We are excited to present this exclusive interview with Shaista Sabharwal, Global CEO & Board Member – The Taplow Group S.A.. As the first Indian woman to lead this prestigious organization, Ms. Sabharwal shares her remarkable journey, challenges, and achievements, offering a unique perspective on leadership and resilience. Her path from Global CMO to CEO, marked by internal challenges and learning experiences, highlights her dedication and strategic vision.
Ms. Sabharwal also delves into The Taplow Group's commitment to CSR and sustainability, emphasizing the company's support for NGOs and philanthropic organizations. She provides valuable insights into the future of leadership hiring, the importance of succession planning, and the unique talent acquisition processes in the philanthropy sector. Furthermore, she discusses the significance of diversity at the board level, strategies for promoting women in leadership, and the evolving corporate landscape in India concerning diversity and inclusion.
Read the full interview for insights on modern leadership, corporate responsibility, and the pursuit of inclusivity:
Q. Please tell us about your journey to becoming the first Indian woman to lead The Taplow Group S.A. as the Global CEO? What were some of the challenges, learnings, and triumphs along the way?
A. Prior to being the Global CEO, I was the Global CMO of the organization. I was the youngest sitting board member then and am so today as well. So, the challenges for me were more internal- everyone else being older and more experienced I would often wonder if I would be able to drive my function with the support from peers, will I have to navigate the age bias, will I have to constantly prove myself, etc. But I soon realised that the Board members were all learning from each other. Each member had their respective strengths and so did I. Every challenge was overcome together with the other members. As I embraced myself and my style, I learned how to overcome these internal feelings and challenges and became more confident with every passing day. I have learned how to work together with stalwarts from the organization, be myself, and stand by my views and opinions, while also being open to the views of others. Being CEO doesn’t just mean holding a title but means working for others, working with others, and thinking beyond oneself.
Q. We’d like to know more about The Taplow Group and its commitment to CSR/Sustainability programs. How does this commitment translate into the company's initiatives, policies, and services?
A. The Taplow Group’s Nonprofit, Education, and Sustainability Practice has a deepunderstanding of organizational cultures and sector mission challenges. Ourcommitment to this sector is in the supportthat we provide to many NGOs, INGOs, private philanthropies, and foundations in searching for theirleadership talent. We commit ourselves to the sustainability goals and code of ethics for all our client organizations and in doing so we translate the requirements into the way we do our work including our method of engagement with the candidates. e believe thatin our line of services, transparency and information sharing is the foundation of building and fostering sustainable practices whichis being morally responsible but also essential for long-termsuccess. We aim to create a more sustainable future forour clients, candidates, andthe global community.
Q. Could you share your insights on the future of leadership hiring, particularly in light of rapidly changing business environments and emerging trends?
A. Today’s dynamic business world calls for agile, inclusive, and forward-thinking leaderswho can drive organizational success. The emergence of new technologies, changing consumer behaviours, and global challenges necessitate leaders who can navigate ambiguity, drive innovation, and foster a culture of continuous learning.Companies are placing greater emphasis on hiring leaders with diverse skill sets, strategic thinking, and emotional intelligence. The ability to lead with empathy, embrace diversity, and champion sustainability will be key differentiators for leadership roles in the future.
Q. Succession planning is emerging as a crucial factor for long-term organizational success. What strategies does The Taplow Group employ to help its clients navigate this process effectively?
A. With business operations becoming more complex and tech-centred; workforce diversity growing; and firms facing greater public scrutiny than ever before, there has never been a greater need for companies to focus on succession planning to ensure effective leadership continuity within an organization. We at The Taplow Group recognize the importance of succession planning and offer tailored strategies to assist our clients in navigating this critical process successfully. Our experienced team works closely with clients to develop a comprehensive succession strategy, including identifying internal talent, conducting talent assessments, and creating development plans. Through our collaborative approach and personalized solutions, we empower organizations to build a strong leadership pipeline and drive sustainable success for the long term.
Q. The Taplow Group has a strong practice in the Philanthropy & Impact sector. How does this sector differ in terms of talent requirements and acquisition processes from the regular corporate landscape?
