Sundar Pichai

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Personal Effectiveness Strategies: An Emphasis to Personal Effectiveness Strategies of Sundar Pichai, CEO at Google Name ID Word Count;

Table of Contents 1.0 Introduction ......................................................................................................................... 3 2.0 Frameworks of Behaviours and Skills that Sundar Pichai has used to make himself a successful Global Leader ............................................................................................................... 4 2.1 Communication ...................................................................................................................... 5 2.2 Inclusive Leadership ............................................................................................................... 6 2.3 Team Player ............................................................................................................................ 7 2.4 Simplicity ................................................................................................................................ 8 2 .5 Resilience ............................................................................................................................... 8 2.6 Collaboration .......................................................................................................................... 9 3.0 Application of Personal Effectiveness Principles for own Development .......................... 10 3.1 The consideration of communication .................................................................................. 11 3.2 The consideration of an Inclusive leadership ....................................................................... 11 3.3 Being a Team-Player ............................................................................................................. 12 3.4 The consideration of simplicity ............................................................................................ 13 3.5 Developing resilience ........................................................................................................... 14 3.6 The consideration of collaboration ...................................................................................... 15 4.0 Conclusion ............................................................................................................................... 15

5.0 References ............................................................................................................................... 17

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1.0 Introduction Personal effectiveness can be best associated to the essential generic skills that aid individuals to deal with different situations both in their personal and work life. For this reason, it is imperative that we develop and incorporate the skills and knowledge that are linked to positivity, goals, and success. According to Osland (2013), personal effectiveness is a global need that enables both organisation leaders and their followers to have a sense of achievement, be more focused, and more importantly, to be able to have control over their daily lives. Osland (2013) continues to argue that individuals who live more effectively, usually are more energised, and they are able to manage themselves well. Moreover, such individuals are better prepared to deal with unexpected events as they trust in their strengths and capabilities, consequently they are well positioned to manage stress. In modern-day business and environment setting, developing personal effectiveness presents a good opportunity for assessment and self-reflection of our individual ways, as well as the mode of operation. To fully maximise on this, Winstanley (2005) explains that an individual ought to maintain a level of responsibility that will enable him or her to honestly and appropriately approach a situation leading to the change or alternation of individual performance. Additionally, with the combination of the right knowledge and skills it will then become possible to shape the environment, build on appropriate relationships, appropriately manage ourselves, and live effectively. This report intends to assess the personal effectiveness strategies of Mr. Sundar Pichai who is the CEO at Google. Mr. Pichai can be described as an effective leader whose contributions have

immensely led to the growth of Google as an entity. In particular, in 2004 Sundar Pichai introduced the Google Chrome Project, and he together with his team were instrumental in developing a phenomenon web browser (Google Chrome); which today accounts as one of the world most used web browser. From the analysis of Mr. Sundar Pichai’s personal effectiveness strategies, it will become possible to discuss how I intend to apply the discussed personal effectiveness principles for my own personal development. 2.0 Frameworks of Behaviours and Skills that Sundar Pichai has used to make himself a successful Global Leader Mr. Sundar Pichai is the CEO of both Alphabet and Google. As an organisation leader, he heads an entity whose customer base is greater than the population of any country. As of the end of 2020, the number of Google users was nearly 4 billion (Georgiev, 2021). Such statistics indicate that nearly 1 out of every 4 individual in the world is a Google user or customer. His colleagues at Google describe him as a thoughtful leader. Colleagues and team members are aware of Mr. Pichai’s thoughtfulness whenever he makes decision, and is always keen to pause during conversations, to find the right words that will explain his ideas (Key skills of Sundar Pichai: We need to learn to be successful, 2021). It is not only his adept knowledge of product and technology that has made Mr. Pichai to be an effective organisation leader at Google, but also his ability to work and effectively lead a diverse group of employees at Google that has made him a hallmark of success at the entity. Moreover, Mr. Pichai’s excellent soft skills, business savviness, and his shrewd instinct for various services

