Vishal Sharma, Executive Director & CEO of GIL Chemicals, recently shared his remarkable journey to leadership with Janifha Evangeline, Editor of Higher Education Review. His story is a fascinating blend of ambition, innovation, and an unwavering commitment to growth, shedding light on the transformative milestones that shaped his path to the top. From mastering complex challenges to championing visionary strategies, his career exemplifies the essence of modern leadership. Join us as we delve into an inspiring narrative of resilience, strategic insight, and the pursuit of sustainable excellence that defines Vishal Sharma's extraordinary leadership journey.

Looking back on your career journey, what was the defining moment or decision that propelled you towards becoming a CEO and Executive Director?

I do not believe there is a single defining moment in any career, whether in the corporate world or entrepreneurship. Career growth is an evolutionary process that unfolds in multiple stages. Rarely is the end path or goal fully clear from the outset. One may have a vision, but the journey to achieve it depends on how circumstances evolve.

Career progression is influenced by various factors. Opportunities arise unexpectedly, mistakes are made and learned from, and priorities shift. For instance, one might change jobs due to a lack of learning opportunities, boredom, or evolving financial and career requirements. These decisions are often responses to circumstances rather than part of a predetermined plan.

That said, a consistent trait throughout my journey has been a high level of drive and ambition, not only for myself but also for my team and business. I strongly believe that performance has no limits and growth knows no barriers. Challenges always have solutions, and success requires aiming high. As one of my guiding philosophies states: "Aim for the clouds, and you may reach the ground; aim for the ground, and you risk going underground."

This mindset of relentless ambition and a desire for continuous improvement has been central to my progress. While there hasn’t been a single pivotal moment, this drive to excel and overcome challenges has shaped my path and brought me to where I am today.

What specific skills or knowledge areas do you feel are most critical for your progression into executive roles? How do you prepare yourself to manage both operational and strategic aspects of leadership?

Over my 29 years of professional experience, I have come to realize that career development is not marked by one defining moment but evolves in stages. Early in my career, the focus was on building skills and technical acumen. While these remain important, I later recognized the increasing significance of competencies like prioritization, behavior, vision, and leadership.

Leadership, to me, is about inspiring people, setting high expectations, and creating a shared vision. A pivotal moment came during my second or third managerial role when I realized that leadership was no longer about being the star but about developing others into stars. This shift in perspective underscored the importance of empowering teams, which naturally elevates one’s own success. This realization also deepened my engagement with HR, as I began to appreciate the collective power of people over individual contributions. Leadership, in essence, is about harnessing the collective brainpower of the team to achieve shared goals.

As my career advanced, I also learned the value of balancing speed and deliberation. Early on, I equated success with quick decisions. However, in roles with significant strategic responsibilities, I recognized that some decisions require careful thought and collaboration. Strategic thinking, by nature, demands patience and input from others. I now practice stepping back, allowing time for reflection, and involving diverse perspectives to ensure sound decisions.

Mentorship has also played a key role in shaping my journey. A former CEO advised me to focus on tasks only I could accomplish and delegate the rest - a lesson that transformed how I allocate my time and energy. Another mentor emphasized the importance of identifying what drives success and what could jeopardize the organization, underscoring the dual focus necessary for sustainable leadership.

These insights have taught me the importance of humility and lifelong learning. Leaders who listen, remain open-minded, and seek advice grow continually. Conversely, those who believe they know everything limit their potential. Growth is rooted in curiosity, collaboration, and adaptability - principles that have guided me throughout my career and shaped my approach to leadership.

How do you keep your organization competitive in the global market? What is your approach to navigating cultural differences with managing international operations?

To maintain competitiveness in the global market, several factors must be considered. First, geopolitical awareness is crucial in today's dynamic world, where frequent changes in political environments, trade barriers, and economic challenges occur. For example, a major market like China, which relied heavily on the US, may shrink due to new tariffs. Such shifts require companies to stay vigilant and adapt swiftly to global developments.

Second, talent acquisition is essential. A company cannot expect domestic talent accustomed to local markets to drive international expansion. It is vital to have employees who understand the complexities of different regulatory environments, cultural nuances, and global business practices. Operating in markets like Egypt, France, or Japan requires a different approach, particularly in communication and business etiquette. Cultural sensitivity and adaptability are key to success in diverse international landscapes.

Third, understanding the unique needs of various markets is essential. Western Europe, for example, prioritizes sustainability, while Latin America may not place as much emphasis on green initiatives. A company must tailor its value proposition, product offerings, and services to meet the specific demands of each region. As one mentor once told me, when operating internationally, you must be as good as your best competitor in each country. Success in international markets depends on local capabilities, and companies must build strong, competitive teams that can rival local leaders.

Many businesses fail when they assume that success in the home market guarantees international success. It's critical to develop local expertise and capabilities to thrive in diverse regions.

One of the most surprising and important lessons I’ve learned about leadership is the balance between speed and slowness. Early in my career, I focused on fast action, believing it was always the right approach. However, I have since realized that some decisions, particularly strategic ones, require a slower, more deliberate pace. This lesson has shaped my approach to leadership, helping me avoid mistakes and make better decisions, had I known it earlier.

How would you describe your leadership style and how has it evolved over time? What were the core values or principles that guide your decision for the CEO?

My leadership style today is focused on developing talent to its highest potential. This is at the core of everything I do. Additionally, I consider myself visionary, with a strong sense of ambition and progress. I am not someone who accepts the status quo; I always seek ways to improve and innovate within the roles or companies I am involved with. This drive for continuous improvement is one of the most defining aspects of my leadership.

I set high expectations for the people I work with, and while I wouldn’t say it’s always easy to work with me, I can confidently say it’s a lot of fun. I stretch individuals beyond their comfort zones, helping them realize their potential and achieve things they didn't initially think possible. Many have shared with me that I help them unlock abilities they didn't know they had.

I also emphasize a friendly, informal leadership approach. I believe in breaking down hierarchies and fostering an environment where open communication is encouraged. I’m not afraid to admit when I’ve made a mistake or to embrace a better idea, regardless of its source. What matters most is achieving the right outcome, not whose idea it is.

An essential element of my leadership style is balancing speed with patience. I've learned the importance of listening and reflecting before taking action. In some situations, sitting quietly and absorbing information before making a decision is necessary, and I’ve received feedback that this approach can be surprisingly effective.

In terms of the legacy I hope to leave behind, I aim to cultivate the best team the business has ever had, ensuring a sustainably high-performing organization. Equally important is my desire for the business to "do good" — not just in generating profits, but in being responsible to all stakeholders, including the planet, employees, shareholders, customers, suppliers, and communities. This is the legacy I aspire to create - one that balances success with positive societal impact.