Practical strategist

Dinesh Jain, CEO of Zee Turner, the joint venture between media giants Essel group and Turner International, says understanding the consumer is paramount for any business. Dinesh tells Yogesh Saigal how having born in the times of economic scarcity and deprivation gave him strengths that helped him sail through the toughest of challenges.

Early learning
I have a hypothesis on the great divide of 1985, which includes people like me born on or before 1975 and their age was 10 years or more by ’85. We have seen an economy of scarcity and deprivation and thus, our point of view is restricted by this experience.

It has been ingrained in our DNA that one needs to work hard and overcome adversities to prove one’s worth. I studied in a government school in Delhi for 12 years, which had a fair mix of the rich and the poor. It gave me tremendous insights into people’s lives and their choices.

Resume and credentials
I belong to a middle-class family and hard work is, thus, deeply ingrained into me. In my youth, there were not many career options available. I completed my MBA from Punjab Agricultural University, Ludhiana. In 1985, I joined IIFT and obtained a diploma in international business. After IIFT, I joined Hindustan Lever in 1986. I worked with them for 13 years and travelled extensively. Along with priceless international experience, I also got an opportunity to see first hand how business was conducted in smaller towns, metros and villages.

Then, Remy Cointreau (liquor industry) happened and after that, Ananda Bazaar Patrika before I finally joined Zee Turner.

Management style
I am a complete hands-on person. On joining Zee Turner, for the first two months I did exactly what a frontliner would do. I went from home to home and saw how cables were laid out, understood the terminology and technology. It was important to know what the frontliner does in order to understand the nature of the business we were in. I wanted to get a better understanding and also communicate with people at their wavelength.

On (so called) expertise
In today’s environment, there are experts who know more about less and less, until ultimately they know everything about nothing. It is not the skills themselves but their transferability that is important.

Hindustan Lever experience
It is a fantastic learning ground for any youngster. Sometimes it gets painful to travel to remote villages in rickety public transport but what it gives you is priceless - a solid grounding and the resultant confidence to do almost anything. To this day, I carry that confidence with me.

Motivation for job changes
The key attraction has been to take on a new challenge. Money and titles come automatically with performance. I needed to prove to myself that I am capable of handling the unknown and untested.

Key drivers
I am very self-motivated. I believe in setting my own goals. However, the benchmarks are dynamic rather than static. I have a keen urge to change, as a person or the environment that one is in.

Biggest strengths
The transferability of skills is one of my biggest strengths. Despite changing industries, there has been a seamless state of mind. To me, consumer understanding is paramount - no business is difficult if you have this mindset. Any new job I took up, it was important for me to understand this. I also give myself time to understand the roots of the business.

Leadership tips to youngsters
In whatever job, company or role you are in, try to be aware professionally of all aspects — strive for wider exposure. Explore as many places within the job. Never hesitate to travel and relocate. Find out about different people and cultures — it will make you open minded. Finally, do not be afraid to experiment or take calculated risks.

Management mantra
Be participative in decision making. The mantra is to be methodical, and to actively indulge in constructive criticism. In my opinion, you should never delegate responsibility - it can easily be misconstrued to be abdication of responsibility - the buck has to stop with you.

Time management
The key is to respect each-other’s time and use office hours productively. I do not hold formal meetings beyond 6.30 in the evening. I do not mind if work continues even beyond midnight but we do not plan for it.

Job satisfaction
It is when I feel that I have contributed - it is much more internal than external now. Earlier, I was lured by titles but what drives me now is the challenge to make a difference in whatever I do.

Work ethics
List down and prioritise what you have to do first. According to the ‘80-20 rule’, separating the 80 from the 20 is a difficult thing to do. Doing interesting work always takes priority over important work. Try and reverse that.

Work-life balance
When I am having long days, my family understands. I could not have achieved anything without the support of my wife Nisha, who gave up her career as a lecturer to look after our home and family. I love spending as much time as possible with my daughter Akansha and son Utkarsh.

Motto
Set an example for others to follow — people must see the leader walking the talk.

Advice for youngsters
Don’t compromise with your professional goals. Go for big pay packages and opportunities but do not forget to deliver on the task assigned by your employer. Believe in doing a honest day’s work. Never short change your employer - it’s a long, hard journey towards success, so prepare yourself for it.

My take
People like Dinesh are like a fresh breeze blowing in the otherwise polluted environs of the corporate world. His feet are planted firmly on the ground. His soft, baritone voice seems mellow but has the requisite conviction to get his point across. Determination, passion and a desire to excel shines through in everything that he says or does. Definitely, a man to watch out for.

(Yogesh Saigal leads the business development function for ABC Consultants, India’s premier recruitment and executive search firm)