Look, folks… like him or not, Nawaz Sharif was an iconic heir in the business world before his selection by General Zia. His management style both then and post election is quite appropriate for discussion on a business forum. Further, since a portion of his success is related to the public persona cultivated via Panama Papers and ARY television, that too is open for analysis. Don’t let your political opinions or his color your perception of his accomplishments, whether you feel they were well earned or not. They still happened and the how should be examined.
Don’t hire “yes men/women”: Abid Sher Ali, Khwaja S Rafique…
Who would want to manage their people to earning a couple billion dollars? Many people who work for Nawaz are afraid to ever disagree with him about anything. It’s worth thinking about whether that’s a good management approach for any organization. If you can only hire people who will say yes to your ideas, then how will you know and how will you move forward with an idea that maybe isn’t ready for prime time and/or simply isn’t good? If there are no filters, then you are setup to fail. Hire people smarter than you that have better domain knowledge in the spheres that you need them - and trust them to do their job and to guide you correctly. Talent matters more than abject loyalty. If you hire good people, they will make you look good, bottom line.
Set clear objectives and stick with them: Jindal.
The real problem Nawaz Sharif is having is trying to run the country like a business, the only way he could accomplish that would be start all over from scratch. If you set people up with unclear objectives, or are constantly changing objectives mid-stream, then you are setting everyone up to fail. Communicate your plans and objectives with your team, then follow through. Don’t say one thing one day, and another the next. Of course there should always be room for agility and pivots, but it should be thoughtful and discussed with the team, they shouldn’t get surprised, especially publicly by you undermining them.
Don’t blame your subordinates: Remember Kargil!
A good leader always accepts the blame because at the end of the day a leader leads and is accountable for everything (good and bad) that the team does. Make sure you hire good people, treat them well and clearly communicate objectives. When people make mistakes, talk to them one on one but take the hit publicly - this will gain you respect at all levels and people will rise.
Be proactive not reactive: Kalbhoshan?
Nawaz Sharif may not be a professional politician and still in the learning mode. If you want to effect any kind of change, you need to be prepared and proactive, not just hope others will do things for you - or worse responding to crisis after crisis instead of fulfilling your agenda.
Don’t be a jerk: Ishaq Dar Court Plea
The number one reason people quit country is because of their leader. Not the per capita GDP, not the benefits. If you don’t treat people well, they will leave. Treat people well. Empower them to do their jobs. Reward them when they do well and communicate with them early if they don’t. Be nice and respectful and don’t have outbursts, don’t blame, and don’t yell. It’s never OK to yell in a work environment.
Nawaz Sharif’s management style leaves us a lot to learn… by doing the opposite. From time to time we all have to make judgments about people based on second hand observations. We can’t all personally meet everyone. So, for example, many historians have views as to say Zardari’s or Musharaf’s leadership skills without meeting them. Nawaz Sharif’s management skills are different. You are certainly free to disagree with the author but it would be helpful if you could explain why. Do you think Nawaz Sharif’s behavior is not what is reported or do you think his behavior is working? Or both? Logical observation might help us all learn.
