Chevening scholarship and question connected to leadership
My concept of leadership is parallel to the philosophy that leadership is not about doing things right but rather it is about doing the right things. Whenever, I have been assigned to a leadership role I have given preference to the direction efforts while keeping the intensity of efforts secondary to it because working harder in the wrong direction would only achieve the wrong results even faster.
For this very reason, when I was first selected as editor in chief of the departmental magazine of Textile Engineering at NEDUET, I did not put my teams to work on content writing and marketing immediately. Instead I advised them to conduct surveys to find out what sort of content the readers would be interested in reading. When the surveys came in, we realized that a major portion of our magazine covered the technical side of the industry such as technological developments whereas people wanted to read more about the people of the textile community. We realized that we had to make the magazine more about the people who read them to add a personal touch so we tailored our content to cover more people related to our department and industry for example alumni who were doing exceptionally well in the industry or a student who had successfully completed an innovative project during his internship. This allowed us to reach a larger number of readers than before hence increasing the overall popularity of the magazine.
Another more recent leadership experience came during my job Artistic Milliners. During my second year in the Research and Development department, I was tasked to prepare a collection of new and innovative fabrics which would be displayed as samples at our firm's booth at The Kingpins Show, a renowned denim fabric exhibition held in Amsterdam. I was given a month for completing this collection which was quite a short time for that task. Realizing that my efforts alone would not be enough to meet the deadline, I motivated the two trainees assigned to me to give their best efforts. I accomplished this by involving them more deeply in the design and development process. I explained to them the significance of that exhibition, its impact on our sales for the entire year and stressed upon them the vitality of the role that they were about to play in this process. This strengthened their sense of responsibility and they performed their tasks efficiently with minimal supervision from my side allowing me to focus on more important tasks while delegating the relatively easier tasks to them. In this way I was able to effectively plan and design my collection on time.
If I am awarded the Chevening scholarship I would gain the kind of exposure required to bring about positive change in the textile and fashion industry of my country by introducing modern innovative practices in order to help it achieve new horizons of success.