ďDonít hire the best,Ē wrote Abhijit Bhaduri, but he married the best. ď100%! Iíll not even blink to say I am what I am because of Nandini. I totally depend on herÖ.Ē. His completely non-chauvinistic admission is reminiscent of Salvador Daliís love-smitten refrain about his wifeís aura enveloping him. ďWithout Gala, Dali doesnít exist,Ē said Dali. It was Gala who nurtured this Surrealist painterís hallucinating art and creativity; she was his everything, wife, promoter, agent and mentor.
Abhijit, who is chief learning officer, Wipro group, talks the same language, says his wife is his inspiration, critic and support. In different occasions Iíve met the couple, I found Dalinian indications in their fresh, friendly relationship. As though still dating, Nandini would excitedly make Ďboyfriendí Abhijit taste something she liked over dinner. The impulsiveness in their bond would surely bring out the writerís inner essence.
Such spontaneity over the new is what Abhijit describes as personality in his new book. In fact the crux of his human resources brushstroke for talent hunting is personality, understanding what the candidate will do in future: ďA lot of hiring is done by the resume. Thatís quite useless because itís about something already done.Ē For Abhijit, a candidateís personality comes from his urge to mix with unconventional pieces of life, not be stereotyped in any aspect, not even the food he eats or friends he mixes with. My takeaway from Abhijit is that regular life is anti-formula for developing a personality, only a discomfort zone has ingredients to be absorbed for success in the corporate world. Once you have multiple changing experiences, your eco system allows you to be flexible and adjust, which is not the same as having an accommodating attitude.
I remember a long time ago, after a new product development presentation for Danone that was to start from Belguim as the pilot market, I became good friends with Marc Verhamme, Danoneís managing director there. Our discussions spilled over to a Brussels restaurant where Marc asked how I get my creative team thinking so differently. I explained we have people of different nationalities and a wide variety of professional fields working together. Then Marc enthusiastically shared his own unique method of recruiting top management, he takes them through a driving session. His point was that when a person is on the steering wheel, you can gauge many important factors. You can measure his patience, confidence, what kind