In 2008, something quite unusual happened – and people took notice. Ernst and Young published a report “The Dhoni Effect-The Rise of Other India”, chronicling Mahendra Singh Dhoni's rise. The report was based on the premise that Dhoni’s meteoric rise reflected the parallel rise of small-town India. From the small by-lanes of Ranchi to being the Captain of the Indian cricket team – across formats, Dhoni has been India’s most successful captain and is revered as an icon. His distinctive style, unique approach to the game, and team management have been the stuff of many discussions.

A shining example of leadership, management, and leading by example, CEOs can learn quite a few things by studying Dhoni:

Get into The Trenches, Dirty Your Hands:

It is widely acknowledged that Cricket is a game full of glorious uncertainties and that you are as good as your last performance. Perhaps being an icon can get you extra innings, but the nature of the game is highly competitive –the consistency in performance matters. Leaders, too, are judged accordingly. That he has earned respect is very true, but Dhoni would not have been credited unless he performed well continuously and consistently – behind the stumps and in front as well. He was fearless in delegating responsibility and empowering. 

Thus, the takeaway is that CEOs can strategize and plan, but they should also demonstrate personal excellence in one or more disciplines…marketing, operations, finance, HR, partnerships, etc…Delegation is fine as long as it does not dilute the CEO's contributing and performing role. A hands-on, skilled CEO is far more valued because he becomes part of the team and demonstrates skill rather than another who sits back, supervising and giving orders. 

Fearlessly Lead From The Front:

Dhoni, as a Captain, was always in the thick of it—whether as a batsman (delivering the winning knock time and again) or as a wicketkeeper, and being involved in every decision and every action on the field. More importantly, his multi-tasking extended to every format of the game—he was a top performer, always raising the bar. 

He led the charge in whatever the game demanded and fully lived in the now. Owning the outcomes and demonstrating excellence and performance, he was a Captain players looked up to and sought advice from. He always appeared to be fully in command of the situation, even if things were not going the way they should. Always leading from the front, Dhoni was an aspirational icon.

Stay Calm and Cool:

It can be terrifying when you carry the expectations of a 130-crore cricket-crazy. But Dhoni stayed calm…and delivered. No wonder he was called ‘Captain Cool’ – it is not possible that India will ever have a cooler captain than him. This calm demeanor and approach have helped Dhoni become a living legend for future generations.

Singing calm helps focus and retain clarity for planning the way forward. Similarly, CEOs need to emulate Dhoni in staying cool and calm in the face of all the pressures and expectations—this will help them emerge as better leaders and performers who have not been perfect.

Share the Credit; Take The Blame

An old saying is that the leader is only as good as the team. This was never more true than with Dhoni, who never emphasized his role (despite being an awesome match finisher) but always credited the team. Often heard saying that the “process” was important, Dhoni epitomises the attitude which CEOs much aspire for – that a serving leader.

Because he serves the larger cause – Indian cricket – he is comfortable with himself and promotes the team as the winner and the cause – never seeking the limelight himself. Mostly spotted in the corner of the pictures of the post-match winning team, Dhoni exemplifies the modest leader. CEOs must learn from this – it will serve the business well. It’s not about yes-men and building a coterie…walk the talk and share the credit for achievements.