“Strategy is 5%, execution is 95%—a leader must roll up their sleeves and be part of both.”
In an energetic, wisdom-filled and inspiring conversation with Saurabh Shah, Director and Head of People Operations, we explore what it takes to groom the next generation of HR leaders. Saurabh reflects on his extensive career across geographies, how mentorship can shape journeys, and actionable strategies for navigating the challenges of modern HR leadership.
From fostering continuous learning to balancing traditional skills with emerging technologies, this blog unpacks valuable lessons for HR professionals looking to lead in a rapidly evolving landscape.
The Role of Mentors in Shaping Leadership
Q: You’ve had a career spanning multiple geographies—North America, India, and Europe. Could you share some key moments and mentors who shaped your leadership style? How has working across different regions influenced your approach?
Saurabh: My journey as a professional, and even as a student, has been profoundly shaped by mentors—people who held my hand throughout, offering guidance and support. These mentors weren’t always senior leaders; often, they were colleagues, team members, or even people who reported to me. They showed me that mentorship isn’t about giving solutions but about leading someone to find their own. This approach instilled confidence in me while teaching accountability for my decisions.
One of the most valuable lessons from my mentors was the importance of aligning words with actions. If you talk big but fail to follow through, trust erodes quickly. Another critical insight was about the experiences you create for others. Words might fade, but the way you make people feel leaves a lasting impression.
A key moment that I vividly remember is one of my mentors, who was a delivery head at the time, saying to me, “Saurabh, what are you doing staying confined within the organization? You need to step out, represent the organization, and start engaging in knowledge forums. Even if you begin as just a listener, it’s a step forward.” Reflecting on that advice now, four or five years later, I see how transformative it has been. Today, participating in these forums has become a natural and fulfilling part of my journey, with something happening almost every week. It has not only helped me grow personally but also enhanced my visibility and connection within the professional community.
Interestingly, I also learned from leaders who showed me what not to do. Observing poor leadership behaviors helped me define the kind of leader I didn’t want to become. Overall, my mentors—and even those who challenged me—have had a profound impact on my evolution.
In terms of geographies and varied cultures –
While cultures and people vary, some common threads remain. One is communication—clear, transparent communication fosters strong relationships. Another is proactiveness. While some cultures value it more than others, thinking ahead is always beneficial. Lastly, inclusivity is critical, especially during change management. People naturally resist change, but being part of the process and communicating its purpose makes a significant difference.
During organizational changes, I’ve found that being assertive—not aggressive—helps. When there’s trust and transparency, people know your intentions are genuine, and they’re more likely to embrace change.
Skills for the Next Generation of HR Leaders
Q: You’ve mentioned communication and proactiveness as key skills. In today’s evolving workplace, what skills should aspiring HR leaders develop?
Saurabh: Humility is essential. Being humble doesn’t mean lacking backbone; it means being approachable and fostering meaningful connections. Leaders should be approachable and create an environment where their teams feel supported.
Another critical quality is focusing on execution. Strategy is only 5%, while execution is 95%. Leaders who roll up their sleeves and participate in the process gain their team’s trust and uncover issues before they escalate. A lot of times as leaders we get lost in strategizing and only planning and instructing, whereas we miss being part of the execution process. It is my personal belief that as leaders, if we roll up our sleeves, and be part of the execution, then our teams feel supported. You are able to predict potential issues and do not need to have someone else reporting it to you.
Continuous learning is also vital. Leaders must critique their own functions, question what’s working or not, and stay ahead of automation trends while keeping the human element at the forefront.
Navigating Change and Digital Transformation
Q: How should HR leaders approach integrating traditional skills with newer competencies like digital transformation and AI?
Saurabh: Continuous learning is the foundation. Leaders must prescribe learning for themselves just as they would for their teams. This doesn’t always mean formal training—it could involve exploring new roles or expanding into unfamiliar areas.
Leaders should also critique their own functions and embrace technology thoughtfully. Step back and evaluate objectively to identify inefficiencies or opportunities for automation. While data is an invaluable tool, decisions should always retain a human element. Data might guide us, but the lived experiences of employees add necessary context.
Staying grounded and connected to the team ensures that the human element remains integral to decision-making.
| Learning is an ongoing process, and leaders must embrace it for themselves as much as they prescribe it for others. Here are three key approaches: Be a Critic of Your Own Function: Step back and evaluate what’s working, what’s not, and what can be automated. Human-Centric Decision-Making: While data is a valuable tool, the human element must not be overlooked. Decisions should balance data insights with the lived experiences of people. Embrace New Tools with Purpose: When implementing new technologies, ensure they align with organizational goals. Leaders should involve themselves without micromanaging, allowing functional experts to lead. |
Additional Resources For You:
- AI Literacy and Employee Training: Key Insights and Best Practices for HR Leaders
- The AI Literacy Movement | In Conversation with Jeanne Meister
Mentorship Across Cultures
Q: How does mentorship vary across regions and cultures? What role does it play in developing future HR leaders?
Saurabh: Mentorship plays a significant role, and in many ways, I almost feel a bit envious of this generation because they have so much at their disposal. At the same time, I feel that all these resources may not always be utilized to their full potential, simply because there’s so much available—it can be overwhelming.
