Navigating the Debate on Work Culture and Leadership in Corporate India

In recent times, the discourse around work culture in India has been reignited by comments from prominent leaders like the Chairman of L&T and Mr. Narayana Murthy. Their advocacy for extended work hours, including a 90-hour work week and working on Sundays, has sparked widespread debate. While it's easy to react emotionally to such statements, it is crucial to delve deeper into the underlying issues they may be highlighting.

The reality is that the majority of the salaried class in India is not earning high wages. Those who do earn significantly more often remain silent on these issues, focusing instead on seeking opportunities for further growth. This disparity in earnings and perspectives is a reflection of the broader economic landscape.

In the corporate world, many managers are perceived as micromanagers and taskmasters, often transactional in their approach. While this might not win them popularity contests, it is a reality that they are seen as effective in achieving results. However, finding leaders who genuinely care about employee growth is rare. For those fortunate enough to work under such leaders, it is essential to absorb as much knowledge as possible and grow, becoming resilient to inefficiencies and office politics.

The comments from leaders at L&T and Infosys might seem harsh, but they could be pointing to a deeper issue: the quality of work. Perhaps they are dissatisfied with the output during regular working hours, or maybe the workload is so immense that it feels insurmountable. However, this is a two-way street. If companies want employees to work with a sense of ownership, they must empower them with decision-making power and incentives like ESOPs. Employees will work like owners if they are treated as such. Conversely, if they are treated as disposable, it is unrealistic to expect exceptional work.

Few employees think long-term about building their careers and consistently putting in 100% effort, regardless of inefficiencies. Companies that can retain such employees are fortunate, but eventually, these individuals will seek environments where their work is more valued.

Indians are inherently hardworking, a trait cultivated from childhood through rigorous academic and professional pursuits. However, work without benefits is akin to socialism, which doesn't thrive in a results-oriented environment. While the rhetoric of working hard for national or corporate growth sounds appealing in boardrooms and press conferences, individuals need tangible incentives to push beyond their limits.

In conclusion, the debate on work culture and leadership in India is complex and multifaceted. It requires a balance between demanding more from employees and providing them with the necessary support and incentives to thrive. Only then can we hope to create a work environment that is both productive and fulfilling.