger, outbursts and frustrations in public. It is important to remember that what
makes you passionate can also make you and others frustrated unless you practice self-
control.
Focus on the team accomplishments and capabilities instead of your own,
particularly if you want to build a successful company that keeps growing long after you
leave. Be generous and timely in rewarding others and acknowledging their contribution.
Acknowledge and appreciate people in public and criticize and identify their mistakes in
private. Spread the credit around for successes of your company and don’t hog the
credit. Don’t look for others to acknowledge you because they may be busy looking for
appreciation from you. Regardless of your status within the company, learn to lead by
setting an example of humility and cooperation. Focus on influencing others through
modeling and practicing what you preach. Particularly in startups, people do what you
do instead of what you say. Because of the natural insecurity inherent in a startup arena,
words spread quickly among your company for lapses in your commitments. Focus on
relationships instead of specific issues that you disagree with.
Many entrepreneurs are let go because they lack EQ and do not know how to
grow with a fast growing company. Many times egos and attachments get in the way of
success for themselves as well as their companies. For some, it is appropriate, but for
others, it is painful; they never grow out of that sense of ‘betrayal’ and develop social
awareness and EQ to create another successful company.
Building on Strengths and Minding Your Core Incompetence
As an individual within the whole organization, focus on your strengths and define
your role based on those strengths. There is, however, another critical element: Core
Incompetence. The concept of Core Incompetence was developed by SelfCorp to
describe that aspect in each individual that interferes with accomplishing goals. It is the
place where your foot is nailed to the floor.
In the early developmental stages of your venture, you might have to wear
different hats, but never assume that you can do all things or be all things to all people. A
Company is never the work of a single individual. As the company grows, you will give
away additional responsibilities to appropriate people and focus on making a contribution
in terms of your core strength.
As the company grows, what worked before might not work any longer. An
appropriate CEO in the startup phase might not be the right person to lead the company
when it is ready to go IPO. As the environment changes you might have to search for
new ways to use your strengths. Get a mentor, consultant, or coach and work to assist in
this process. Identify the core competencies of your company and focus on
strengthening them. Pick one that you are strong in and build the company based on that
strength first. Let them help you to gain a perspective on a regular basis. You should also
use your coach to help you see how your Core Incompetence© is at work in your
venture. Understanding what energizes you and taps into your passion can provide fuel
for your journey. Clearly seeing your Core Incompetence© will free you to move toward
your goals. Losing sight of your passion might require that you take a break for
reflection.
In these days of turbulence, everybody wants to grow rapidly and become number
one or two in their markets. Many times, they go through the path of mergers and
acquisitions. Unfortunately, over 70% of mergers failed in achieving their stated
objectives whether they are economies of scale or people or higher market share. Why?
When you combine two companies with very different core competencies and strengths
and cultures, many of the strengths that existed prior to the merger are lost. They merged
in the first place because they wanted to strengthen their weakest area and not because
they wanted to build on their strength! Daimler-Chrysler is one well-known example.
Discover your core strength. When one does strength-analysis for companies they
look for the companies’ essence. What are some things that your company can do
without any new thinking or radical sea change in conceptual organization? What are
some areas you excel with very limited resources? Once we understand what drives your
company, what your mission and vision are, what evokes passion and commitment in
your company, then we can return with your company DNA map that integrates your
cultural uniqueness. Based on your DNA map, you can identify branding possibilities,
tag lines and unique opportunities that you alone can fill exceptionally well.
Finally pay attention to your core incompetence. Do you know where your foot
is nailed to the floor? What kind of mistakes you keep repeating no matter what the
context is? If you don’t know what it is, or if you think you don’t have any core
incompetencies, you are in more trouble than you know. Ask around and find out where
you are stuck. By becoming aware of this significant weakness and paying attention to it,
you can remove your biggest obstacle to your success: you!
Integrity in speech and action
Just because you know a lot about cars does not mean you can either design or fix
them as well. You might be an expert food critic and that does not make you a great cook.
Paul Saffo, a director at the Institute for the Future, says that seeing the next peak clearly
does not mean that you can get to that next peak with ease. Be aware of your capabilities
and be honest with yourself about them. Be cognizant of your knowing-doing gap. This
does not mean that you do not practice what you know in a rigid way; it means that your
performance level is not matching your words in a consistent and coherent manner. If
what you say is important, then your actions should reflect that. If staying on course is
critical, then your navigation should reflect it. Sailing a zigzag course is not the same as
employing tacking maneuvers in order to harness the wind’s power. The first reflects a
lack of purpose; whereas the second is a tactical plan for reaching a destination or goal.
Leaders need to model the attitudes and behaviors they expect others to display.
Speaking and acting consistently allow others to learn from your example. Shooting from
the hip by making promises with an expectation of performance might work in the initial
days of your company. There is a difference between empty, rhetorical motivational
drivers and strategic motivation primers, which lead to concrete execution. At some
point, however, processes and agreements with people, who can deliver on your
promises, will be essential. In fact, as you will see in the other chapters in this section,
working with contracts, deliverables, clear promises and objectives are recommended from
the beginning: this way you don’t get into legal difficulties because you are not able to
deliver on your promises. This kind of knowing-doing gap can show up in others who
work for you too.
Pay attention to cultural differences in this area. Some cultures might not say no
because they are trying to save face, but in reality they have no genuine commitment on
delivering what they were told to deliver. You have to learn to read the body language and
validate your understanding by asking a series of yes/no questions if necessary. Bridging
the knowing-doing gap is important and an essential skill that every entrepreneur could
benefit from because it is so pervasive and difficult to overcome. Without it though, you