That said, the essence of mentoring remains consistent across regions. What might differ is the application or how the advice is tailored to an individual’s context. It’s crucial to provide the right advice at the right time, considering regional infrastructure, accessibility, and individual circumstances.
Ultimately, the core purpose of mentorship doesn’t change—it’s about guiding people, no matter where they are, because at the end of the day, we’re all just people seeking to grow.
Working with students is energizing. Their boldness and curiosity are refreshing—they ask tough questions that keep you on your toes. A recent experience in Coimbatore stands out—a student messaged me after a session, saying my talk helped him through a tough time. Moments like these reaffirm why I do what I do.
Additional Resources by Springworks:
- Get deeper into Mentorship, Role Transitions, Stay Interviews and more through this insightful interview with Career Coach and leader Lee Ann Chan
Challenges and Strategies for HR Leaders
Q: What challenges do you foresee for HR leaders, and how can they prepare?
Saurabh: One of the significant challenges we face is the new generation entering the workforce. It’s easy to spend years criticizing the changes they bring, but the reality is, they are the future. The key is finding ways to:
- Connect with this evolving workforce.
- Collaborate across different styles and expectations.
- Engage them in meaningful ways.
As people leaders, we must think creatively and go beyond traditional approaches. Drawing from Maslow’s hierarchy, it’s essential to recognize that every individual falls into different categories of needs. The challenge lies in creating an environment that can address and impact every layer of your workforce meaningfully.
Another challenge is identifying passionate, energetic, and content-driven individuals. While there is no shortage of talent, finding those who are:
- Genuinely driven to create outcomes.
- Actively engaged in processes.
- Transparent and straightforward.
This requires a sharp focus on spotting these qualities amidst the abundance of available talent.
The third challenge is the diminishing emotional connection within organizations. People often approach work transactionally—doing their job, getting paid, and moving on. Building emotional bonds within teams is becoming harder but remains essential for fostering engagement and retention. However, for many organizations, overcoming emotional disconnect requires deliberate efforts without compromising their ethos.
Lastly, automation, often seen as a challenge, should be embraced as an opportunity. Automation can:
- Free up bandwidth for leaders to focus on people.
- Reduce time spent on repetitive tasks.
- Allow leaders to engage directly with their teams.
As leaders, our primary responsibility isn’t working behind a screen but connecting with and understanding the people we lead. Balancing technology and human interaction will be critical to overcoming these challenges effectively.
Additional Reads To Go Deeper:
- Diversity Equity Inclusion Survey: Building an Inclusive Workplace
- How to Create Company Values: The Complete Guide [2024 Updated]
Building a Global Leadership Pipeline
Q: What strategies would you recommend to organizations aiming to build a global leadership pipeline?
Saurabh Shah:
Tie leadership programs to the organization’s vision, mission, and values. This alignment ensures consistency between what you teach and what you stand for.
Programs should also address managing a global workforce, emphasizing diversity, inclusion, and cultural sensitivity.
Key components include:
- Global Competency Training: Programs must address managing diverse and distributed teams.
- Beyond Traditional Training: Incorporate coaching, group interventions, and real-world applications.
- Measurement and Feedback: Evaluate both the immediate and long-term impact of leadership initiatives, ensuring they remain effective and relevant.
Gone are the days of one-size-fits-all leadership training. Effective programs now include coaching, group interventions, and real-world applications. Additionally, it’s important to measure both short-term and long-term impacts of these initiatives to ensure they’re driving meaningful change.
Advice for Aspiring Leaders
Q: What advice would you give aspiring leaders to accelerate their growth?
Saurabh: First, embrace a clear decision-making philosophy rooted in ethics, values, and principles. Be decisive and stand by your choices.
Second, stay hands-on. Leaders must engage with both strategy and execution.
Third, invest in cultivating future leaders. Equip your team to take your place without fear of being outshined. This not only strengthens the organization but also pushes you to grow further.
Continuous learning is non-negotiable. I don’t believe in motivation – I always say that I get inspired by people. Motivation has to happen from within. I believe in the ‘Rocket Philosophy’ – a rocket has all the essential components, but it doesn’t launch until it is ignited. Similarly, while external factors like mentorship, resources, and guidance can provide direction, the drive to take off must come from within. I draw my inspiration a lot from the work I do with students and institutions, and what I do for the community.
Finally, stay grounded. Be accessible to every individual in the organization. Leadership is about serving others, and a genuine connection with your team is the hallmark of great leaders.
| Conclusion: A Quick Read As we navigate the shifting dynamics of work, HR leaders must continually evolve their skillsets to meet emerging challenges. 1. Mentorship Shapes Leaders: Effective mentorship guides self-discovery, aligns actions with words, and creates impactful experiences that resonate across cultures. 2. Key Skills for HR Leaders: Humility, balancing strategy with execution, continuous learning, and balancing technology with human judgment are essential for success. 3. Navigating Challenges: Adapting to generational shifts, fostering emotional connections, and leveraging automation as an opportunity are critical for modern HR leadership. 4. Global Leadership Pipeline: Tie leadership programs to organizational values, focus on global competencies, and combine coaching with practical, measurable initiatives. 5. Advice for Aspiring Leaders: Make ethical, decisive choices, stay hands-on, nurture future leaders, and embody the ‘Rocket Philosophy’—inner drive fuels growth. |