A. The Taplow Group has a vast body of work in this sector, and this has been one of our key focus areas right from the start.In the last two decades, there has been a sea change in the skill requirements for leaders in this sector. Back then the requirements were for professionals who would be working at the grassroot level more on implementation but today the requirements are of someone who is consultative with high levels of strategic skills. The ask is for more outcome and impact-drivenperspectives along with all the generic leadership skills.
The acquisition process is therefore pretty complex because we are normally looking for the same leadership abilities with an understanding and experience of the sector. However,there is more focus on the fungibility of skills and experience from the “For Profit” world into this sector. There is not a single search today where we do not have a high percentage of “hybrid candidates”; those who come from diverse domains- from private equity to FMCG or Pharma & Life sciences and we are tapping into this segment for the Philanthropy & Impact sector.
What helps is the fact that the talent boundaries between the “Not For Profit” and the “For Profit” have become fuzzy and there is an increase in the traffic between the two sides.
Q. As a leader in executive search, can you shed some light on the importance of diversity at the board level and outline some of the challenges faced in achieving it?
A. Having a diverse board brings different perspectives, ideas, and experiences to the table, leading to more innovative decisions and better performance making it not only an imperative but a strategic requirement for organisations. However, the reality is that overall women’s representation stood at 26% while the C-Suite representation had stagnated at 16% for 2 years as per the Great Place to Work India’s Best Workplaces for Women 2023 report.
The challenges faced in achieving board diversity are due to deep-seated conditioning and systemic biases that creep in unintentionally. To have more gender diversity on the Board, organizations will have to make meaningful and sustainable progress toward gender equality at all levelsand go beyond table stakes. This change cannot just be tokenism, but a fundamental shift in the management mindset to sustain and grow women’s participation in the workplace.
Fostering diversity at the board level and pursuing a well-thought-through DEI agenda is not just about meeting quotas but about creating a culture of inclusion and equity that benefits the organization.
Q. In your experience, what are some effective strategies for promoting and supporting women in leadership roles within organizations?
A. To make meaningful and sustainable progress inpromoting and supporting women in leadership roles within organizations, today companiesare focusing on two broad goals: getting more women into leadership and retaining the women leaders they already have. That will require pushing beyond common practices. And doubling down on setting goals and holding leaders accountable. Managers need to be given training and support to minimize burnout and ensure promotions are equitable and thus better equipped to support their teams.
Some of the more woke companiesare taking specific, highly targeted steps to fix their broken rung. For example,making sure that women and men are put up for promotions at similar rates, monitoring outcomes to make sure they’re equitable, and root out biased aspects from their evaluation process. Organizations couldoffer a constellation of benefits to improve women’s day-to-day work experiences including, flexibility, emergency childcare benefits, and mental health support.
When implementing new policies and programs, if companies can ensure that they don’t simply ‘check the box’ and evaluate the impact of programs to assess whether benefits are equitable and identify areas where certain groups may need more targeted support, they would be well on their way to fix the issue.
Q. How do you view the corporate landscape in India in terms of diversity? What advice would you give to companies in India looking to strengthen their commitment to diversity and inclusion, both in the boardroom and throughout the organization?
A. As mentioned earlier, while there have been strides in gender diversity, I think there is room for improvement in terms of women's representation at the workplace and in the C-Suite roles including at the Board level. Not just gender diversity, but also diversity wrt region (North, South, East, West), religion, LGBTQI+, minority segments etc. There is a need to be much more conscious about inclusion than organizations presently are.
It would be effective if organizations could first build a culture that values and embraces differences. This can be achieved by fostering open communication, providing equal opportunities for growth and advancement to all team members, and by implementing bias-free recruitment and promotion policies.
Championing DE&I efforts is an organization wide requirement and can’t be tagged as an HR Agenda. Business is an equal if not stronger role holder. DE&I is a mentality and not just a mandate that needs to be executed. Throughout the organization, creating employee resource groups, offering diversity training, and establishing mentorship programs can help foster a more inclusive work environment.
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