Samir Misra Curated

COO, V-Mart Retail Ltd.


This profile has been added by users(CURATED) : Users who follow Samir Misra have come together to curate all possible video, text and audio interview to showcase Samir Misra's journey, experiences, achievements, advice, opinion in one place to inspire upcoming operations managerss. All content is sourced via different platforms and have been given due credit.

  • What advice would you give to the new- age leaders?

    Today is the age of leaders who are humble, who are constantly developing themselves to increase self-awareness and improve relationships with others. They don’t hide behind their flaws; instead, they seek to understand them. They are vulnerable and it is critical to discover their truth, their True North, they gain confidence and resilience to face difficult situations.

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  • What are you doing to grow and develop as a leader continuously?

    I feel, investing in one self is equally important for the well-being of organisation. Recently I have concluded a 9-month long executive programme from Harvard Business School and professors and my cohort group has had ever lasting impact on my thought process , opportunities and new age leadership .

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  • What is one lasting impact that you hope to leave on your present company?

    Product Centricity. I would like V-Mart‘s all 7000 people working across stores and head office to behave as merchandisers which means synergy between stores , product team , marketing , visual merchandising to comprehend consumer requirements and delivering product customised at store level.

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  • What is one characteristic that you believe every leader should possess?

    Be authentic – true to yourself and to consumers , team and society at large.

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  • When faced with two equally-qualified candidates, how do you determine whom to hire?

    I look for creative thinking, bias for action, and a mindset for solutions.

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  • Share that one critical decision that you made as the leader of your organisation?

    I feel, we are in the business of creating differentiated value for consumers, and I am in this exciting journey to create differentiation in terms of the 'brand onion' - which essentially means declutter ourselves from competition in product offering & marketing proposition. I believe it can singularly help us to leap frog to the next level.

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  • Name one person who had a tremendous impact on you as a leader?

    I have had the honour of working with leaders who have added tremendous value in my journey. I feel, each of them has had a profound influence on me as a leader, in their own unique way. So, citing just one person from my list of 'go-to mentors' is not possible. Most of my managers are still my sponsors to adapt & change. More importantly, they are a call away.

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  • How are you contributing to the growth of your employees?

    I believe in providing meaningful and constructive feedback on a day-to-day basis. I advocate having difficult conversations as well as catch people exhibiting right behaviours. I feel, if we nurture curiosity & learning in our employees, create a climate that nurtures critical thinking, where challenging authority and speaking up are encouraged, even if it means creating discord- it engages the team and develops everyone.

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  • What kind of leadership style do you follow in your organization?

    I strongly believe in transformational leadership – I like to question the status quo encourage healthy dissatisfaction or even positive conflicts, make difficult decisions, like to develop people to become independent thinkers, and consider ethics over the business.

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  • With which job role/ position did you start your career?

    I started my career as a management trainee with McDonald.

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