Anandita Kakkar’s special TEA formula for more diversity & inclusion in organisations

We, at Adgully, have always saluted and honoured women managers and leaders across diverse fields. W-SUITE is a special initiative from Adgully that has been turning the spotlight on some of the most remarkable women achievers in the M&E, Advertising, Marketing, PR and Communications industry. In the refurbished series, we seek to find out how women leaders have been managing their teams and work as well as how they have been navigating through the toughest and most challenging times brought about by the global pandemic.

In conversation with Adgully, Anandita Kakkar, Global Leader – Marketing, SATO, speaks about diversity’s role in creating unique perspectives, defining one’s boundaries while working from home, her 5 most effective leadership lessons, and more.

How do you think the role and scope of women leaders has widened in the current market ecosystem?

Diversity has always played a large role in creating unique perspectives. The voice of a brand and the working style of a company are all impacted by the people in leadership positions. Now more than ever, women leaders are expected to bring in a unique viewpoint and management styles that can set the tone of the company and the brand. It is a journey, and we are well on our way.

Traditionally male-dominated industries and roles are slowly but surely witnessing an infusion of gender diversity, many frontline sales roles for example, wherein till some time back one couldn’t imagine women, are seeing a transition. And, we as a brand in hygiene and sanitation are ensuring to bring that change.

What has been your major learning from the pandemic period?

As a team player, working in a silo presented to me the biggest challenge of my career, to collaborate from afar. As a marketing person, we are always on the go and make sure to take people with us. We are the support structure for the sales team, which is always working towards the next sale.

So personally, for me it was a lesson in sitting back, reflecting and analysing the road ahead, which was not just the immediate sale, but the larger picture, 3-5-10 years ahead. It was the learning of putting on my strategy hat on tighter and questioning where we are today and what can we learn from this crisis period, that we can replicate.

What is your mantra for maintaining a successful work life balance in the new normal? According to you, what makes women the best in crisis management?

My mantra is to define your boundaries. Hybrid working has caused work and home to overlap consistently. Creating boundaries, communicating them clearly and sticking to them is the most essential. The belief that women can multitask has created a unique problem for us, where it is believed that we can equally engage in self and work, this needs to stop.

Empathy and a different point of view, this is what makes women better at crisis management. It is also important to say that solution providing is one of the most important asset that every woman has.

What are the five most effective leadership lessons that you have learned?

In my journey of more than 15 years, there are 5 most effective leadership lessons that I have learned and implicated:

• Collaboration is the key to success – We cannot work in isolation of thought. For a business to be successful everyone needs to chip in and collaborate, to make sure the singular vision is achieved.
• Empathetic management is the right style of management – Empathy is key to any management style. If you and your colleagues feel heard and appreciated in the work environment, success is right around the corner.
• Clear and open communication – Clear messaging both internally and externally is key to working together smoothly.
• Goal setting – It is integral for a manager to set clear and defined goals with the team. It creates internal checkpoints and responsibilities.
• Team reflections – Having a 2-way communication channel builds a confident transparent team.

Together these nuggets of leadership can create a stronger and effective team that can work through crisis.

Gender sensitivity and inclusion in the new normal – how can organisations effectively encourage and groom women leaders in challenging times?

Diversity and inclusion is no longer a lip service, an organisational shift has taken place. But we are still a long way to reach true inclusion. In my belief, a simple mnemonic that would work for organisations both in India and globally is – T.E.A. – Training, Expression and Access.

T – It is essential for training in gender sensitisation to be a part of the company curriculum. From the top of the pyramid, right to the bottom – everyone should undergo training in unconscious bias and active listening. Not just that making sure that this is not a one-off affair, it is critical for the companies to make these trainings regular.

E – Freedom of expression without judgement. This is the true test of inclusion; it encourages the women leaders to express honest opinions about processes and company policies. It also creates a trust within the leadership and a deep relationship with the brand and company.

A – Access to safe spaces and resources is one of the most important parts of empowering and grooming women leaders. Spaces where women can share their problems and achievements, resources that can empower them, these are essential in today’s corporate race. But this does not mean women need special treatment, what we ask is that we are given the same opportunities, with the same access.