A firm believer that leadership is as much about mental clarity as it is about strategic decision-making, Kousgi shares how his lifelong passion for cricket instills discipline, resilience, and team spirit in his leadership style.
Just as crucial to his personal equilibrium is music, which he credits for sharpening his emotional intelligence and deepening human connections in both personal and professional settings.
From reading the market like a pitch to leading with empathy and rhythm, Kousgi reveals how sport and melody keep him grounded amid the pressures of the corporate world. Edited Excerpts –
Q) Thanks for taking the time out Girish. You’re known for your passion for cricket. How has the game influenced your leadership style in the corporate world? Is this one-off your ways to keep yourself mentally fit?
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A) Cricket has always been more than just a sport for me – it’s a way of life. It teaches you discipline, focus, teamwork, and above all, resilience.
These values have deeply shaped my leadership style. Just like in cricket, where every player has a unique role but the team wins together, I believe in empowering individuals while driving collective success.
Whether it’s dealing with pressure situations, taking strategic calls, or celebrating wins and learning from losses, the game has taught me the importance of staying grounded and agile – qualities which I strive to bring into the boardroom every day.
On the personal front, cricket is my way of staying mentally and physically fit. It helps me disconnect from the rigors of daily responsibilities and rejuvenate.
I firmly believe that physical activity, in any form, isn’t a luxury but a necessity. It fuels clarity, focus, and emotional balance. For me, cricket is that outlet.
Q) Like a cricket captain, how do you assess and adapt to rapidly changing business conditions?
A) Much like a cricket captain who must read the pitch, assess the opposition, and adjust the game plan in real time, navigating a dynamic business environment requires constant vigilance, strategic foresight, and agility.
At PNB Housing Finance, we operate in a sector that’s highly sensitive to economic trends, policy changes, and evolving customer expectations.
I believe in staying closely connected to ground realities whether through data analytics, customer feedback, or internal team insights.
I encourage a culture where we stay proactive rather than reactive anticipating shifts and preparing for various scenarios.
This includes fostering cross-functional collaboration, building contingency plans, and staying aligned with our long-term vision while being nimble in execution.
Just as a captain leads from the front in adverse situations, I try to lead with clarity and composure during uncertain times, ensuring that my team feels confident and supported.
Ultimately, it’s about trusting your preparation, backing your team, and staying focused on the larger goal just like in cricket.
Q) Cricket requires patience and resilience, how have you drawn on these traits during business turnarounds or challenging phases?
A) Patience and resilience are at the heart of both cricket and leadership especially during challenging phases or turnarounds. In cricket, you don’t always win every session, but staying focused, trusting the process, and bouncing back is what counts.
I’ve applied the same mindset throughout my leadership journey, particularly during times when the business needed strategic recalibration or faced external headwinds.
At PNB Housing Finance, we’ve undergone significant transformation over the past few years – from recalibrating our portfolio mix to focusing more on retail, especially on affordable housing and emerging markets.
It wasn’t an overnight shift. It required consistent efforts, stakeholder alignment, and the patience to see our long-term strategy come to fruition.
There were moments when quick results were elusive, but I’ve always believed in steady, sustainable progress over short-term wins. Resilience helped us stay the course, remain customer-focused, and deliver strong fundamentals.
Just like in a long innings, you need to absorb the pressure, pick your moments, and keep moving forward with conviction. That’s what drives real, lasting success.
Q) How do you apply the concept of ‘playing to one’s strengths’ from cricket when managing your leadership team?
A) In cricket, every player has a distinct role – be it an opener, a fast bowler, or a finisher and the team performs best when each one plays to their strengths. I apply the same principle when leading my team.
I strongly believe in identifying individual capabilities and aligning responsibilities where people can thrive and deliver their best.
Rather than expecting everyone to do everything, I focus on building a complementary team where strengths are amplified, and gaps are addressed through collaboration.
This creates a culture of trust and empowerment where leaders have the autonomy to lead in their areas of expertise while working towards shared goals.
At PNB Housing Finance, this approach has helped us drive high ownership and sharper execution across functions. Much like a winning cricket team, our success is rooted in knowing our strengths and playing to them with clarity, conviction and confidence.
Q) You’ve spoken about how music helps enhance emotional intelligence. How does that translate into your leadership approach?
A) Music has a unique ability to connect us with our emotions, helping us pause, reflect, and understand perspectives beyond our own. I find that this emotional depth directly enhances emotional intelligence something that’s incredibly valuable in leadership.
In my leadership approach, this translates into being more empathetic, a better listener, and more attuned to the unspoken dynamics within the team.
Emotional intelligence is not just about managing your own feelings but also about recognizing and respecting the emotions of others, especially in high-pressure or uncertain situations.
Much like a well-composed piece of music, leadership requires harmony between strategy and empathy, direction and understanding.
Whether its resolving conflicts, motivating teams, or driving cultural change, the ability to connect on a human level makes all the difference. Music keeps me grounded in that space.
Q) In what ways has your connection to music improved team engagement and stakeholder relationships?
A) Music has an incredible way of bringing people together. It transcends hierarchy, backgrounds, and even stress. I’ve often used my love for music as a bridge to build rapport, both within my team and with external stakeholders.
It sparks conversations, adds a human touch to interactions, and creates a shared space of comfort and relatability. I’ve realized that shared interests like music help move conversations beyond numbers and deals.
It allows for deeper, more authentic relationships. At the end of the day, leadership isn’t just about driving outcomes – it’s about connecting with people. And music has been a powerful enabler of that connection.
(Disclaimer: Recommendations, suggestions, views, and opinions given by experts are their own. These do not represent the views of the Economic Times)