will lose your credibility. Dead reckoning works for the sailor who can clearly see his
destination and knows the waters in which he sails. Otherwise, it is risky business.
Efficiency is not effectiveness. Reconfiguring the deck chairs on the Titanic might
improve efficient use of the space, but it is not an effective solution to the problem of a
gaping hole below the waterline. Often times, in early phases of their venture, some
entrepreneurs make promises, which they have no intention of keeping. In other
situations, they have every intention of keeping their promise, but do not have any
resources. They hope by the time they have to keep their word, the situation would have
improved. Making promises might be an efficient way to get passed an immediate
sticking point; it moves things along. However, it might not be an effective strategy in the
long run. When you make promises, or when your company makes promises, it is
important to keep them. Therefore, limit promises to ones that can be reasonably met. If
they are inappropriate, then whatever potential efficiencies they might have offered at
one time are outweighed by the loss of effectiveness.
Contracts can be effective and efficient mechanisms for codifying relationships.
Regardless of the legal ramifications of a contract, it is only as good as the parties
involved. Assumptions about integrity, rules, regulations, outcomes, etc. can lead to
problems when it comes to putting things into action. The contract creates a place to
come together when interpreting what was said and what is being done. Despite the
language of the contract, observations of leadership behavior will have a strong influence
on the perception of integrity within the enterprise and the real meaning of the contract.
 This kind of gap shows up a lot in sales, customer service and product
advertisement issues. Many times what you buy is not what you are promised. What
you bought does not work as promised. Once the customer loses trust, the customer
exits to your competitor. Especially when the customer acquisition costs are high, it is
smart to keep current customers by delivering what you promised.
Sensitivity to Context - Timing is Everything
There is time for daring and time for caution. The wise entrepreneur knows the
difference. Leading people is different than managing people. Encouraging risk taking is
different than exploring possibilities. Knowing the difference in styles of communication
and the context in which you can present them can make the difference between success
and failure.
In the anecdote that accompanies the chapter on building the management team,
Marcia Hooper, General Partner, Advent International, considers timely communications
to be the most important trait. Saying the right things at the right time with clarity as
well as exposing complex issues in simple, basic, and compelling ways are traits of great
CEOs.
Considering another perspective on context sensitivity and timing, remember that
you may find prospective employees, investors and directors from your social circle in
the initial days of your company. Poor jokes, inappropriate comments during parties,
insensitivity to other people from your ethnic or religious background could create a
negative buzz about you in the circles in which you move.
What needs to be discussed in the boardroom should not be discussed in the
hallways and vice versa. Appropriateness in terms of content, confidentiality and
courtesy are critical to success. Honesty and transparency do not mean you should tell
everything to everybody. Confidentiality in HR, business leadership, and partnership
matters is critical. Often new entrepreneurs do not pay enough attention to these soft
issues. Friendship and social etiquette might require one thing, and entrepreneurship
might require something entirely different. Watch for the following signs: berating others
in front of others, not delegating, and not trusting others’ input. Deal making with
Japanese might happen over sake. Negotiations with Europeans might take place on golf
courses or cigar bars. Knowledge and awareness of context, culture and custom can fill
your sails on the voyage to success.
Recently, we met an entrepreneur who, in the excitement of the prospect of a
term-sheet discussed the information that was considered confidential to a VC partner
during a dinner after they agreed to fund the company but had yet to give a term sheet.
The VC decided to pull out of the deal at the last minute and used that confidential
information as the basis for that decision. Ultimately, the company went under because
the market had been tough and he could not find a lead investor.
Managing Perceptions
 Perception is reality in that people generally act upon their perceptions. That
action is very real. If you don’t learn to manage how others perceive you, your future can
be seriously limited. When you are one of the founders, people watch what you do more
than what you say. Make your public speech consistent with your private behavior in
your home, with friends, and in social circles. Argyris identifies differences between what
is said and what is done as espoused theories (what we say) and theories-in-use (what we
actually do). Lack of awareness of gaps between these two can lead to major conflicts.
They create perceptions in others that we may not be who we say we are. Losing the
confidence of others can mean losing everything.
There are a number of roles people play within the team or organization. Each role
has a function. Failing to take a person’s role into account can create a faulty perception
about his or her behavior, which can then be amplified by your misguided response to
your perception. Successful leaders must be sensitive to their own judgments and
comments about others. Be aware of the consequences of your words as much as your
actions. Even if individual perceptual errors do not cause great harm, over time their
presence in the overall system of company perceptions weave a complex and difficult
organizational reality in the workplace.
Cultural differences account for some differences in perception. Something that is
said in one culture could mean something very different in another. This becomes very
important when teams are multicultural or the supervisors are unfamiliar with cultural
perspectives on work, management, personal freedom and responsibility, ethics, and the
like.
Finally, it is common for many entrepreneurs to feel that they have not been given
a chance to present their reality before an opinion is formed by others about them, their
company etc. Don’t fight it or deny what others perceive because that is the reality for
them. Especially when you meet VCs, customers and suppliers, you may find that they
have pre-judged you many times and if you don’t find a way to acknowledge these
prejudices and figure out a way to present your point of view, you may not be able to
come away with what you wanted. If you can begin to take yourself lightly and develop a
sense of humor, many people around you can tell you what the buzz is that you carry
with others. Managing perception is one of the key skills that you have to learn to move
forward in the entrepreneurial world.
Appreciating the Roles of Others
Give credit where credit is due. Many traditional managers as well as
entrepreneurs forget this and that lands them in trouble. Appreciating what others have
