Flexible organizations tend to promote equality: Roma Balwani, Vedanta Group

A veteran in the communications industry and with over three decades of experience, Roma Balwani has created a niche for herself in the industry and is considered among the top leaders.

An economics graduate from Mumbai University, Balwani has a degree in executive management programme from HBS, Massachusetts, USA. She has pioneered numerous creative projects for national and international brands and has a lot of power-packed campaigns to her credit.

In today’s edition of the Women Achievers Series, we speak to Roma Balwani, Director, Brand & Communications, Vedanta Group, on her journey, the role of organizational structure in building equity and inclusion, steps to ensure gender equality in the industry and more.

Edited excerpts:

You are one of the woman veterans of the communication industry. How has your journey been so far?

As a communication professional for over three decades, my journey has been constantly of learning, unlearning and relearning. With the right mentors, it has been a particularly fulfilling journey when you see your efforts of creating this role as a strategic business function and it begins to resonate as a key function with forward looking organisations where I have been fortunate to be working in. Getting this function due credit and to be a credible voice to be heard — as you are the gatekeeper for managing perceptions and building the reputation of the organisation — is always a tough task. But eventually you get there and regardless of any barriers, this function will always work efficiently and closely with the CEO of the organisation, if he or she drives communication as a key lever for business. 

I began my career in this field at Aptech. I recall having this conversation with my former boss, Ganesh Natarajan, when I was offered this role. I felt I wasn’t cut out for this role as I was a marketing professional and didn’t really fit in to this media relations role. He told me, “You are credible and that is a refreshing approach which is needed and you know the business.” I guess he has been proved right. I do have to thank him for my career change and today when I look back, he was the catalyst for my career’s transition. 

From then on, I guess I never looked back. I was a quick learner, never said no to an opportunity, was agile and adaptable. Yet held my own, was self-disciplined and always there to lend a helping hand. Mentoring young professionals always gave me the satisfaction of sharing my experiences but it also added to my own learning as you are constantly learning, if you stop that, then growth stops.

It’s been a wonderful journey, and I must thank many who mentored me, taught me, gave me the right advice and your career path is what you make of it.

How challenging was the journey as a woman and what have been your key learnings?

I am always told that I was at the right place at the right time. However, being a woman was really not a disadvantage, maybe I had to catch up in my professional life as I took a break for 6 years when my daughter was born and that was a period of discovery. My creative instincts helped me re-engineer my career and I soon turned into a Creative Consultant for advertising agencies.

During that period, I worked on how to build a network and that held me in good stead to succeed in my consultancy and also made me realise that I am a people’s person and that made it easier for me to relate, resonate and persuade. However, there are no free lunches and you have to work hard. Be on top of things and be able to earn the trust of your CEO.

How is the communication industry unique with its largely female workforce? 

I think it is a fine balance with both genders working as equals. The good part is that communication professionals are probably unique to the extent that we rally together, we can count on each other even though we may not know each other personally. But it is the respect of your profession among your industry colleagues, which is your calling card. 

What does an organisation have to build its culture and work ethos on to promote gender neutrality?

Today we all work with teams and they have a millennial mindset. We need to adapt to their career aspirations and their set of values and reset the way we perceive culture of an organisation. However, organisations which adapt, are flexible and forward looking tend to survive and create a conducive culture and promote equity.

Have there been any instances of gender bias with you? If yes, could you share it with us?

Frankly, you tend to experience gender bias when you tend to invite it either unconsciously or by wanting to be privileged. When you work hard, are committed and are ahead of the curve, you may sometimes encounter envy but nothing that you can’t overcome.

Why is the ratio of men and women not proportionate as we move to senior leadership levels?

That is unfortunate. I guess some functions are perceived as ‘not for women’ which is unfair as women are probably equal leaders and have the tenacity and are more resilient and can handle stress better. In fact, today many of us hold board positions as we bring in EQ and IQ to the table. There is progress, we can always do better to get a seat at the high table.

What are the steps that need to be taken to ensure gender neutrality in the communication industry?

We are seeing communication professionals become CEOs and this function has the ability as any other to rise to the top. The remit of this function today is more strategic and it is purely driven by your ability, experience to handle this function as any other business role.

My advice to aspiring communications professionals is learn to pivot like a dolphin fluidly,  not individually but as a group as there will be many who may want to teach you your job. Build your circle of influence rather than your circle of control. Build your personal brand and leadership style early.