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By:

Divyaa Advaani 

2 November 2024 at 8:58:38 am

The Follow-Up You Skipped

The meeting went well. Everyone agreed on that. He was articulate, confident, well prepared. He read the room perfectly, asked the right questions, left a strong impression. People exchanged cards. There were warm handshakes and genuine smiles. The kind of first meeting that feels like the beginning of something real. And then nothing. No email. No message. No acknowledgement that the conversation had ever happened. Days passed. Then a week. The impression he had worked so carefully to create...

The Follow-Up You Skipped

The meeting went well. Everyone agreed on that. He was articulate, confident, well prepared. He read the room perfectly, asked the right questions, left a strong impression. People exchanged cards. There were warm handshakes and genuine smiles. The kind of first meeting that feels like the beginning of something real. And then nothing. No email. No message. No acknowledgement that the conversation had ever happened. Days passed. Then a week. The impression he had worked so carefully to create began to quietly unravel — not because of anything he said in the room, but because of everything he failed to do after leaving it. This is one of the most common and costliest personal brand mistakes I observe in accomplished founders. Not the dramatic failures. The invisible ones. The follow-up that never came. Most founders understand the importance of the first impression. They prepare for it, invest in it, obsess over it. The handshake, the introduction, the pitch these receive enormous attention. And then the meeting ends and the attention goes with it. What happens next the email sent within twenty-four hours, the specific reference to something discussed, the simple act of saying "it was genuinely good to meet you" is treated as optional. A nicety. Something to get to when there is time. There is never time. And that silence communicates something to everyone on the other side of it. Think about the last significant meeting you had. A potential client, a collaborator, a connection that felt genuinely promising. Did you follow up? Within twenty-four hours? With something specific enough to show that you were actually present in the conversation not just physically in the room? Or did you return to the business of your day and tell yourself you would get to it later? Because here is what the person on the other side experienced. They left the meeting with a positive impression. They may have even spoken about you to someone else — told a peer about this founder they had just met, someone worth knowing. And then the silence arrived. And with it, a quiet internal conversation that went something like this: maybe they were not as interested as they seemed. Maybe I read it wrong. Maybe they do this with everyone. The recalibration is never announced. It simply happens. And the version of you that existed in their mind before the silence is never quite the same after it. The person who seemed so impressive in the room revealed, through their absence, exactly how they operate when nobody is watching them perform. A personal brand is not built only in the moments of visible effort. It is built in the moments of invisible effort the follow-up nobody sees you send, the thank you note nobody required, the specific detail that tells the other person you were genuinely listening. These are the moments that separate the founders who are remembered from the ones who were merely impressive. The irony is that follow-up requires almost no time. A well-crafted message takes three minutes. What it communicates takes far longer to build through any other means. It signals attention, care, professionalism and genuine interest all in a single act that most people cannot be bothered to perform. And for a founder at a serious level where every relationship has compounding potential, where reputation travels faster than any introduction the cost of that silence is never just one missed connection. It is the conversations that never happened. The referrals that went elsewhere. The collaborations that went to someone who simply took three minutes to say it was a pleasure, and here is why. Your brand lives in those three minutes. Not in the meeting itself. In what you choose to do or not do after it ends. If this landed somewhere specific for you, a Founder Brand Audit is a focused consultation call where we examine exactly what your brand is communicating in every room, and in every silence after it. This is the beginning of a specific investment in yourself. Five slots open each week. Book your call here: https://www.calendly.com/divyaaadvaani/founder-brand-audit Divyaa Advaani, Personal Branding Strategist (The author is a personal branding expert. She has clients from 14+ countries. Views personal.)

Lateral upgrade to ailing annihilation

Updated: Oct 21, 2024

Lateral upgrade to ailing annihilation

Being the first person from the private sector to be appointed as chairperson of Securities and Exchange Board of India (SEBI) as part of the government’s lateral initiative, Madhabi Puri Buch also holds the honour of being the first woman to hold the top post as capital market regulator.

But the laurels that the former private sector banker enjoyed in her earlier stint with ICICI Bank, was marred with allegations that she and her husband were having a stake in offshore entities, which were used to artificially inflate shares of Adani group companies.

Terming the allegation as `character assassination, Buch clarified that all disclosures have already been furnished and the fund in question did not invest in any securities involving the Adani group.

When it rains, it pours. This allegation was subsequently followed by Congress Party allegation that Buch had received salary and post-retirement benefits from ICICI Bank after she quit the private sector bank.

In its clarification to the stock exchanges, ICICI Bank asserted that the payments made to Buch were purely retirement benefits after her exit from the bank and they were neither salary nor employee stock options.

Prior to these allegations, Buch tenure at SEBI was all about bringing in quick reforms on operational issues by changing the format of consultation paper to bring in larger responses digitally. Being data savvy, the rationale of her decisions were democratic based on big data analysis derived from the responses received to the consultation papers.

Further she bifurcated the duties of the SEBI staff between operations and enforcement, which were done by the same persons earlier. Having worked for the private sector in the capital market domain space, Buch had a better understanding of the subject compared to officers from the administrative service in the past that reflected even in her orders as a whole-time director at SEBI before becoming the chairperson. As a whole time director at SEBI, her orders on adjudication issues were more directional to the capital market space, according to experts in the compliance space. She was also quick to revamp the old provisions of the 90s at SEBI.

Being tech and data savvy, Buch enhanced regulatory surveillance and detection of market manipulation, insider trading and fraud while also emphasizing on strengthening corporate governance by introducing stricter rules for independent directors and enhancing disclosures for related-party transactions.

To put in perspective, the annual report of the capital market regulator in the just concluded financial year revealed that the number of investigations related to insider trading jumped to 175 in 2023-24 from 85 in the preceding year while probes related to front running jumped over three times to 83 from 24 in the preceding year.

Transparency in mutual funds by implementing measures to protect retail investors along with tightening norms for initial public offers, particularly in the SME platforms were some of her other positive initiatives including confirmation of denial of any market rumours within 24 hours for the top 100 listed companies which will be extended to top 250 companies from December 1. However increased transparency and compliance with tightening regulations led to increased operational costs for the market participants and hence faced resistance from certain quarters. Born in 1966, Buch completed her primary education in Mumbai and graduated with specialization in Mathematics from Delhi and later obtained a management degree from Indian Institute of Management, Ahmedabad. In between, she got engaged to Dhawal Buch, a director at a consumer goods multinational at the age of eighteen and got married at the age of 21.

Besides ICICI Bank, Buch also worked as a lecturer at a college in England, worked at Greater Pacific Capital in Singapore and ICICI Securities as its CEO. She also worked as executive director on several private sector companies and as a consultant for New Development Bank (Brics Bank).

What now remains to be seen, is whether Buch, who survived the 26/11 terror attack when she along with her husband, was attending a meeting at Taj, be able to overcome the current ordeal. Keeping fingers crossed for the times to come.

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