contributed will enhance their loyalty and increase the chances of continuing to do the
work that brought the appreciation to begin with. Giving and receiving appreciation is
especially important when you are under high stress or when are under deadline pressure
even though that is the last thing on the mind for many of us. Don’t wait to appreciate
till you find some “worthwhile contribution” as one CEO put it. It is important to boost
morale by recognizing small things that others contributed and appreciating what it took
to make those contributions. The culture of your company will begin to reflect your
approach if you are diligent about ‘catching people doing something right.’
It is very important at this point to bring friends and family into focus again.
They, too, are playing roles in this enterprise and without them the venture would have
much less value. It is easy to push them to the margins, give them second best, or forget
them altogether at times. Their names and faces need to be on the list of priorities like
any other member of the enterprise. Even though you may be working most of the time,
you need some types of rejuvenation that cannot be generated by the venture. The roles
of family and friends cannot be overstated.
Be specific, timely and concrete when you appreciate others. Phrases like ‘you
did good, real good’ are fluffy words that don’t mean much to others. Say things like
“yesterday, I saw you sitting with customer X, who is so judgmental. You noted down
all his objections, grievances, and requests. Your sensitivity and responsiveness made X
happy. Just to let you know--he sent me an email appreciating your willingness to listen
to his complaints. We have already identified what we can do to continue to satisfy his
demands and meet his expectations. What you did raised our customer satisfaction
numbers. Keep up the good work.”
In the execution stage of the company, once the product is launched and the team is
in place, chances are that, you and other founders might be playing the role of visionaries.
It is at this time that an experienced CEO is recruited to lead the company. If and when
you receive criticism from the new CEO who replaced you, or from the VC who just
joined your board of directors, it is important to know that they are doing their job: that
is, helping you learn from your mistakes. By appreciating the fact that they are doing
their role, you show maturity and extend your stay in the company. If you don’t, then
they recognize that you are not able to learn what you need to learn to add value and
sooner or later you will be asked to step down.
At different stages of the company’s growth, different ways of appreciation
become necessary. Pats on the back might be sufficient in the concept stage of the
company or even during the development stage. But in the execution stage, rewards and
recognition, stock options, bonuses, and promotions become much more important. You
also have to know what moves whom and when. For example, some executives and
engineers might like titles and recognition. Some others don’t care for titles but go for
stock options and money. Others might be totally motivated and have clarity of vision,
clear directions and targets. When you appreciate people in different ways, be conscious
about fairness and appropriateness: if you ignore financial rewards, which are due to
someone because they are intrinsically motivated, then it might have a negative impact.
Delegate, delegate and delegate some more. It shows that you really appreciate
what they can do and it communicates your ability to trust. If you delegate based on
what you appreciate, then it can be a win-win. Those capable members in your charge are
good at doing what they are given. Delegating to them means that you have one less task
to complete, and you know that it will be done well. The attitude that “nothing gets done
here without me…” fails to appreciate the roles that others play in the enterprise. In the
“Development Phase” (of the “Building a Management Team” chapter in this section),
you will notice that leadership is encouraged to recognize that “you are all in it together,
and everyone must work accordingly for the benefit of the whole organization.” This
cannot be effectively accomplished without appreciating the unique role of each person.
According to Mike Cronin, General Partner, Weston Presidio, creating a central voice for
the team should not [slow down] healthy delegation. “Good leaders also find great
people and let them go.”
Company X was a very successful venture and was sold for a premium price and
the founder of the original company became general manager of a new division in the
acquiring company. In learning to be part of a larger company where he was unsure of his
own contributions, the founder/general manager hogged all the credit and slowly key team
members left, and performance suffered. Less than two years later, the division was
closed.
Appreciating their concerns is another important way to let others know you care.
You might not be able to do anything for them but listening appreciatively could be
significant by itself because entrepreneurs are so focused many times that they usually
are not known to listen well. By empathizing with them, you build a stronger relationship
with them and that becomes the foundation for further work.
Teamwork is key
It is OK to not have the answers to everything. In fact, it is not possible though
many entrepreneurs pretend like they do. It undermines others on your team and devalues
your company if you behave like you do when you make a customer or VC presentation.
However smart you are, you can’t single-handedly navigate and guide your ship from
homeport to its successful destination. Captains are measured on the strength of their
crew. Being an expert in one thing at one time does not mean that you are an expert in
everything or all the time. Find other experts to complement you and expect to take on a
narrower role (See “Building the Management Team” chapter) as the company evolves.
Hire people smarter than you are and reward them appropriately. Remember that one of
the challenges to the entrepreneur is loss of control as the company grows. But as the
venture community says, a five-percent stake in a watermelon is always better than 50%
stake in a grape. To take the company from a grape to a watermelon, one needs people
who are as passionate and skilled and committed to success as the original founders are.
Once you bring them on, it is about sharing the wealth, sharing the authority and sharing
the vision: these are what make the company move at an accelerated pace to success. One
must recognize that the founder’s role is only as necessary as long as the leadership is
effective, and that teamwork is critical to growth and long-term success.
Product cycle times are so short as we mentioned in the earlier pages that if you
are not ready for tomorrow, you will fail before you begin. Believing that you (and your
company) are invincible can have dire consequences. Hoarding power and decision-
making as well as treating people like hired hands can seriously curtail development of
their sense of ownership and responsibility. All the credit will be yours, however, but so
will the big failure. Share the rewards and share the work, and they will share the risk.
Expect the best from people and many times you get it from them. Invest in good
people! The moment you stop adding value to the company will be the moment you are
