The best and most effective leadership emerges from a long-term, deep investment in the individual, within the context of the organization. In this deep dive conversation, Dr Pramod Solanki, Founder of Performance Enablers, engaged Dr Anil Khandelwal, Former Chairman and Managing Director, Bank of Baroda on the question of leadership development and how his book, The Gym of Leadership, brings together the wisdom of long observation and experience with his convictions about how great leaders are made.

Pramod Solanki: Discussing leadership with you is always insightful and delightful. I'm thrilled to have another opportunity for this conversation, thanks to People Matters. Your earlier books have explored leadership in a macro-organizational context. However, in The Gym of Leadership, you focus on the individual and building leadership muscles. What prompted this shift?

Anil Khandelwal: Thank you for such a thoughtful question.

Throughout my career, I’ve observed a prevalent “training model” of leadership development, where organizations sponsor senior managers to premier business schools in India and abroad. This has limited returns for both the organization and the individual. Unless organizations foster a learning ecosystem that encourages the application of training and development as a strategic priority integrated with career growth, and unless individuals are committed to their personal development, much of this training remains merely a good experience without substantially contributing to the making of a leader.

Jeffrey Pfeffer, a Stanford professor, observed in his book Leadership BS (2015) that much of the several billion dollars (estimated at USD 350 billion) invested in the “Leadership Industry” is a waste. As someone deeply involved in the training ecosystem, I couldn’t agree more.

I have always believed that leadership development cannot be achieved through quick-fix solutions, such as merely sending someone to a training program. Instead, it requires a serious engagement by the individual in their personal growth and a parallel effort by the organization. Initiatives like job rotations, exposure to challenging assignments, coaching, and perspective-building through cross-cultural experiences (where feasible) are critical. Training is just one step in a value chain of developmental initiatives. It’s not the first step but rather one in the middle.

This book is the manifestation of my conviction. The deployment of the self into the process of personal development is the core idea of The Gym of Leadership.

Pramod Solanki: You have emphasized two key dimensions to develop effective leaders—the organizational ecosystem and the individual’s drive. Could you elaborate on how these interact to shape leadership within organizations?

Anil Khandelwal: Many organizations, except for a few exceptional ones, lack a robust learning ecosystem. Leadership programs are often viewed as perks rather than serious developmental opportunities.

Some organizations have earned reputations as “leadership factories.” A closer examination of such organizations reveals a consistent corporate philosophy underpinning their developmental initiatives.

What’s needed is a rigorous process to identify high-potential individuals and expose them to diverse responsibilities, coupled with mentorship from experienced leaders. This journey of challenges and mentorship reveals true leadership potential. Only then should  external training at prestigious institutions come into play to broaden perspectives. Leadership development must go beyond mere training.

Pramod Solanki: From what you’ve explained, there’s a deficit on both fronts: organizations lack nurturing ecosystems, and individuals often fail to leverage leadership opportunities. Yet, during your tenure as CMD at Bank of Baroda, the same workforce demonstrated exceptional leadership. What changed?

Anil Khandelwal: Over three decades at Bank of Baroda, many transformative experiences shaped my leadership. One defining moment occurred early in my career when I expressed frustration about onboarding challenges. The then Personnel Manager’s prompt and thoughtful response changed my perspective, teaching me the power of responsive communication.

During my tenure at the bank’s staff college during the 1980s, I realized the futility of training programs that weren’t rigorously coupled with the work organization and research base. Subsequent initiatives in this direction made our training more purposeful.

Training need not always be classroom-based, except for technical or operational skills. Attitudes can be reshaped through organizational measures that amplify employee voices, remove obstacles, and encourage engagement through listening forums. We initiated many such measures. For shaping leaders, we developed a strategy to identify 300 potential leaders and nurtured them through multiple approaches, creating a learning ecosystem within the bank. I personally piloted this initiative.

The results were remarkable: in three years, the bank doubled its business and produced numerous leaders who excelled within and beyond Bank of Baroda. About a dozen senior executives went on to occupy board-level positions like CMD or ED. This experience underscored the impact of investing in people-centric leadership.

Pramod Solanki: Doubling business and developing effective leaders within three years is extraordinary—a testament to the power of leadership.

Anil Khandelwal: Without a doubt.

This book emphasizes foundational leadership skills and mindsets through a workbook approach, guiding individuals to internalize and apply these principles. Leadership is hierarchy-neutral, and in today’s rapidly evolving context, organizations require hundreds or thousands of leaders at middle and senior levels. With technological disruptions upending traditional hierarchies, younger leaders must build “Self Leadership”—personal leadership has become more critical than ever.

Organizations cannot take sole responsibility for developing leaders. The Gym of Leadership substantially helps potential leaders prepare for leadership roles, with organizations complementing their efforts. The term “Gym” underscores that leadership, like physical fitness, requires personal commitment and consistent effort. While organizational ecosystems are essential, individuals who build their leadership muscles early can excel in any environment.

Pramod Solanki: How did you arrive at the structure used in the book to present your ideas—first the conceptual base and research base for a particular leadership skill and then specific action steps to strengthen each pillar?

Anil Khandelwal: I took an unconventional approach by directly engaging with dozens of young managers, senior leaders, and millennials to understand the leadership skills they value and strive to develop. Their insights were incredibly rich. To make sense of this vast array of skills, I prioritized and categorized them into four key dimensions: Understanding the Self, Emotional Regulation, Managing Relationships, and Communication and Conversations.

The  18 skills identified include self-awareness, reflection, self-management, time management, resilience, anger management, courage, compassion, credibility, humility, fairness, listening, and the art of meaningful conversations and dialogues. Each plays a crucial role in shaping effective leaders.

Pramod Solanki: Your book (The Gym of Leadership) is a terrific integration of ideas from your experience and global knowledge on the subject. How do you manage this integration?

Anil Khandelwal: After exploring both Western and Eastern writings on leadership, I realized that certain universal skills are consistently highlighted by practitioners and scholars. Authors I admire, like Warren Bennis, Edgar Schein, Charles Handy, Kouzes and Posner, Jim Collins, and Ram Charan, emphasize self-management, listening, credibility, emotional regulation, and more. These same qualities are also emphasized in ancient Indian scriptures. This convergence underscores the universality of these leadership traits.

Through this understanding, I’ve blended my personal experiences with the insights of global leaders and academicians.

Pramod Solanki: This practical, step-by-step approach makes the book invaluable for anyone interested in leadership. I believe it will find a place in personal, organizational, and academic libraries. Let me ask a final question: You retired as CMD in 2008, yet 16 years later, you’re actively engaged in leadership seminars, conferences, and now your third book. What keeps you energized?

Anil Khandelwal: My career journey profoundly shaped my passion for leadership. I’ve worked with exemplary leaders and learned invaluable lessons from both their successes and failures. Negative experiences often reinforced what not to do as a leader.

Reading biographies of great leaders has inspired me, reinforcing my belief in the transformative power of effective leadership. When faced with challenges, I seek perspectives from trusted individuals, gaining new insights even when I don’t fully agree.

Ultimately, my leadership journey has never been about personal ambition but about purpose—serving people and organizations. This sense of purpose continues to fuel my energy and drive.

Read more about Dr Anil Khandelwal's insights on leadership and his earlier book, "DARE TO LEAD":
About "DARE TO LEAD", Part 1
About "DARE TO LEAD", Part 2