and products produced by Google has made him the best candidate as the CEO of both Alphabet and Google. Below are also some of the fundamental skills and behaviour related to personal effectiveness that have led Sundar Pichai to be a successful global leader: 2.1 Communication Mr. Pichai is widely recognised for his efficient communication approach when it comes to communicating with his team members. He is regarded as a strong communicator who strive to ensure that every follower in his team understands his or her goals and objectives (Mathur, Singh & Kumari, 2016). As a personal effectiveness strategy, Mr. Pichai ensures improved employee management, the sustaining of strong employee relationships, the building of strong relationship with suppliers and clients, improved decision making, and most importantly improvement in terms of creativity and innovation. To facilitate improved employee engagement, Mr Sundar Pichai is keen on informing his followers on goals, tasks, and the performance expectations that is required of them. As for the building of strong employee relationships, as an organisation leader, Mr. Pichai encourages on the social engagements of his team-members, and the emphasis on team- building. With approach, Mr. Pichai believes that he will be able to foster team unity, improve on synergy, improving on staff morale, consequently leading to increased motivation and productivity amongst employees. As for the strengthening of relationships with suppliers and clients, Girard (2009) argues that Google strives to ensure the business growth of its entity by improving on the relationship with its suppliers and clients. For this reason, Mr. Pichai strives to create a good experience with the entity’s clients as well as keeping in touch with the customer

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base to facilitate improved customer loyalty and retention, consequently spurring the sales for the products and services of Google. For improved decision making, with effective communication, Mr. Pichai believes that he is able to improve the business decisions being made. Additional with effective communication, it becomes easy to provide Google with a competitive edge, increase on its business agility, and also aid the process of business decisions to be made in an efficient and quick manner(Key skills of Sundar Pichai: We need to learn to be successful, 2021) . Finally, for encouraging creativity and innovation, Mr. Pichai believes that with improved communication, it is possible to enhance the levels of creativity and innovation within Google. To facilitate this, he encourages his team- members to air out their opinions and grievances freely. With this approach, the staff at Google are confident in sharing their ideas. 2.2 Inclusive Leadership As an organisation leader, Sundar Pichai strongly believes in empowering his followers or employees. Pichai’s leadership strategy is best described by the statement that “Mr. Pichai does not focus on his own success, but rather the success of his followers” (Key skills of Sundar Pichai: We need to learn to be successful, 2021). To support an inclusive leadership approach, Sundar Pichai emphasises on cooperation by discouraging on confrontations. By considering an inclusive leadership approach, Mr. Pichai believes that it will be possible to have diverse thinking and opinions applied, heard, managed, and respected. As a leader, Pichai understand that his team-members react differently to changes, and as such, he is prepared to influence and communicate with his followers on a way that will enable everyone to get on board with the proposed changes.

In addition, with an inclusive leadership approach, Mr. Pichai is able to explore on the best products and services that Google can offer its clients. This is because with an inclusive leadership approach it becomes possible to (Key skills of Sundar Pichai: We need to learn to be successful, 2021):  Harness a team’s diversity, and ensure that it attains the organisation’s need and expectations  It becomes possible to bring on board individuals who have the capability of bringing a lasting impact on the organisation  Inclusive leadership provides the thinkers on a team with a voice  An inclusive leadership approach, engineers intentional opportunities for both collaboration and innovation 2.3 Team Player Whilst working with his team members, Sundar Pichai is keen on removing any form of barriers or roadblocks that prevent the team-members from accomplishing their milestones, or set objectives. To facilitate this, he encourages both personal and collaborative development. Pichai goes on to stipulate that “He completely values team-work, and that he emphasises that it is essential for every entity to build sustainable organisations that make it possible where individuals will want to work together” (Key skills of Sundar Pichai: We need to learn to be successful, 2021). As such, Pichai strongly believes that every entity has to incorporate collaborative cultures. As a team player, Sundar Pichai ensures that his team morale is always high, and that every worker is motivated to perform well.