gone even if you are one of the founders!
Team does not begin and end at work. As you started out, your family, friends
and relatives supported you with money, time, advice, encouragement and referrals. As
you grow the organization, you have to figure out a way to make those people part of the
extended team. Your empathy, appreciation and acknowledgments should extend to your
family members and other supporters if you want their continued support.
Phil Condit, the current CEO and Chairman of Boeing as well as Alan Mulally, the
CEO of Boeing Commercial Airplanes, are known for their focus on “working together.”
It was considered the key theme behind the successful development of Boeing’s 777
planes. Alan Mulally used to run very effective project management meetings during the
development of the 777 planes. He used an appreciative process by which things get
done and are shared.
Focus on Outcomes and Process
Mike Cronin, General Partner, Weston Presidio stated that Leaders are
motivators, energizers, and liberators. They have a passion for results. We also found
through our own experience that the essence of leadership is value creation and it happens
through both process and outcomes. Outcomes give you the short-term value and
understanding the process allows you to create value over and over again. Entrepreneurs
traditionally focus on what they put in instead of what others got out at different stages
of the company evolution. Often times, you measure your own performance based on
your input and other people’s performance based on their output and that many times
leads to conflict in the boardroom. It is important that the focus be on both the results
produced and the process that achieved the results (this is in every case with no
exceptions). This is important when hiring key talent. Here the focus should be on what
and how they produced results in the previous company. In the related other chapters in
this section, you will have more tips and guidelines on hiring an executive team and other
key talent in your company.
Performance metrics should be established and communicated during the selection
process. Executives who resist being measured on tangible or quantifiable performance
may not be appropriate for startups and should be screened in the selection process.
Once the executive selection has been made, motivating and retaining them and helping
them to transfer knowledge to other members on the team becomes important. Focusing
on establishing and communicating appropriate metrics for quality, process, completion,
and delivery will go a long way toward success. These are all part of creating the talent
management system, which is addressed in the companion chapter by Paul Kimura (and
others) of this section.
 Peter Senge, in his interview with us about soft skills and entrepreneurs,
recommends that you take on value-adding activities like meeting management and conflict
resolution, and then apply learning principles to them. Balance your opinions and
judgments with openness and authentic inquiry in meetings so that you don’t show up
like ‘a bore’ that has opinion about everything and does not necessarily know what is
going on at the ground level.
Hard work is not equivalent to smart work. While long hours is taken for granted
in the initial development stage of an entrepreneurial venture, the value created is the most
critical of factors. By focusing on appropriate process and getting the results, you
establish a culture of quality, attention to detail, delivery and accountability. You become
less dependent on personalities and more on roles and what needs to get done. You will
see a reference to this in the next section on Building a Management Team that “the main
goal of a startup is to produce a great business….” In the last section of this chapter, The
Human Resource Management advises that one should make sure that the team is
composed of people who can ride through rough times with a cooperative spirit.
Information is not knowledge. Giving information to others does not mean that
they understand what to do with it and how to do it. Focus on what others are taking
away. Check for understanding and follow up actions. Paul Kimura and his colleagues
reiterate the importance of this point in their chapter on Talent Management System
saying “everyone must understand the context and environment in which he or she
works.”
Expecting Failures
Create a line item in your budget for ‘failures’ and allocate certain percentage of
your budget for them. We know it is a very novel approach and you are operating some
times on a shoestring. We highly recommend this practice because failures do take place
and by allocating budget and requiring that assessment of failures be documented, you
encourage responsible risk taking. Moreover you document communication of lessons
learned through out the company’s evolution.
Inability to act in time decisively and inability to take appropriate risks are two
important factors that contribute to our failure as entrepreneurs. Which factor contributes
to yours? Denying failures only allows you to delay learning. Fail big, fail often.
Remember to do it consciously and don’t fail in the same game more than twice. If you
do, it means that you have not learned the lessons from the previous failure.
Continuous Learning
Continuous learning is about engagement in the process of learning in an ongoing
basis. Learning itself has two components: continuous and discontinuous. Continuous
learning is the incremental, step-by-step type with no shift in context or point of view.
Discontinuous learning, on the other hand, occurs when the context or point of view
shifts. It is this type of learning that leads to breakthrough innovation rather than merely
continuous improvement. The shift of perspective has been known to produce significant
insights (“aha’s”) and inventions, which change the direction of people’s lives.
Prior success does not guarantee future success. If the new role is different, or the
company that bought your venture has a different culture, or if you have new executive
team members, you have to find ways to learn some new lessons and apply your old
lessons to new situations. One Fidelity executive mentioned to us that if they do not
come out with at least one new product every month, they fall behind their competitors.
Even companies like Intel come up with new chips or new enhancements to old chips
every quarter-- as the major percentage of their current revenues come from products,
which are introduced only in the year of their introduction to market. That is what it
takes to stay on top of new development: continuous innovation is the norm of
competitive strategy. The market moves rapidly. Keep your feet moving or you will be
crushed by competition. If you were the best yesterday, you can’t necessarily guarantee
your market-leading stature today. This is true for both companies and individuals. As
an entrepreneur, you have to keep sharpening your saw because you don’t know when
you will need to demonstrate your new skills in lopping off a new territory of conquest.
Learning and Communication are two sides of the same coin. Learning creates the
distinctions, and communication enhances them. When you speak, observe its impact.
Continually adjust what, how much and to whom you communicate so that you can
produce the results for which you are looking. Watch your intensity and how others
