Ameera Shah: Leading by example

Who are your sources of inspiration, role models?

Ameera Shah

Two people have inspired me immensely in my life. Their ideals, work and words have always inspired me. We have witnessed the power of Gandhiji’s leadership philosophy with his thousands and millions of followers from India and abroad. My central leadership style of leading by example is deeply inspired by his philosophy. “Be the change you wish to see”. A leader needs to set examples to motivate others to follow by will, not by force. I see some of his philosophies even in modern management concepts of ‘walk-around management’ and change management. These ideals have been an integral part of the Indian history and philosophy.

Similarly JRD Tata’s role as an entrepreneur and businessman is remarkable. His vision for the Tata group and philanthropic approach was at a time when the Indian economy was unfavourable for businesses to thrive. His benevolence to benefit stakeholders, both internal and external; had a very positive impact on the larger business environment. His inspiration has had a huge bearing on the way I perceive my customers. We do not consider our customers as people from whom Metropolis makes profits, but as our external stakeholders and in their well-being lies our growth and sustainability.

Tell us about your journey to the top.

The only short-cut to success is relentless hard work, unwavering focus and balanced objectivity. Leadership positions are only as powerful as the people holding them. When I returned from the US, what I had in abundance was the motivation to do something for my country. What we lacked were the necessary resources to drive an absolutely new business concept of starting a chain-of-labs across India. Although I did have a chance to witness lab processes even as a child, a business model goes way beyond a singular lab’s functioning. What came handy was my openness to learn from both success and failures. I didn’t begin my stint at Metropolis directly as a founder or chairperson or an MD. I had to work my way up through constant learning and innovative thinking. I started from a modest marketing role, which involved a lot of travelling to explore and understand the Indian marketplace. I remember a time when I was travelling round the year. It was like I was living off my travel bags. In the initial times skilled manpower was a luxury for us, and we had to work with the limited resources we had. With the lack of human capital, I had to do a lot of ground work myself.

When I look back, I recall those times as rejuvenating and hectic in the same breath. As I had joined at a young age, many people including our clients, didn’t take me seriously. Healthcare is not an industry where young age works to your advantage. I had to work twice as hard to make my leadership effective and acceptable to all. Although an entrepreneurial venture, I did have to go through the step-by-step growth pathway. Leadership doesn’t come gift-wrapped, it has to be earned and garnered through persistence and constant efforts.

What is the secret to maintain a good work-life balance?

I believe in pursuing and trying many different hobbies like tennis, Kathak, trekking, reading and spending time engaging with your own self. Each of these hobbies help to cope with stress in different ways, as well as grooming your personality.

How can women thrive in a man’s world without having to change who they are?

In today’s world having a good work-life balance has become a constant pursuit for both genders. In a fast-paced life of today, the least you can do for yourself is to be who you are. Role modulation is important and sign of a balanced and dynamic leadership, but this has to be done without compromising on your identity and values. The world is an equal place for both men and women, what differs are the traditional gender roles, which came into existence as human beings developed along the socio-economic path. I believe the process of evolution never stops, and as times are changing more and more women have come to the forefront of the economy. But the gender diversity doesn’t call for women to change who they are. In fact, women can leverage their natural instincts and empathy to understand their business and people better. As businesses are becoming more and more dynamic, they are also becoming more people-intensive. When leadership role calls for moving alongwith people I feel women have a natural advantage to drive and grow with their teams. If women compromise on who they are they might compromise on their natural advantages and the entire cause of bringing in gender-diversity would take a beating.

Is the business landscape in India is changing for women?

Yes, but very gradually. Although there are many women executives holding leadership positions in organisations, very few women are entrepreneurs. The landscape change is notable only in the executive world therefore. Entrepreneurship is a different ball game altogether and the business environment more unpredictable. The organised structure necessary to back you up to deal with market odds is virtually non­existent. If women are to be entrepreneurs, they would need much more familial and societal support. Entrepreneurship doesn’t restrict to your restricted domain responsibilities, but would entail going out in the field and dealing with all kind of circumstances and people. There is a limited scope for delegating a job. I would therefore say, that although we do see more and more women executives at leadership position, the landscape for entrepreneurship has almost negligible women leaders and founders.

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