The vice chairperson says taking greater responsibility after her father’s death taught her to seek support and give experienced colleagues room to lead.
Manasi Tata Kirloskar says an unexpected leadership transition shaped her approach to responsibility: listen carefully, build trust and remain willing to ask for help.
In a Business Today profile published on October 28, she reflected on assuming greater responsibilities following the sudden death of her father, Vikram Kirloskar. The transition required her to learn faster than she had anticipated while navigating a deeply personal loss.
A leadership transition in January 2023
Toyota Kirloskar Motor announced Manasi’s appointment as vice chairperson on January 19, 2023, with immediate effect. She also became vice chairperson of Toyota Kirloskar Auto Parts.
The appointment expanded an existing relationship with the business. Toyota’s announcement noted that she was already a board member involved in corporate decisions and strategic operations, rather than someone entering the organisation for the first time.
Building relationships while learning the role
Speaking to Business Today, Manasi explained that colleagues and partners had longstanding relationships with her father. Taking on greater responsibility meant developing her own working relationships while understanding the organisation’s expectations.
Her response was to prioritise trust and learning, including seeking assistance when necessary. She said the experience strengthened her ability to adapt and remain grounded during change.
She also described moving away from the assumption that a leader must direct every discussion or decision. Her emphasis is on enabling people with relevant expertise to contribute and helping teams succeed together.
Supporting expertise across the organisation
Manasi expressed a similar view in a Fortune India profile, explaining that leadership can require the confidence and humility to let others take the lead.
That account places her comments in the context of an accelerated transition. Although she had worked at Toyota Kirloskar Motor after college, the new position brought a level of accountability she had expected to develop over a longer period.
Her remarks distinguish familiarity with an organisation from readiness for every responsibility within it. Experience inside the business provided a foundation, while the expanded role still required support and further learning.
A people-first approach
At the time of her appointment, Manasi said her priority was to create value across Toyota Kirloskar Motor’s wider network, including customers, suppliers and dealers.
The company also highlighted her familiarity with Toyota’s manufacturing processes and Japanese work culture. A graduate of the Rhode Island School of Design, she brought an existing understanding of the organisation to the position.
Her recent reflections develop that earlier emphasis on people: leadership, in her account, depends on creating conditions in which others can contribute effectively.