receive it especially if you are a passionate person. It might prevent others from raising
important and critical questions about making your ideas come alive! You have to learn
what to expect from whom and how you can communicate with them. Communication is
more of an art than science!
When you hire talent, sometimes, no matter how much effort you put in the
interview process and due diligence, you will end up making some mistakes. When that
happens, don't regret. Take quick action and see whether that person has the right attitude
and fits in any other role. Otherwise let go of that person appropriately. One person with
negative attitude can create havoc in a small company as well as demotivatingothers.
You don’t become an expert because you talk like one. The smarter you are, the
quicker you may be able to pick up concepts and ideas from others. Executing on an idea
that you really understand is quite a different game. Do you have depth and tacit
knowledge that you can draw from in that area? Do others consider you as an expert in
that area? If not, you had better focus on what you know best and continue learning the
new area.
All of us have edges. Those are the places where our knowledge is shaky and
some times we know it. Be aware of your edges and ask for help. In every role that you
play, learn something and gain some new skills or knowledge. Pay attention to what you
are learning rather than what does not work. When you demonstrate that kind of ‘can do’
attitude, it will get noticed. Even otherwise, you feel good and sleep well. If you are
struggling with a new project bring in others in your team who can help you to think it
through. Together, you might identify a potentially profitable area you should focus on.
Partnering and teaming are most effective ways to learn.
Listen to others carefully and completely when they are trying to help. If your
mind is planning on what to say next while others are talking, then you are not listening.
Being silent does not mean you are listening. Asking questions and actively integrating
what they said with your responses and plans make you a popular team-mate. Each
opportunity that you missed listening to others, you lost an opportunity to learn.
[While one of us (PK) was working for Apple Computer, he had a chance to
interview many Nobel laureates and people of high accomplishment and the common
theme that came out was in the area of learning]. Curiosity, anticipation, childlike
inquisitiveness and willingness to look stupid and make mistakes are the qualities that
distinguished high achievers. Linus Pauling, one of the rare people who got two Nobel
prizes was willing to start over and over again after failure. Thomas Edison is known to
be a relentless pursuer of new knowledge. He considered his 7000+ failures in finding an
element for the light bulb as knowing 7000 ways to not build a light bulb.
Do you have that kind of tenacity, curiosity, child-like enthusiasm and inherent
risk-taking capability? How about the culture of your company? Does it support
learning-driven behavior?
John Scully was very successful in Apple but could not build on his success
anywhere else. Many entrepreneurs in the valley are attempting their second, third and
fourth attempts to find success that came so easily the first time. Exodus, the company
co-founded by BVJ and others, did very well and became a multi-billion dollar company
in less than 5-years. But it went bankrupt after the founders left the company. So there
are many examples of companies and people who failed to learn and learned to fail. Which
category do you belong to?
Conclusion
Every entrepreneur thinks that his/her product, services will change the world.
They might but the change has to begin closer to home. By focusing on your behavior,
knowing doing gap, attitude and soft skills, you begin to inspire others to pay attention
too. When your team and key people in the company learn to pay attention to soft skills
in addition to hard skills, your chances for success go up exponentially.
Soft skills alone won’t make you successful either. They have to be balanced with
having the management team with right hard/professional skills, creating a human resource
management system that supports your team would multiply your chances of success.
When you have all the three factors optimized, the human capital in your company begins
to pay rich dividends. The following two sections in this chapter will address the other
two factors.
Mentors and good consultants can accelerate your journey considerably because
they can mirror your behavior and help you identify holes below the waterline quickly.
Don’t wait till you have a crisis on hand to work with them. Remember that you cannot
do anything to improve your IQ but EQ can be significantly altered as one can learn and
develop soft skills over time.
There are now Internet based soft skills training courses that allow you to work
with simulations, what-if scenarios and adventure games to learn soft skills. Of course
face to face training could be more effective if you can find trainers who can customize
their courses to suit your needs. Finally, focus on long term development approach for
developing soft skills rather than event based approach. With regular coaching, mentoring,
action learning sessions supplemented by trainings and workshops, you can get your
entire team effective in making presentations, supplier negotiations, building teams and
innovating products.
Finally, as Senge said in his interview, developing a shared appreciation for the
enterprise reality is not an easy task. It has to do more with mental models and
developing competencies and capacity in addition to skills and behavior. You have to
examine your point of view that is shaping everything you do. Senge believes that basic
inquiry skills, the ability to distinguish interpretations from data, and the ability to pose
questions that really help others to learn more from the current context are critical in
making you and your company successful.
A ship not only needs a map for its journey, it also needs theories about how the
currents work, wind and weather, and theories about the meaningfulness of the journey
itself. Members of the enterprise need mental models of how it all fits together.
According to Senge, without a theory of business (a la Peter Drucker) the company
doesn’t last long. The entrepreneur, as well as other members, must ask (and be
encouraged to do so) a series of questions e.g. what is our theory, where are we, how do
we generate value, what are our key sources of distinctiveness are we sophisticated in
building shared understanding, how do we look for disconfirming evidence that identifies
what is wrong with our theory. It in this process that the gaps between knowing and
doing are discovered.
Senge found a tremendous alignment between the basic ideas of organizational
learning and Asian cultures. There is room for an Asian approach that respects natural
capital, social capital and human capital. Shaping the human capital the Asian way could
be a “discontinuous, big opportunity for the 21st century” and we hope that you can take
advantage of this opportunity to make a difference.
Summary Table
Soft skill What the Leaders do What Others get
Humility and The ability to allow others to contribute to The ability to contribute to the vision
Self-confidence the vision while maintaining confidence that in order to generate a sense of
the vision is well-founded ownership.

