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Birlasoft CEO and MD Angan Guha on clarity in leadership, empathetic mentoring and redefining work-life balance
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Angan Guha, Chief Executive Officer and Managing Director of Birlasoft, believes leadership rests on clarity of purpose and genuine empathy. In this conversation, he reflects on mentoring, cultural nuances across geographies and the evolving expectations of modern workplaces. He argues that resilient teams are built on trust, psychological safety, and outcome-driven performance. For Guha, work–life balance is not a strict separation, but conscious integration that sustains long-term impact.
What is the one trait that differentiates a great leader from the rest?
I believe effective leadership rests on two fundamentals - clarity of purpose and genuine empathy. Setting direction is important, but what matters equally is the ability to communicate that vision clearly so every individual understands how their role contributes to the larger goal. Clarity creates alignment and focus.
At the same time, empathy enables leaders to connect meaningfully with their teams - to listen, understand perspectives, and create an environment of trust and psychological safety. This is not about sentiment, but about enabling people to perform at their best. When individuals feel heard and valued, they take greater ownership and bring their strengths forward.
Together, clarity and empathy help build resilient teams, encourage thoughtful decision-making, and support sustainable progress, far more effectively than direction alone.
What has been your experience as a mentor? What are the first few aspects you focus on when mentoring someone?
Mentoring has been one of the most meaningful parts of my professional journey, and it continues to be a learning experience for me. I approach mentoring by listening first - understanding an individual’s aspirations, challenges, and strengths, including those they may not yet fully recognize themselves.
I do not believe in defining success for others. Instead, I encourage individuals to shape their own paths and clarify what success means to them. My role is to share perspective, offer structured ways of thinking drawn from experience, and help them apply these insights in a way that fits their context.
At its core, mentoring is about building confidence, strengthening resilience, and enabling people to navigate uncertainty with clarity and ownership as they grow into their leadership roles.
How is the work culture in Indian corporates different from that of those in Europe or the United States? According to you, which factors can we work on further to improve our corporate culture?
From my experience working across geographies, I’ve seen that corporate cultures in India, Europe, and the United States are shaped by very different social and historical contexts.
In India, workplace culture is often deeply relationship-centric, marked by strong commitment, adaptability, and a collective sense of ownership. Employees demonstrate high resilience and a strong execution mindset, which are significant strengths. However, this approach can sometimes translate into extended working hours, limited comfort in expressing dissenting views, or a tendency to prioritize immediacy over thoughtful deliberation.
In contrast, many organizations in Europe place stronger emphasis on structure, work-life boundaries, and predictability. The U.S. culture, from my observation, is more individual-driven, outcome-focused, and encourages direct communication and ownership, with greater comfort in questioning decisions.
That said, there is no single model that is superior - each has strengths we can learn from.
I believe Indian corporates have a strong opportunity to evolve further. Strengthening psychological safety so individuals feel confident sharing diverse viewpoints is essential. Equally important is moving toward outcome-based performance and reinforcing cultures built on clarity, trust, and accountability rather than control.
As organizations mature, the emphasis must shift from monitoring activity to enabling meaningful impact. When we bring together India’s inherent commitment and agility with greater openness, balance, and empowerment, we can build workplaces that are both high-performing and sustainable.
Your view on work-life balance and the debate over optimal working hours?
I see work–life balance not as a strict separation, but as conscious integration. The goal is to create a rhythm where professional responsibilities and personal well-being support each other, rather than compete. Meaningful work can contribute to personal growth, just as a balanced personal life strengthens focus, judgment, and creativity at work.
Conversations around working hours often miss the larger point. What truly matters is sustainable impact - focusing on outcomes rather than time spent. As leaders, our responsibility is to build cultures that provide flexibility alongside accountability, enabling individuals to manage priorities effectively.
Long-term performance depends not on how long we work, but on how well we manage energy, recovery, and focus to deliver consistently.
A book you are reading at the moment.
I am currently reading ‘How to Be Bold’ by Ranjay Gulati. The book offers a practical perspective on what boldness truly means - not impulsive risk-taking, but the discipline to step out of comfort zones, question legacy ways of working, and make choices aligned to long-term purpose.
What resonated strongly with me is the idea that boldness is rarely about one big moment. It is built through everyday decisions - having the courage to speak up, to simplify complexity, to back ideas with conviction, and to act even when outcomes are uncertain.
This aligns closely with our cultural tenet of “Be Bold” at Birlasoft. For us, boldness isn’t about being loud or creating disruption without purpose. It is about thoughtful courage, being willing to challenge the status quo, taking ownership, and do what is right for our clients, our teams, and the organization, every day.
The book reinforces an important leadership lesson: organizations grow when individuals feel empowered to take responsible risks and learn from them. Encouraging this everyday courage helps create a culture where innovation, accountability, and progress become part of how we work - not exceptions, but habits.
A philosophy you live by.
A guiding philosophy I live by is simple: “Growth is life; everything else is just detail.”
For me, growth is not limited to titles, scale, or milestones. It is about continuously learning, evolving perspectives, and becoming better than who we were yesterday. When learning stops, progress slows - both personally and professionally.
I have found that meaningful growth often comes from discomfort: taking on unfamiliar challenges, listening to viewpoints different from our own, and being open to change even when it disrupts comfort. These moments shape judgment, resilience, and character far more than success alone.
This philosophy also influences how I approach leadership. Organizations thrive when people are encouraged to grow - in skills, confidence, and mindset. When individuals feel supported in their development, performance follows naturally.
Details will always change - roles, structures, markets, and circumstances. What endures is the ability to adapt, learn, and move forward with intent. Staying focused on growth keeps us relevant, grounded, and prepared for what lies ahead.