In today’s hyperconnected world, where social media serves as a direct link between brands and the public, a CEO’s online presence is often as influential as the company itself. The recent exchange between Bhavish Aggarwal, CEO of Ola Electric, and stand-up comedian Kunal Kamra provides a striking example of the challenges that come with this direct access to public discourse. While the incident brought considerable attention to Ola’s service challenges, it also highlighted the pitfalls that leaders can face when they allow personal ego to overshadow broader responsibilities to stakeholders. Here are key learnings from this incident, focusing on how leaders can navigate the complex terrain of public opinion and maintain their focus on organisational goals.
1. Distinguish Between Constructive Criticism and Noise
In the digital era, it is essential for leaders to discern the difference between constructive criticism and mere noise. Kunal Kamra’s criticism, although sharp, touched upon real issues faced by Ola’s customers—delays in after-sales service and product reliability. Instead of addressing these concerns directly, Bhavish Aggarwal’s response was defensive and personal in nature. Even branding Kamra’s comments as a ‘paid tweet.’ This approach shifted the focus from Ola’s service challenges to a personal dispute, exacerbating the negative sentiment around the brand
Lesson for Leaders: Not every comment requires a response, especially when it shifts the narrative away from genuine customer concerns. Leaders should focus on addressing constructive feedback that aligns with the company’s mission, using it as an opportunity for improvement. Engaging in public disputes can be a distraction, ultimately harming the company’s reputation and diverting attention from core issues.
2. Prioritise Stakeholder Interests Over Personal Ego
Leadership is all about looking beyond personal ego and focusing on the broader interests of stakeholders, including customers, employees, and investors. In the case of Ola, Aggarwal’s responses seemed more focused on defending his personal pride than addressing customer concerns. This approach can undermine stakeholder trust, as it suggests a lack of empathy for customers who are the foundation of the business. The drop in Ola Electric’s stock price following the exchange is a direct indication of how such actions can impact investor sentiment. Stakeholders look for leaders who can steer the company through challenges with grace and focus on long-term value, rather than short-term emotional reactions.
Lesson for Leaders: Ego-driven responses might offer temporary satisfaction, but they can lead to long-term reputational damage. Leaders must remain focused on their primary responsibility—ensuring value creation for stakeholders. This requires stepping back from personal provocations and addressing the root cause of the criticisms at hand.
3. Be Transparent and Acknowledge Issues Proactively
A critical aspect of managing public perception is transparency. Ola Electric has faced ongoing issues with product quality, ranging from battery performance to mechanical faults. Despite these, the company’s initial reluctance to acknowledge problems has led to frustration among customers, culminating in public outcries during this incident. The lack of proactive communication has further fuelled dissatisfaction. When Kamra’s comments brought these issues back into the spotlight, it was an opportunity for Ola to address them head-on and assure its customers of solutions. Instead, the focus shifted to an online spat, making it harder for the company to regain control of the narrative.
Lesson for Leaders: Addressing criticism transparently and outlining steps to resolve issues can build credibility, even in challenging times. Acknowledging mistakes or lapses doesn’t undermine a leader’s authority; instead, it showcases accountability and a commitment to continuous improvement.
4. Social Media is Not the Right Platform for Every Battle
Even though social media allows for direct communication with customers, it is not always the appropriate stage for complex dialogues or disputes. In the digital age, public interactions are subject to scrutiny and can quickly go viral, leading to unintended consequences. In this case, Bhavish Aggarwal’s responses to Kunal Kamra’s tweets were perceived as dismissive, which only amplified negative sentiment against Ola.
Lesson for Leaders: Not every battle needs to be fought on social media. Leaders should know when to take a conversation offline, especially when it involves sensitive matters like customer grievances. Choosing the right medium for communication can prevent a public relations crisis and allow for more constructive dialogues.
5. Know When Silence is More Powerful than Engagement
Although Kunal Kamra is a famous influencer with a substantial following on social media, his initial criticism might have reached a limited audience had Bhavish Aggarwal chosen not to engage. By responding directly to Kamra’s tweet, Aggarwal amplified the visibility of the criticism, drawing more attention to the service issues highlighted by the comedian. This engagement not only made the dispute a trending topic but also invited further scrutiny from the media and the public. As a result, what could have been a localised complaint quickly turned into a national conversation, putting Ola’s service challenges under the spotlight and impacting the company’s reputation and stock value. This demonstrates how a leader’s reaction can significantly influence the reach and impact of criticism in the digital age.
6. Focus on Long-term Brand Vision and Service Improvement
Ultimately, the role of a leader is to keep the company aligned with its long-term vision. Ola Electric has the potential to be a significant player in India’s electric vehicle market, especially given its investment in production and service network expansion. However, incidents like this shift focus from these long-term goals to short-term controversies. Instead of engaging in a public spat, the focus should have been on showcasing Ola’s commitment to service improvements, such as the recent initiative for quicker repairs and expanded service centers. By redirecting attention to tangible actions that benefit customers, the company could have used the opportunity to strengthen its market position.
Lesson for Leaders: It is essential to keep the long-term vision in focus, even amidst criticism. Leaders should steer conversations towards positive developments and future plans, reinforcing the company’s commitment to excellence and customer satisfaction.
Conclusion: Leading with Empathy and Strategic Focus
The incident between Bhavish Aggarwal and Kunal Kamra serves as a powerful reminder of the influence that leadership behaviour can have on a brand’s reputation. In an era where public perception is shaped in real-time, leaders must exercise restraint, think beyond personal reactions, and keep their focus on the needs of their customers and investors. By leading with empathy, acknowledging shortcomings, and maintaining a strategic focus, leaders can turn criticism into a catalyst for positive change—strengthening trust, loyalty, and the overall brand promise. Leaders who rise above ego-driven disputes and prioritise stakeholder interests are not just managing their company’s image—they are setting a standard for responsible leadership in a connected world.
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