Emotional Sensitivity to the emotional aspects of life A personal sense of “feeling good” at
Intelligence and how personal attitudes and expressions work (and at home) that can assist in
(EQ) influence company success & personal managing the stress of being an
satisfaction entrepreneur.

Build on Focus on using personal strengths enhances Working in an area of strength builds
Strengths & the ability to see them in others. This can self-efficacy, self-esteem, job
Minding your reinforce the delegation of tasks to those who satisfaction and loyalty. Who wants to
Core can do them better. leave such rewards?
Incompetence©

Integrity in Awareness of the knowing-doing gap Trust and security grow in an

Speech & enhances the opportunity for integrity. The environment where integrity is the
Action goal becomes doing what should be done goal. Surprises in this context are
when it should be done. pleasant and excitedly anticipated

Sensitivity to Awareness of what should be said, to whom, Hearing/knowing information intended

Context and when are matters of strategy and to be confidential can lead to
responsibility – not emotion insecurity, mistrust, decrease in morale,
and leaks to competitors

Managing Understanding that perception is reality by The perception of success extends

Perceptions virtue of its ability to create reality. What beyond personal contribution to the
you say and do is critical. product or service. The image of
success is created by all members of the
enterprise, not just the leadership

Appreciation Recognition that the function of others is Recognition for good performance
for others’ roles critical to success and that the pride of success enhances the perception of self-efficacy
is magnified by the organized cooperation of as well as pride
many

Teamwork is Recognizing that others are not merely Personal satisfaction from individual
Key extensions or duplications of your mind and and unique contribution to the
body parts. The enterprise is the composite outcome. Satisfaction and pride
of many hearts, hands, and minds. The resulting from the share of the profits
distribution of profits reflects your reflecting your true contribution.
understanding of this principle
Focus on Weighing progress by process and product The security of knowing what is
Outcomes and rather than personal investment expected and that some amount of
Process failure is expected relative to pursuit of
excellence

Continuous Competent leadership requires continuous Boredom is not satisfying. Thelack of

Learning learning. When growth stops – decline new learning can be felt as status quo
begins replaces innovation.

Core Competencies for Success:

While skills are good to develop by themselves, integrating them into a systemic
practice makes you develop new competencies for success. Competencies allow you to
integrate your skills and knowledge in the context of new projects. We found these six
competencies are useful in all stages of your company and in fact, could be very useful in
your personal life as well. When you start something new, keep these six competencies in
mind and consciously apply them in your work and life and soft skills become integrated
with your professional skills over time. (You can read more about these skills in another
article The Art of Accomplishment by Prasad Kaipa)

Be clear and intentional about what you want

Be aware of what is going on around you and inside you
Have empathy for one another
Appreciate what you have and what others bring
Know your limits and stretch beyond them
Let go of what does not work

