When P Dwarakanath, veteran HR leader and former chairman of GSK, took the stage at HRKatha’s Rising Star Leadership Awards on October 31st at Aloft, Aerocity in New Delhi, the room fell into attentive silence. What followed was not a scripted speech but a deeply personal and spontaneous reflection on leadership, change, and the human side of the corporate world—delivered with his trademark wit and wisdom.
“I’m basically an HR professional. I have not changed my name, I have not changed my profession,” he began with a smile, “but the company with which I was associated for 41 years changed its name five times. That’s what leadership is—the ability to cope with change. Somehow, I retained my job.”
From Horlicks to Beecham, SmithKline Beecham to GlaxoSmithKline, and finally Hindustan Unilever—Dwarakanath’s corporate journey itself became a metaphor for adaptability. “A leader is one who can handle change—from Mali to Malik—from a gardener to a chairman.”
Through it all, he said, what helped him stay relevant was not resistance to change but the ability to adapt to it—a trait he described as the true essence of leadership.
Tough on issues, soft on people
Drawing from his decades of experience, Dwarakanath delved into one of the most delicate aspects of leadership—handling tough decisions with empathy. “Leadership,” he said, “is an art of tough love—tough on issues, but soft on people.”
He recalled a difficult instance from his career when he had to let go of a long-serving employee who could no longer keep up with the pace of technological change. His British colleague was hesitant, concerned about protocol. “But I said, hang on. We’re not breaking rules, just showing humanity,” Dwarakanath recounted. “It’s not the action, but how you execute it that defines your leadership.”
The lesson was clear: organisations often forget the human element in their processes. “You may give someone tons of money, but if you hand them a termination letter coldly, you’ve lost the essence of leadership. The way you treat people matters.”
It’s the difference between management by policy and leadership through empathy. One follows the manual. The other remembers there’s a person at the receiving end.
The A-square syndrome
Throughout his address, Dwarakanath challenged traditional notions of power and hierarchy with characteristic directness.
“Leadership is an art of tough love—tough on issues, but soft on people.”
P Dwarakanath, veteran HR leader and former chairman of GSK
“In India, we often suffer from an A-square syndrome—Authority and Age,” he said. “We think if I’m older or have a higher position, I know it all. But those myths are busted now. True leadership is about value creation and personal credibility, not positional authority.”
He shared a personal truth that validated his point: even years after retirement, former colleagues and protégés still seek his perspective. “I retired six years ago, I’m 78 now. Yet people call me for advice. They don’t do it because of my designation, but because of credibility built over time. That’s when you know it’s pull, not push leadership.”
It’s a powerful distinction. Push leadership relies on position—do this because I’m the boss. Pull leadership relies on trust—people seek you out because they value your judgment.
The first expires the day you leave your role. The second endures long after your corner office has a new occupant.
Psychic income and handwritten notes
For Dwarakanath, leadership doesn’t reside in grand gestures but in what he calls psychic income—the emotional satisfaction that comes from human connection.
“Everything is not about promotions or money. It’s about the psychic income that comes from how you treat people,” he explained.
He narrated an early-career memory from his time as a management trainee at DCM. When he was handed his confirmation letter, the chairman, Dr Charat Ram, had written a simple note: “Your luck starts now.”
These simple words, he said, had stayed with him for decades—a reminder that motivation often comes from the smallest gestures, not grand incentives. That moment captured the true spirit of leadership—inspiring others through empathy and belief.
In an era of automated HR systems and digital acknowledgments, there’s something profound about a leader taking the time to write something personal. It’s the difference between being processed and being seen.
When Gen Z becomes your teacher
Having trained and mentored countless young professionals, Dwarakanath reflected on how each generation brings its own challenges and lessons.
“I’ve learned so much through reverse mentoring in the last 28 years,” he said. “We often say Gen Z is difficult to manage. But they can change—provided you tell them why something needs to be done, not just how.”
He illustrated this with humour, recalling the evolution of workplace formality. “When we moved from calling people ‘Sir’ to first names, seniors hesitated. In my own team, some called me PDN, others Dwaraka. I let it be—because leadership is about allowing that change.”
To him, these weren’t signs of rebellion but of evolution—proof that leadership must move with the times.
He recounted how, early in his career, saying ‘no’ to a boss for personal reasons was unthinkable, while today’s workforce is far more vocal about their boundaries and priorities. For him, this change reflected progress, not defiance.
Understanding and accepting these shifts, he said, was crucial to staying relevant as a leader. The alternative? Becoming the person who complains about “kids these days” while the world moves on without you.
From Mali to Malik
Dwarakanath’s metaphor about moving from Mali (gardener) to Malik (owner/master) wasn’t about climbing the corporate ladder. It was about the ability to navigate change while maintaining your core identity.
He survived five company name changes not by resisting each transformation but by adapting to it. He maintained relevance for over four decades not by clinging to old ways but by being willing to learn—including from those younger than him.
That’s the paradox of leadership longevity: the more you’re willing to change, the more you can stay true to yourself. Because change isn’t about abandoning your principles. It’s about applying them in new contexts.
Keep scoring
In his closing thoughts, Dwarakanath emphasised that change is not a one-time event but a continuous process.
“If you don’t keep scoring, you’re just practising,” he remarked, urging HR professionals to stay closely integrated with business goals and to view transformation as an ongoing responsibility rather than an isolated project.
Then came his final observation—a categorization that separated the audience from the rest.
“There are four kinds of people—those who watch things happen, those who don’t know what’s happening, those to whom things happen, and a distinguished minority—like you—who make things happen.”
It was both a compliment and a challenge. You’re in the room because you make things happen. The question is: will you keep making things happen?
Delivered without notes, slides, or prepared remarks, P Dwarakanath’s address was a reflection of what he stands for—authenticity, adaptability, and empathy.
The HRKatha Leadership Summit and Rising Star Awards ceremony took place on October 31, 2025, at Holiday Inn Aerocity, New Delhi. Nominations were open for two months, with jury evaluation conducted over two weeks by an eleven-member panel. Around 20 CHROs and CEOs participated in discussions on leadership transformation, with support from Thomas Assessments (Presenting Partner) and Ripplehire (Associate Partner).