H View section
Leadership that changes how work actually gets done
Delegation, clarity, ego and how managers help or slow down the work.
Read the story →Planning, changing requirements, urgency and realistic timelines.
Read the story →Why good employees leave and what keeps people engaged.
Read the story →The servant, challenger, accountable and purpose-driven leader.
Read the story →
We look at leadership as daily behaviour, not a title.
Read the evidence →We look at leadership as daily behaviour, not a title.
Read the evidence →We look at leadership as daily behaviour, not a title.
Read the evidence →We look at leadership as daily behaviour, not a title.
Read the evidence →One in three Indian tech workers in a recent survey got no hike or a pay cut this year. Here is how managers can deliver that news honestly, protect trust and keep good people when money is tight.
A manager who grows a team from 10 to 30 looks successful. A manager who keeps good people for five years often is. Why retention says more about leadership than headcount.
Your team finishes in two days what used to take five, thanks to AI. The obvious move is to raise targets. Here is why that can backfire, and what to do instead.
Your team is already using AI, whether or not there is a policy. The leadership question now is how to judge work that AI helped create, fairly and well.
When something goes wrong at work, the first question is often "Who did this?" A blameless postmortem asks a better one: what let this happen, and how do we stop it happening again?
Seven practical leadership habits—clear expectations, active listening, honest decisions and reliable follow-through—that help teams build trust and do better work.
The best individual contributor often becomes the most overloaded manager. Why new managers struggle to delegate, what holding on costs the team, and a practical way to start letting go.
Every email checked, every decision approved, every update demanded. Why managers fall into micromanagement, what it quietly costs their teams, and how to replace control with trust.
Most workplace feedback either hurts or gets ignored. How managers can give feedback that is specific, timely and fair—so criticism improves the work instead of damaging trust.
No recent stories on this topic yet. The full archive below has everything.
36 stories in 4 months. Open a month to read it.
Most workplace problems are leadership problems in disguise: unclear requirements, shifting deadlines, too many managers, and good employees who quietly burn out.
H View writes about leadership from the side of the people doing the work and the people leading it, with practical lessons managers can apply and situations employees will recognise.
H View writes about leadership from the side of the people doing the work and the people leading it, with practical lessons managers can apply and situations employees will recognise.
Managers and teams, Projects and deadlines, Culture and retention and Leadership archetypes.
New Leadership stories appear here as soon as they are published. There are 36 stories so far, and the most recent was published on 9 November 2026.
Harika Behara, Praveen and Satya Hemanth write most often in this section, and every story is reviewed by an editor before it is published.
The week’s best Her View, His Insight reading in one short, useful note.
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