VI. References
Peter Senge, The Fifth Discipline: The Art and Science of Learning Organizations,
Doubleday:New York, 1990.
Art Kliener, Climbing to Greatness with Jim Collins, Strategy and Business, Jan. 2002
Daniel Goleman, Annie McKee, Richard Boyatzis, Primal Leadership: Realizing the
Power of Emotional Intelligence, Harvard Business School Press: Cambridge, 2002.
Robert Cooper, Ayman Sawaf, Executive EQ: Emotional Intelligence in Leadership
and Organizations, Putnam Group: New York, 1997.
 Prasad Kaipa, Discontinuous Learning. Vinayaka Publishing: Palo Alto, 2002.
Jim Collins, Good to Great: Why some companies make the leap… and Others Don’t
New York: HarperBusiness, 2001.
Jim Collins, Jerry I. Porras. Built to Last: Successful Habits of Visionary Companies
New York: HarperBusiness, 1997.
Fortune Magazine “100 most admired companies”, 1998
Chris Argyris, HBR article on “Why smart people don’t learn” (reference)
Argyris, C., R. Putnam, et al. Action Science. San Francisco, Jossey-Bass, 1985.
Howard Gardner Unschooled Mind New York: Basic Books, 1991.
www.teconline.com/publicsite/key_executive_skill_development.htm
http://www.teconline.com/publicsite/leadership.htm
Prasad Kaipa, Making Successful Transitions, www.selfcorp.com
Soft Skills Can Be Hard For Tech Managers - Inability To Deal With People Can
Short-Circuit A Career --Brian Caruso, Information Week, May 11, 1998, Issue:
681
Prasad Kaipa, Work-life balance: Ignore it at your own peril, www.selfcorp.com
Prasad Kaipa, Six Principles from Vedanta, The Art of Accomplishment,
www.mithya.com/learning/index.html
-----
Conclusion
Now that we have considered the Soft Skills, Building a Management Team, and
Managing Talent, let’s return to the end of the interview with Dr. Senge…
Kaipa: Many entrepreneurial companies that were built in the new economy
model were missing the theory of business. I once invested in a company that became
pretty big very quickly and it looked like they created a very successful company. The
founders moved out and started other stuff and suddenly the company collapsed and
disappeared. It has happened so many times recently that you wonder what the value
proposition was and what its distinctive source was.
Senge: I also think you can integrate what is implicit in doing in an
entrepreneurial venture into your knowing-doing gap. You should look seriously at your
doings like how you make decisions and what you spend your money on. If I were to be
an outsider looking at this, what would be the theory of business that I think you have?
Compare that to what you say your theory of business actually is. You will find very
interesting gaps between what you do and what you know about what you do. A slightly
different way of looking at knowing-doing gap. People always beat themselves up
because they don’t always do what they say they will do and what they should do. The
key is in finding out how to work with them. Why are we doing what we are doing? How
come we are not following what we know?
Kaipa: I think that is a very good point you are raising, Peter. I also say that
knowing-doing gap cannot be bridged directly. We have to understand why we do what
we do and why we say what we say. We have to get into what are we feeling when we
do what we do? What is the spirit behind our actions and who are we being?
These are important questions that throw light on knowing doing gap. I appreciate
what you say. From global perspective, do you see things that entrepreneurs should pay
attention to? Are there things that they traditionally ignore it but that they should pay
more attention to them?
Senge: Well, the obvious part of that is diversity. When you are an entrepreneur,
you network and connect with people who have a fair amount of commonness with you.
I think you get to be homogenous. I always think of companies like Shell. It is Dutch and
English. The core of the company is bicultural. There are not too many companies like
that. That type of multi-cultural, diverse team from the beginning would add a lot of
value. It prepares you as you grow. You deal with more and more of different kinds of
people, markets, customers, technologies. Having different points of view at the core
helps you significantly. It increases your net worth.
Kaipa: That is a critical point, Peter and in Silicon Valley, the potential exists for
such collaborations but does not happen very often.
Senge: Unilever is the same way. They are also Dutch and English. It is very
interesting to watch how they make decisions.
Kaipa: Great. With TIE, we are getting exposed to many others. Otherwise, we
create companies with others whom we are very comfortable with. There are many Indian
startups, Chinese startups etc. But rarely do Chinese and Indians create an
entrepreneurial venture together. It happens with Americans and Asians but still the
feeling is that Asians are good technical people and we need Americans for management.
We have to really look at our mental models because if we just keep doing what we are
doing, we keep getting what we are getting – a mixed success.
Do you see any Asian contribution or Indian contribution – their uniqueness that
we should pay attention to in building the companies that we build?
Senge: Over last 10-years, I have found tremendous alignment between the basic
ideas of organizational learning and Asian cultures. I think The Fifth Discipline has sold
more copies in China than any other country other than US. I think it is very popular in
India as well.
I think people appreciate the fact that you don’t have to follow the model of
western capitalism. It is very important for two reasons. One, if you are helping the
country, you will develop your own style. Number two, a new model is needed in the
world because the Western capitalism is the dead-end. You cannot grow the world
economy based on western capitalism because of its extreme levels of waste and its
disregard for human capital. I think there is enormous potential for the Asian Economies.
They will pioneer the kind of capitalism that respects natural capital, social capital and
human capital. I think, It could be to be a discontinuous big contribution of the 21st
century. I really believe that.
Kaipa: That is a great point, Peter. If I might follow up on that, you said western
capitalism disregards the human capital and Asian approaches enhance it. Can you say
how we can enhance human capital from either western or eastern perspective?
Senge: Of course. There are lots of things we can say about messages and
practices and we have already talked a bit about that. Lying behind all these tools and