A successful approach that Sundar Pichai uses to improve the morale of his team members is to facilitate an environment of cooperation between all of his followers, to enable them to work collaboratively, and attain the entity’s objectives collaboratively as opposed to attaining them from an individual perspective. He is also keen on ensuring that his followers or team-members are complimented whenever they attain essential goals. With this approach, as a leader, he is able to show respect to all the team-members, and constantly seek their feedback and suggestions. 2.4 Simplicity When interviewed by the New York Times, Sundar Pichai stipulated that “I consider myself as a simple person, and I fancy this compared to a complicated lifestyle” (Key skills of Sundar Pichai: We need to learn to be successful, 2021). By an organisation leaders adopting simplicity, it enables them to focus on their creative work and they easily associate with their followers minimising on incidences of confrontations. Entities including employees yearn for leaders that are easy to relate with, and ones who can understand their ideas and opinions without judging them harshly. We have to remember that leadership is the art or approach of motivating followers or employees towards attaining a business goal or objective. By adopting well understood, and simple work approaches, then it becomes possible for a leader to influence others. The simplicity approach adopted by Sundar Pichai enables him to effectively communicate with his team members, and consequently influence them to attain the work goals and objectives. Additionally, with a simplicity approach, then organisation leaders are able to see the reality of their situation more easily. This in turn puts their mind at ease, as they are less stressed, consequently improving their decision making processes.

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2.5 Resilience By Sundar Pichai together with his team members launching the Google Chrome, and then proceeding to ensure that it becomes ones of the most used and reliable web browser is perharps the best example of resilience as demonstrated by the leader as a personal effectiveness strategy. When initiating the project, it was deemed as an experiment by Google (Key skills of Sundar Pichai: We need to learn to be successful, 2021). To grow this project and minimise the different forms or errors that could arise, Sundar Pichai identified a team of 10 engineers who went on to develop the prototype for the project. When the team presented this prototype to the larger management of Google, it faced resistance, as nobody was willing to challenge Microsoft’s Internet Explorer. Despite the backlash that the project received, Sundar Pichai continued to engage with Google’s founders Sergey Brin and Larry Page. Despite all of this engagements there was still scepticism, including objection by the then Google CEO Eric Schmidt. However, Sundar Pichai’s persistence of the Google Chrome project stood the test of time, and this slowly won the confidence of the founder Larry Page. The Google Chrome project was finally released in 2008, and ever since, it has grown in usage and popularity. As of today, Google Chrome accounts for nearly 68% of the market while its competitor Microsoft Internet Explorer market share is below 7% (Key skills of Sundar Pichai: We need to learn to be successful, 2021). 2.6 Collaboration As earlier stipulated, Sundar Pichai is an organisation leader that prefers to avoid confrontation and conflicts in his work endeavours. On the contrary, he prefers and emphasises on cooperation. As such, he is supportive to all of his followers or team members, Ahmed (2018)

argues that an interesting fact about Sundar Pichai’s meteoric rise at Google is the fact that he operates differently from the other c-suite management at the company. Ahmed (2018) continues to argue that at Google, there have been a combative internal culture in the upper- management level; a scenario that sometimes derails the success of projects. However, for Sundar Pichai’s case, he is always eager to collaborate with others including his seniors in order to avoid unnecessary confrontations. For Sundar Pichai, he is always willing to try ought new ideas, especially those that have been proposed by others as he strongly believes that new projects and proposed ideas should be viewed from a multifaceted approach. For this reason, as an organisation leader, he has been able to earn the respect of his followers and team members, as well as the trust of his seniors at the company. When he was interviewed before Google’s annual developer conference he explained that as a leader, you should always develop a sense of community in your workplace, and always strive to make it more informal (Key skills of Sundar Pichai: We need to learn to be successful, 2021). With this approach, it becomes possible to build on lasting relationships in the workplace. Moreover, with the ability to connect with individuals, it also becomes possible to reveal emotional intelligence. 3.0 Application of Personal Effectiveness Principles for own Development The consideration of personal effectiveness principles is fundamental for the development of my career. With full mastery of such strategies as showcased by Sundar Pichai, I believe I will be competitive and influential to all my followers and team members. I intend to incorporate all

the six personal effectiveness strategies of communication, inclusive leadership, team player, simplicity, resilience, and collaboration. I intend to apply these strategies in the following manner: 3.1 The consideration of communication By analysing the leadership style of Sundar Pichai, I acknowledged that efficient workplace communication is an important factor of employee commitment. As Edmondson (2018) argues, organisations workforce are steadily becoming more diverse and dispersed, hence it is essential for organisation leaders and teams members to evaluate their communication approaches and strategies and make sure that they effective. As such, to improve my communication approaches, I intend to foster a communication-friendly culture, encourage the provision of feedback, and most importantly, facilitate communication training. To support a communication-friendly culture in the organisation, I will provide my team- members with the appropriate communication tools helping them to freely share their ideas, and encourage employee engagement. For the provision of feedback, I will strive to provide platforms for my team members to offer their opinions regarding new projects and work approaches. Moreover, I will provide them with the option to respond anonymously to prevent incidences of criticism. Finally, with the introduction of communication training, I will facilitate the provision of right techniques that will build employee relationships helping them to tackle problems and tasks as a team. In fact, it is essential that I hire a communication trainer who will assist my followers to communicate more effectively leading to improved performance.

