Logo
Transcribe
Any other personal resources that you use or for personal development as a leader and it like or mentors or what is help you? So I have 2 mentors that are go to talk to whenever I want some advice. I spoke about Amit,Naveen Yeah some they're definitely two of the mentors it is but a few more yeah, and how do you pick your mentors or maybe any thoughts on how should founders think through this? So for me at least there are two criteria what I have to look up to that person. If I can't respect that person for whatever reason I cannot think of a person as a mentor, so it has to be almost like a teacher-student kind of relationship. You have to think of that person as a you have to maybe successful may not be successful that there's not a criteria, but you have to look up to that person for something sure person is the second there has to be complete freedom of a feeling of neutrality that person has no vested interest in you. your company or vice versa and that is why whenever you're having a conversation, it can be a very brutal frank honest conversation. If you have any vested interest in each other, then a lot of time it does not end up being a brutally honest conversation too. So for me, these are the two criterias that I follow.Got it great anything else blogs podcasts reading in his favorite activity. So at least for me one thing which I tried to do I am not sure that I can do I'd end up being on a 100 percent times. I learned it from one of my vendors and I try and follow this over a period of time when business becomes bigger and bigger and more complex. You not only solving problems and thinking about strategy but you also have to take care of people and show that you are invested in the success of other team members which can happen in multiple ways. Of course that you ensure that they're growing people who perform. Well, they're growing well in the company they've been compensated from our equity perspective. or cash perspective but also that they have to look up to you and you have to spend considerable time amount and as a team grows, it's difficult because earlier we were in one room than one floor. Now, we are multiple floors multiple offices across the country that then should know how you're feeling and they should be closely linked and attached to you. So the way that I try and divide my time at least try to do it is divided into three buckets one is long-term planning. Secondaries day-to-day firefighting and 30 spending time with the either one on one or in group sessions and one-on-one group sessions. Are they not only meant for a year and appraisal but they should be part of your weekly monthly schedule time catching up with the teams. Not only on how things are doing and these are not performance reviews, but how they're feeling how they're growing and also discussing about stuff informally with in work outside work. What's the size of the company now? How many people do you end up meeting this way? So today we have six offices across the country. We have more than thousand employees. But if you look at the total number of people working for xiaomi dedicatedly, it's 40,000 including of factories warehouses call centers service centers everything. Mhm, but they're not one of payroll.Sure on a payroll. We have a thousand people and another 30,000 or 40,000 people work delicately for us exclusively for us, but they work on partner pay the indirect reports indeed. You I've consciously reduce it.Two years ago. it was very bad. I had almost 20 direct reports which I thought was unsustainable the way it happened was every time you would add a new business line of a business unit that person will automatically report me to start building the warehouses the head of logistics and warehouse will report me. We start building after-sales service that person will report me. It is a great way for you to learn those new things we started the TV business head of TV started to report me. So we have streamlined over last one year. I would say one and a half years today. I've been able to reduce it. There are about six or seven key reports that I have the who are the CXOs in the companies and they have all the other functions reporting into them, which I think is more manageable for me and then there are two or three other people who are not CXOs but they're critical functions there. I have to spend considerable amount of time myself including government relationship with a doodle people who reported to me. Who are may not be CXOs but I just believe that I want to be closely associated to that function. So they are two three people non CXOs so that we put into it and then you talk about one-on-one. and spent time with all these people and maybe one level below and their teams got it so team sessions were up so they are two kinds of team sessions. One of our performance reviews which are monthly quarterly or weekly depending upon which team it is second is just thin in sorry just casual informal catcher. with the team where teams can come and discuss anything and everything about cafeteria food transportation any HR policy anything that they feel are they want to ask more about Xiaomi what is happening at the group level? What is the stock price having many other things anything that they want to ask they can informally ask me. Great this very helpful my last question. You understand China because little bit of understanding, you know, obviously very well. So what's your outlook for the Indian startup ecosystem and the founders listening. I believe it is at least based on whatever I've seen in China and I've seen a lot more in India. I believe this is the best time if you want to do a start-up either you have to be in China or to be in India 2 biggest equity market, of course, US will be always there but outside the US so you these are the 2 best markets to be doing and the cannot be a better time for anybody to do was startup here in the country. The market is huge and this is the right time. We're probably of China was five. ten years ago. This is where India is today internet is picking up people are building two transitions additional payment is speaking of infrastructure is being built up. So I believe there are enough and more opportunities and I personally believe that India is closer to China that way than many of the western countries because both of these countries have a lot of similarities in which they got them developed or have developing and India, I believe will follow a lot. more we begin just development path will be the closer to China then maybe some of the Western countries. So I believe many of our Founders can potentially learn from China. In fact many of those for not just Founders, but even other organizations can learn from China how they got develop so massively so rapidly over last 5-10 years, you can probably learn from them and try and replicate some of that success here in the country. Yeah. I hope that many product companies come out of India route to the we size of Xiaomi your figure congrats on all your success you thanks a lot for taking the time to chat with. Thank you. Thank you.It's pleasure.