The nurturing quotient: Redefining what it means to lead

Historically, successful brands were primarily established based on their functionality. Today, brands must earn both the affection and respect of consumers while establishing a connection with them. Moving forward, the focus will shift to the brand's purpose, what the brand represents, and how that connects with the consumer.
 
I have worked in organisations such as Reckitt, Marico, Pepsico, and Perfetti Van Melle, focussing on iconic brands including Cherry Blossom, Kurkure, Quaker Oats, Alpenliebe, and Mentos. Some of these brands have evolved from being marketed solely on functional benefits to taking on a larger and more significant role in consumers' lives.

It is not very different when it comes to leadership.

Recent years have witnessed a significant transformation in the true essence of leadership. The challenges we face today are immense and complex; the pace of change is rapid, and these changes are both pervasive and unpredictable. The traditional command and control mode of working is no longer valid.

The pandemic has altered traditional paradigms and reshaped our understanding of work, the workplace, and the qualities of effective leadership. This has led some leaders to commit to focussing on the workforce, whether by adopting hybrid models, emphasising well-being and good work, or both. 

Leadership now extends beyond merely showcasing specific skills or making strategic decisions. Leaders must navigate the delicate balance of seemingly conflicting demands while addressing situations that have not arisen in the past.

Leaders are emphasising purpose over mere profits, focussing on positive change rather than solely on productivity. 

Today's leaders must navigate these conflicting demands while fostering business growth and developing their teams, all while remaining relevant and energised. The Leadership brand must encompass the essential aspect of nurturing oneself and others.

In my latest book, The Nurturing Quotient, I detail insights alongside my co-author, my wife Nirupama Subramanian, a leadership development expert and executive coach.

We have conducted interviews with more than 115 leaders and gained insights into the best practices for effective leadership in a constantly evolving and unpredictable environment.

Fostering leadership

The terms nurturing and leadership have not been combined in the past. Nurturing is often viewed as a feminine quality, closely linked to caregiving, and is rarely associated with the traditionally masculine role of leadership.

Leadership has traditionally focused on establishing challenging goals, achieving strict targets, outperforming competitors, and motivating the team to reach objectives despite obstacles. 

The pursuit of results must remain steadfast. A leader must possess the necessary functional competencies and a strong task orientation to effectively complete the job. This, however, is insufficient on its own.

Nurturing leadership necessitates that leaders prioritise their own well-being before extending their care to others, ultimately fostering sustainable outcomes.

Fostering personal growth

One cannot serve from an empty vessel. Leaders must first cultivate their own well-being to reach their full potential, enabling them to effectively support and nurture others. They can achieve this by nourishing their body, sharpening their mind, opening their heart, and enriching their soul. This will enable them to present their best selves and achieve their full potential. 

Supporting others

To nurture others, leaders must embody the four qualities of HOPE: Humility, Openness, Patience, and Empathy. Nurturing others resembles the care required in tending to a garden. Leaders must prepare the soil, plant the seeds, provide water and sunshine, and remove the weeds.

To illustrate the qualities of HOPE and adhere to this process, one must exhibit nurturing behaviours associated with MILE, which encompasses Mentoring & Coaching, Inspiring, Listening, and Empowering. Each of these behaviours is illustrated through specific, consistent actions.

Several factors influence how leaders make decisions and adopt various behaviours, as well as the polarities they must balance to incorporate nurturing leadership into their daily routines. These encompass their personality, demographics, values, and the culture in which they operate. 

Ultimately, all that we learn holds little value until it is applied in practice. A straightforward framework AISH can assist in solidifying habits. It represents Awareness, Intention, Starting action, and Habit creation. The AISH framework aids in the mindful and consistent development of nurturing habits. 

The book is accompanied by the Nurturing Quotient Assessment tool, which provides your NQ, or Nurturing Quotient. This book aims to serve as a guide for leaders seeking to foster both personal and professional growth for themselves and those around them.

Rajesh Ramakrishnan has over 30 years of industry experience and was the Managing Director of Perfetti van melle India from 2018-23. He is currently an Advisory Consultant, Leadership coach and facilitator and a Keynote speaker. He has co-authored this book with his wife Nirupama Subramanian.