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3.2 The consideration of an Inclusive leadership Sundar Pichai has demonstrated that an inclusive leadership style is critical when it comes to building goodwill and employee trust. To facilitate an inclusive workplace, I will take personal responsibility of all the decisions that I make, and show personal commitment to work endeavours given to followers. As such, I will take into account the traits of an inclusive leader which Bourke and Espedido (2019) stipulate to entail commitment, courage, awareness of bias, curiosity, cultural intelligence, and collaboration. To begin with, I will showcase courage by seeking answers whenever I make mistakes, and call out any form of bias. Next, I will respect differences and encourage collaboration by offering my team members and followers many ways to contribute ideas and opinions. Also, it is imperative that I model curiosity by relying on diversity in my work endeavours to get a multifaceted approach of handling activities, and also to develop a strong professional network. In the third place, I will improve my cultural intelligence by attending various workshops on disability etiquette to be able to analyse promotion rates by factors such as disability status, gender, and race. Finally, to demonstrate awareness of bias, I will question the assumptions I make regarding promotion decisions. 3.3 Being a Team-Player As an organisation leader, I have to be a top performer during stressful times, and understand how to work well with others in difficult times. Sundar Pichai demonstrated this by being collaborative and persistent even at the face of rejection. For this reason, I intend to meet my deadlines, be open-minded, appreciate other individual’s work styles, and learn to adapt quickly. By meeting my deadlines, I will be reliable during group projects and earn my co-

workers goodwill. Not only will I strive to attain the deadlines, but also produce quality work to improve my trustworthiness. By being open minded, I will be considerate of other individuals perspectives and ideas. As such, I will have to sharpen my listening skills and be receptive to the feedback provided by co- workers. I will avoid being defensive whenever I receive constructive criticism, instead understand the opinions and contribution of others. By appreciating other individuals working styles, I will figure out how different personalities lead to improved performance, hence collaborate more effectively and avoid problems with my co-workers. Also by adapting to new approaches of handling tasks, I will be flexible to new work approaches and ideas thus being a team player who considers different work routines. 3.4 The consideration of simplicity As earlier stipulated, Sundar Pichai adheres to the principle “to be simple is to be focused.” By being a complicated leader, I believe that I will be distracted from my organisation’s primary purpose and mission. To facilitate the growth of my entity, I will have to master simplicity. To begin with, I will have to define my goals, and stay focused on my objectives to eliminate the processes and activities that will deter me from accomplishing the set objectives. Furthermore, to practice a simplistic leadership style I will have to outline my goals, identify my obstacles, and select a workable strategy. By outlining my goals, I will simplify the process of attaining set objectives by prioritising what is important and negating time-consuming activities that contribute less to productivity. Organisation leaders need to adhere to an extensive to-do list that is simple to understand, and one that brings the best out of team members (Stacey, 2012). By identifying my obstacles, I will

determine the challenges that face my team, and take time to come up with strategies that will address them in a simple and transparent manner. It will also be possible to determine the best internal communication strategy that will improve value and idea sharing. Finally, by selecting a workable strategy, I will be able to identify the best technologies, processes, and systems that are easy to understand and implement, leading to improved performance. 3.5 Developing resilience In my work endeavours, I have to expect opposition in my proposition, and management approach. Similarly, to Sundar Pichai, I have to be resilient, and strive to refine my ideas and solutions. As such, it will be imperative to exercise mindfulness, compartmentalise my cognitive load, take detachment breaks, develop a mental agility, and cultivate compassion. By exercising mindfulness, Altizer (2012) explains that an individual is able to improve his or her judgment accuracy, and facilitate insight-related problem solving. By compartmentalising my cognitive load, I will optimise how I process the information given. The approach will also be fundamental on how I conduct different work activities such as business-as-usual meetings, brainstorming sessions, and the development of work strategies that gain the confidence of organisation leaders and my team-members. By taking detachment breaks, I will improve on my mental focus and be able to clarify my argument points. With this approach, the organisation leaders and team members will understand how my propositions seek to improve work performance including the support for creativity and innovation. By developing mental agility, I will have the capacity respond to criticism in a quick manner, and consider different ideas that will bring my organisation leaders and team members on a level field where we will discuss our varying opinions, and how the