messages is a matter of point of view. The reason I say that about Asian cultures they
have a different degree of integration about the spiritual perspective. In western cultures,
by and large, we have almost externalized spirituality. What I mean by that is that we
have to go to church to experience spirituality. In the extreme form, we do whatever we
do during the week and go to church to repent on Sunday. There is a lot of spirituality in
the western world, don’t get me wrong. But it is more on the periphery than central to
every day life. Especially Christianity is not based on every day development. It is based
on repentance and redemption.
Asian cultures have more integral concept of spirituality. It is more practice-
oriented approach. That means it is not about what you believe but it is what you
practice and it is a matter of discipline. What practices do you commit to on a day-by-
day or hour-by-hour basis? It gives a very different orientation. If you really experience
and you are continually cultivating your ability to experience spiritual orientation moment
by moment, you naturally relate to people. You naturally relate to all natural systems in
a very different way than if you are trying to add on the top of your every day way of
doing things a spiritual orientation. There is a possibility of contributing something very
different like that to business world.
That affects the ability to naturally gravitate to the primacy of human capital.
That really is the key. Are the living systems primary or secondary? If they are the
beginning to the orientation, if you naturally respect all life, and that is your starting
point, then everything is secondary. That would be very different approach.
Kaipa: Can you suggest some simple guidelines that entrepreneurs can take on and
keep in mind in developing human capital?
Senge: Let us start with something simple. What practice are you taking on to
guide your day-to-day life? It is not enough to say, I run, I go to gym because they are
physical exercises (that are important by themselves) but not sufficient in my opinion.
Start out with some spiritual exercises. Each individual has to choose his or her own
personal practice whether it is meditation, or tai chi or yoga; I don’t care. It is a discipline
that they have to cultivate. Secondly, there are team practices. Simple dialogue practice
like check-in. I think any of the mental model practices like acknowledging their left-hand
columns or where they are on the ladders of inference. Also, you can explore different
scenarios and spiritual development. You pick some and then maintain some practice.
Kaipa: Any cultural practices that you recommend?
Senge: Culture is a bit of problematic word. What I would focus on is very
particular settings like meetings. Develop skills that will help you run very productive
and focused meetings. It does not mean that they are always focused, but that there is
good balance between focus and divergence as well as between inquiry and task. Most
people hate going to meetings. They think meetings are a waste of time. If they can learn
how to run productive meetings, that would be good. Inquiry and collaborative learning,
practice in meetings.
Let us take a couple more examples. Performance reviews, let us try. How do we
go about reviewing performance? Do we do it the way it leads to learning? Are there
particular practices that allow performance to be reviewed in appreciative way? Similarly
budgets, how do you deal with them productively? My main point is don’t spend so
much time thinking about your culture. Take particular practices that are relevant
particular kind of work, so that they can impact the meetings, performance reviews, and
budgets. Take routine things that you have to do and make them learningful. Particular
practices for developing particular skills.
Kaipa: Any last comments that you want to make?
Senge: We need to recognize the importance of entrepreneurs to national
economies. So far, dealing with social and environmental problems has been central
government’s issues particularly in developed economies. These developed economies
are trying to work with developing economies. There is no hope for developing economies
without strong vital entrepreneurs. The problem of working with big multi-nationals is
that you develop the skills but you do not develop the infrastructure. I think there needs
to be a balance. There is nothing wrong with multi-nationals in the developed countries,
but they tend to squeeze out the entrepreneurial sector and that has been the pattern. I
was talking with a banker from a Nigeria. He pointed out to me that Shell is 60%, six-zero
percent of Nigerian economy. He founded a very successful bank in Nigeria. He was very
clear that there is no hope for Nigeria without an entrepreneurial sector. It is very
difficult. In all kinds of ways big companies make it very difficult for the entrepreneurs.
We have to learn to work with each other. That is the key. Entrepreneurs and big
businesses have to learn to work together.
Kaipa: Can you comment on the entrepreneurs and their role in building
sustainable enterprises of the future.
Senge: Now, I am assuming you are talking about natural capital and
environment when you use the word sustainability. Nobody has really looked at building
sustainable enterprises so far, at least thoroughly. Somebody in SFO is looking at criteria
for investors - very specific things in terms of social and environmental impact. Social
 investment has been growing a lot. Long-term financial performance is not compromised.
It is about setting standards. Big businesses have to do that just like quality standards
have been set by them before. It is still a mystery why we drive these cars instead of cars
that give 200-miles a gallon. Only companies that are financially stable are doing hybrid
vehicles – Honda and Toyota. Many other companies cannot venture into working on
risky propositions.
My recommendations to entrepreneurs: form associations and develop various
kinds of networks. There is so much to learn here and the biggest problem for
entrepreneurs is isolation. This is the area there is so much to learn and it seems like a
natural place for share best practices. Don’t do it alone.
It is best if we learn together. It is something that you have to work together as
coalitions.
Kaipa: Thank you very much. We really appreciate your support and wonderful
comments. I am sure, readers will find them thought provoking and many of them are
actionable. Again, I appreciate this opportunity to talk with you during your very busy
time.

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