A leader introspection
Challenges faced
Lack of communication, misconception
and mistrust among the villagers for
project and its owner. So here Mr.
Mishra’s biggest challenge was to start
communication restore trust and
eliminate middle men.
lack of education and exposure to the
outside world made them not only
unaware of but also reluctant to discover
about developments happened around
the world. And worried for their
livelihood
Action taken
 Mishra decided to move his office
and residence to the plant site.
 Instead of calling villagers to his
office he started visiting all 24
villages affected by the project,
one by one, along with his
corporate social responsibility
(CSR) team.
 As Mr. Mishra himself was from
Odisha he understood the
problems of natives in a better
way, he firstly tried to shorten
the communication gap between
company and native people. He
granted more compensation
than demanded to the families
of people died during agitations.
For welfare of the whole society
he allocated additional resources
for roads, schools, infrastructure,
healthcare etc.
For the future of the tribal villagers,
Mishra gave them the references of
other organizations located in Ravaged
and their consequent developments in
the region. and arranged visits by a
villager’s team to a few of those
organizations and to meet their
respective local communities to witness
the developments. In the meantime, and
he also started working on five selected
issues and ensured that they addressed
those well ahead of the proposed
timeline of three months. these gave
people a signal that management is
concerned about them and will also work
to alleviate their standard of living.
A fresh demand came from a few
landowners affected by the UAIL project,
who sold their lands in 1996-1997 They
demanded higher compensation to
handover their lands to UAIL.
The contractors demanded for price hike
as they face difficulty to manage
construction expenses within the
agreed-upon contract amounts because
of delay and cost increased.
Because of lack of basic level of
education people from this community
were unable to cope with skill training
workshop.
Restore trust and reduce fear in
employee and villagers
Mishra agreed to pay compensation but
after three years, on the condition that
they won’t create any further
disturbance and cooperate with them in
finishing the project
Mishra knew that construction
bottlenecks would delay the project
further convinced the management to
settle on a revised rate based on the
argument that with the revised rate, our
project cost would still be far below the
international project rates and that could
give us extra competitive mileage in the
global market.
Management opened up an Odia-
medium school for that purpose but
after getting suggestion from NGO they
decided to open up an English-medium
school in the locality.
After mob attack on Mr. Mishra he knew
that if he leave this place he will never
be able to control his people. Another
thing, he also wanted to restore peace in
region otherwise it will further delay the
project. So, to solve the situation very
amicably he did not complain the police
but tried to mitigate situation with
dialogue and ensured no future
obstruction.
Thought process He believed that as a leader he should set
an example first and that would inspire
others to follow me.

value Company Values-

Integrity
commitment
passion
seamlessness
speed
Company was also dominantly focused on
maximizing profits and creating value for
stakeholders.
Mr. Mishra-
social inclusion
altruism
fairness
feeling Coming from similar background, he was
empathetic towards natives and their
problems.
He felt responsible for the fate of local
people so he was altruistic towards the
cause.
He was compensative as well as egalitarian.

perspective I always believed that positivity resides

behind any negativity. Therefore, I always
identified the positive side of the adverse
situations and used them to advantage
perception He had perception about himself that he
had persuasive power to manage the
adverse situation responsibly