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  1. Blogs
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  3. Leadership Z.0 - Managing from the Center

Leadership Z.0 - Managing from the Center

Amit Chadha
Amit Chadha

CEO & Managing Director, L&T Technology Services Limited

Dr. Thomas Loesler
Dr. Thomas Loesler

Group Chief Compliance Officer, Allianz Group

Published on 10 Oct 2018

min read

Leadership Z.0 - Managing from the Center

Enterprises today face a common challenge: to create effective talent pools that can lead the organization to new levels of success. The skill pool, available globally for enterprises to build their resource ecosystems, is more or less of the same quality. The top of the pyramid consists of visionary innovators, while the mid layer comprises ambitious executors, and the bottom layer comprises diligent doers. Leadership may not necessarily mean managing top-down but in this new age, managing from the center.

Redefining the Leadership Ethos – Managing Energies Above and Below

A leadership quotient is not just a function of IQ and EQ, but also XQ — XQ being the gut instinct - https://leadershipdesigngroup.com/leadership-quotient-design/

While it is critical for a leader to be seen at the forefront, it is also important for him or her to understand the team dynamics and manage individuals and aspirations in the right manner. That means he or she needs to be part of it.

A leader’s role is, therefore, changing from the age-old top-down style to “managing from the center.” Essential qualities for any leader today are to lead by example, create value for the team, and channelize energy and ideas to a common fulcrum. This is possible only when the leader has worked with the team to define a common objective and has then chalked out a strategy to achieve that shared goal. What this translates into is working with the team and being part of it. Of course, it remains true that a leader doesn’t need to be a subject expert. In fact, he/she perhaps shouldn’t be one but rather focus on surrounding himself with those. Essentially, the leader needs to sit at the center pulling the strings together.

A leader today needs to be an energy manager: managing the energies above, below, and around to align together the top-performing alphas along with others in the team and bring them to a central focal point of shared vision, goal, and outcome. There is also room for innovation once a common value system has been created, for example, through reverse mentoring where millennials mentor older colleagues to pick up new-age tech skills which are high in demand.

Vision in Digital Age

Being a leader in the contemporary digitally agile world is an altogether different concept than what it meant in the past. Organizations today are beset by a number of challenges on the HR front. Teams of diverse backgrounds, often based in remote locations, need to work together. So, leaders have to necessarily manage multi-generational and multi-geographical workforces. It is, thus, imperative that the contemporary leader needs to have a GRIP on the four critical aspects of teaming – goals and mission, roles, interpersonal relationships, and processes.

We are living in times of exploration with so much unknown around us. It is essential that leaders are part of the explorative journeys on which they send their teams. A leader needs to explore the new technical world himself/ herself; if he/she doesn’t ask “What’s new?” and “What’s out there?” he/she would never learn this from just being told or receiving reports. That’s where leading from the center gets tangible.

Aligning Outliers with Common Goals

Organizations, thus, have to find a way to glue the different elements together by fostering effective team-centric leadership. It becomes important for high-performing sustainable teams to have a common value system for the enterprise. This is even more important for a leader to understand, because irrespective of how good a leader’s vision is, there always will exist outliers with differing views and objectives within an organization.

The only way to streamline and align divergent views with the common goals is for a leader to establish a shared vision and create a value system for the entire team. Once this is done, the rollover effect of this vision gains a critical mass and drives a momentum that creates coherence with the individuals and situations and enables even the moderate outliers to align with the common goal. Teaming, therefore, becomes a powerful concept, especially with millennials and a true leader will motivate the team by creating a platform for collaboration.

Orchestrating a Successful Symphony

To sum it up, a leader can be likened to the conductor of an orchestra. There will be different instruments of various sizes and shapes. The tune of a harp is as important in a symphony as the note of a violin. Communication and transparency bind it all together, but characteristics that are almost more important are awareness and focus. A blink-of-an-eye slippage can lead to great disharmony in a concert. In an orchestra, all players understand their roles and play to a common tune. Only sitting amongst the musicians makes one hear the different tones and sounds. All the performers, regardless of varying levels of skill, come together and collectively take a bow for the performance. Organizational leadership is no different and organizational dynamics, too, are no different!