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different approaches will improve work outcome. Finally, by cultivating compassion, I will be able to increase collaboration and cooperation among my team members, create a positive work relationship, and improve on positive emotions in the work environment. 3.6 The consideration of collaboration The collaborative approach demonstrated by Sundar Pichai demonstrates the support for idea creation to greater employee satisfaction. Rees, Breen, Cusack, and Hegney (2015) explain that the outcome of a collaborative workplace is a positive effect on the organisation’s innovation output. I will consider creating a cohesive environment in my organisation to support idea generation and creative thinking. Other steps that I will take into account to improve on collaboration include cultivating openness and transparency, establishing a judgement-free idea-sharing culture, and encouraging collaboration across departments. By cultivating openness and transparency, I will be open about the challenges and issues that face my entity, and propose the consideration of incentives for team members who offer viable solutions. On establishing a judgement-free idea-sharing culture, I will facilitate a workplace culture where discussions and new ideas are welcome. It will be important that I avoid setting many guidelines that lead to confusion, and stifle creativity. By encouraging collaboration across departments, I will focus on the engagement that occurs between team members, and advocate for improved coordination between different departments. In short, the combination of different skillsets, people types, and objectives leads to effective idea creation.

4.0 Conclusion Sundar Pichai is a modern-day leader whose adherence to personal effectiveness strategies has made him a successful global leader when it comes to guiding his followers as well as leading the Google. Among the key strategies that can be emulated from his leadership approach include improved communication, the practice of an inclusive leadership style, a team player, improved collaboration in the workplace, and resilience. To enhance my career development and leadership style it is important that adhere to these principles, and understand how they can be well executed to improve organisation productivity. Moreover, the consideration of personal effectiveness strategies will help me to acquire the necessary skills that will equip me with more control in my work endeavours, and be able to influence my team members to attain the set goals and objectives.

5.0 References Ahmed, A.D., 2018. Leading In A Changing World. Leadership , p.10. Altizer, C., 2017. Mindfulness: performance, wellness or fad?. Strategic HR Review . Bourke, J. and Espedido, A., 2019. Why inclusive leaders are good for organizations, and how to become one. Harvard Business Review, https://hbr. org/2019/03/why-inclusive-leaders-are- good-for-organizations-and-how-to-become-one,[Accessed on 22.05. 2020] . Edmondson, A.C., 2018. The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth . John Wiley & Sons. Georgiev, D., 2021. 111+ Google Statistics and Facts That Reveal Everything About the Tech Giant . [online] Review 42. Available at: <https://review42.com/resources/google-statistics-and- facts/>. Girard, B., 2009. The Google way: How one company is revolutionizing management as we know it . No Starch Press. Mathur, P., Singh, S.K. and Kumari, M., 2016. Outcome oriented academia-industry handshaking: improvised strategy for delivering industry-ready engineers. Journal of Engineering Education Transformations . Osland, J.S., 2013. An overview of the global leadership literature. Global Leadership 2e , pp.52- 91.

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Prospursity. 2021. Key skills of Sundar Pichai: We need to learn to be successful . [online] Available at: <https://prospursity.com/2020/05/03/key-skills-of-sundar-pichai-we-need-to- learn-to-be-successful/>. Rees, C.S., Breen, L.J., Cusack, L. and Hegney, D., 2015. Understanding individual resilience in the workplace: the international collaboration of workforce resilience model. Frontiers in psychology , 6 , p.73. Stacey, R., 2012. Tools and techniques of leadership and management: Meeting the challenge of complexity . Routledge. Winstanley, D., 2005. Personal effectiveness: a guide to action . CIPD Publishing.

Sundar Pichai

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