Leadership is a Journey Not a Destination!

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Amit Chadha
Amit Chadha

CEO & Managing Director, L&T Technology Services Limited

Amit is the Chief Executive Officer & Managing Director at L&T Technology Services (LTTS), responsible for providing business & technology leadership, market direction and strategic vision to drive the company’s performance.

An influential leader in the engineering services industry for over 25 years, and one of the early proponents of engineering & information technology outsourcing services from India, Amit has amassed a wealth of international experience spanning a variety of geographies and is a trusted strategic advisor to clients on Engineering and R&D best practices.

Amit was previously Deputy CEO & Whole Time Director, running the gamut of business operations, delivery and sales & marketing at LTTS, and preparing the technology roadmap for the company’s future. Amit led LTTS’ executive management team that oversaw the organization’s business and strategy implementation.

Amit has always been passionate about helping global R&D customers and Fortune 500 companies leverage L&T Technology Services’ digital engineering offerings for their strategic differentiation and product development.

Amit is the sole ER&D sector leader in the elite NASSCOM Executive Council (IT/ITeS), guiding NASSCOM’s industry charter, helping foster out-of-the-box innovation, and promoting Intellectual Property creation in India’s tech industry.

He joined LTTS in 2009, as its Business Head of Americas. Over the years, he has progressively taken on increased responsibility for the company’s business worldwide and helped in its growth, both organically and via acquisitions.

As a core member of the LTTS leadership team, Amit was instrumental in driving the company through a high-profile Initial Public Offering (IPO) in India and successfully listing it on the National Stock Exchange and the Bombay Stock Exchange in 2016.

His career which spans over two decades in core engineering & information technology outsourcing, is marked with significant achievements. Amit has managed P&L for multiple business units, spearheaded organization-wide strategic initiatives and led business development and relationship management activities worldwide.

Amit is an electrical & electronics engineer and has been honored with the Distinguished Alumni Award for Leadership in Corporate World, Industry, Academia and Research Institutions by his alma mater, BIT Mesra in 2022. He was recognized by the Indo American Chamber of Commerce as the Corporate Leader of the Year, 2023.

Amit has done an Advanced Management Program in Business Leadership from INSEAD, France. He has also done a Global Business Leadership Executive Program with Harvard Business School Publishing.

Amit is an avid reader of both biographies and fiction and encourages his employees to nurture and expand their minds through reading. He has written extensively on Technology, Leadership and Sustainable Development. Amit is currently based out of Washington DC.

Dr. Thomas Loesler
Dr. Thomas Loesler

Group Chief Compliance Officer, Allianz Group


Dr. Thomas Loesler has been working as the Chief Compliance Officer of the Allianz Group since July 2009, and is currently based in Munich. Prior to joining Allianz SE, Dr. Loesler held various positions at Deutsche Bank’s Compliance Function, from 2003 to 2006 in Frankfurt and from 2007 to 2009 in New York. Dr. Loesler published his doctoral thesis under the title “Compliance im Wertpapierdienstleistungskonzern” and is author and co-author of various articles on Compliance as well as co-editor of the “Corporate Compliance Zeitschrift (CCZ) - Zeitschrift der Haftungsvermeidung im Unternehmen” and the book “Corporate Compliance - Handbuch der Haftungsvermeidung im Unternehmen” (C.H. Beck Verlag). Since February 2015, Dr. Loesler has been appointed the first Chairman of the Global Insurance Chief Compliance Officers’ Forum which represents some of the largest insurance and reinsurance groups in the world. Dr. Loesler also serves as member of the Advisory Board of the German Institute for Compliance (DICO e.V.).

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