Shishir Pachhai: Leadership Rooted in Humility, Adaptability, and Vision

From humble beginnings in a small border town to standing at the helm of one of Nepal's most pioneering media companies, Shishir Pachhai's story shows us the power of determination. Born into a middle-class family, Pachhai's journey is marked by an unyielding pursuit of excellence, starting from his first job as a cash counter boy at Kantipur Media Group to becoming a CEO of one of its subsidiaries. His commitment to hard work and honesty allowed him to rise through the ranks, tackling challenges such as the union conflicts and the 2015 earthquake while maintaining a steadfast focus on growth and collaboration.

During this time, Pachhai has not only navigated crises but also spearheaded transformative changes. At Kantipur Media Group, he redefined operational efficiency, expanded CSR initiatives, and introduced groundbreaking ventures such as Innovation Hive. His strategic thinking was further demonstrated during his tenure at F1Soft Group where he established formal procedures, enhanced employee welfare, and helped the company transition from a startup to a robust corporate entity.

Today, as the CEO of Kantipur Television and Kantipur Radio, Pachhai continues in his pursuit of corporate success, ensuring the organisation's relevance and growth in a fast changing and evolving media landscape. His core strengths are a unique blend of adaptability, strategic foresight and commitment to excellence.

In this issue of Business 360, Pachhai talks about what leadership means to him.

What does leadership mean to you?

Leadership, to me, is the art of adaptability. A leader must be both fragile in approach and resilient at the core; someone who can empathise with people while steering them toward a shared vision. Leadership is not about holding a position of power, it’s about responsibility.

A great leader is one who evolves continuously. They need to read the room, understand the dynamics of their environment, and adapt to changing circumstances. This could be an organisational shift, an economic challenge or a crisis of confidence within the team. Leaders aren’t meant to simply direct; they are there to guide, inspire and support. Most importantly, they must always strive to grow, both as individuals and in their ability to serve their team.

What do you see as the core difference between a leader and member of staff?

There is a fundamental difference but it is not a divide; it is more of a distinction in responsibilities. A regular worker, whether they are in finance, operations or editorial, focuses on their specific tasks, executing with precision. Their work is the foundation of any organisation and it keeps the wheels turning.

A leader, on the other hand, must see the bigger picture. They need to understand how each department, each individual role, and each task contributes to the overarching mission of the organisation. Leaders are like conductors of an orchestra. They may not play the instruments themselves but they guide the musicians, ensuring harmony and alignment toward a common goal.

When I started here, I was a worker, too. I learned the nuances of day-to-day operations by working on the ground. That experience was invaluable when I transitioned into leadership because I understood what it takes to execute at every level. Leaders who skip this foundational phase often struggle to empathise with their teams or make informed decisions.

Is leadership inborn or can it be developed through experience and learning?

That is an age-old debate. Personally, I believe leadership can be cultivated. Sure, some people might have innate qualities that lend themselves to leadership – charisma, confidence or decisiveness. But the truth is, those qualities alone do not make a leader.

I wasn’t born a leader. In fact, I never saw myself as one. My journey to becoming a CEO was built on years of hard work, adaptability and most importantly, learning from others. Leadership, I have found, is about embracing humility, staying curious and being willing to fail.

A leader must be a lifelong learner. You grow through experiences, challenges and yes, even mistakes. Whether it is navigating a political upheaval, managing a technological shift, or leading a diverse team, every situation teaches you something new. It is not about being perfect; it is about being better every day.

Humility is a theme you talk about a lot. How can a leader remain humble especially when they reach positions of power?

Humility is essential; there is no other way to put it. Power without humility often leads to isolation. When you lose touch with the people you lead, you lose the ability to inspire and connect. For me, humility has been my anchor. I started my career at the cash counter taking on roles that required me to learn from the ground up. Even now, as CEO, I carry those lessons with me. Humility allows me to approach challenges with an open mind. It helps me listen to my team, value their contributions, and understand their perspectives.

Humility also builds trust. People follow leaders they respect, not because of their title, but because of how they make others feel. When you are humble, you create an environment of mutual respect and collaboration. And in the long run, that is what drives sustainable success.

Leadership in the future will be a blend of technology and empathy. As artificial intelligence and automation continue to transform industries, leaders will need to make faster, more data-driven decisions. But alongside technological advancements, there will be a growing need for emotional intelligence. The best leaders will be those who can strike a balance – leveraging technology for efficiency while maintaining the human connection that inspires loyalty and trust.

How do you balance innovation and tradition in a longstanding organisation like Kantipur Media Group?

Balancing innovation and tradition is about respecting the legacy of the organisation while being unafraid to take calculated risks to adapt to the changing environment. At Kantipur, we honour our heritage as Nepal's most trusted media house by maintaining our commitment to credible journalism. Simultaneously, we embrace innovation by diversifying content, upgrading digital channels, and introducing initiatives like reality shows and sports channels to cater to evolving audience preferences.

This balance requires open communication with all stakeholders (employees, clients and audiences) and fostering a culture of adaptability. By creating an environment that encourages innovation while staying grounded in our core values, we have been able to grow sustainably while retaining our identity.

What has been the most defining moment in your leadership journey?

One defining moment in my leadership journey was during the 2015 earthquake when Kantipur Media Group’s operations faced immense disruption. Our office properties were damaged and our team was in turmoil. I stepped in to manage operations, ensuring that we provided necessary resources to employees and streamlined our processes amidst chaos.

This experience taught me the importance of resilience and the need to stay composed under pressure. It reinforced my belief in empathetic leadership – listening to your team, understanding their needs, and guiding them through challenges. It also shaped my approach to problem-solving, which combines decisiveness with collaboration, ensuring that every voice is heard, especially during critical moments.

How can a leader prepare for the unknown?

Preparing for the unknown is one of the most demanding aspects of leadership. But it is also where the true test of leadership lies. Crises don’t come with a manual; they demand quick thinking, resilience and collective effort. In our organisation, preparation begins with building strong systems. We have daily, weekly and monthly meetings to assess ongoing projects, identify potential risks, and set contingency plans. However, no amount of planning can eliminate uncertainty. That is where resilience comes in.

I have lived through several crises – the people’s movement, economic downturns, even natural disasters like earthquakes. Each time, I have learned that a leader’s first job is to remain calm. If you panic, the team panics. If you show confidence, the team finds strength. It is also about fostering a culture where everyone feels empowered to contribute to the solution.

How would you describe your leadership style and how has it evolved over the years?

My leadership style is a balance between authority and empathy, and it has evolved significantly over the years. Early in my career, I leaned toward a more authoritative approach – setting goals, driving results and ensuring accountability. But as I gained more experience, I realised the importance of adaptability. For example, when I worked at F1Soft, a tech company where the average employee age was 26 or 27, the culture demanded a fast-paced, results-driven leadership style. I had to be assertive to align the team with our vision for innovation.

In contrast, leading a 32-year-old company like Kantipur required a different approach. Here, I work with a diverse team; blue-collar workers, editorial staff, senior management. The leadership style needed is more collaborative and inclusive. It is about creating an environment where every voice is heard and valued. Ultimately, leadership is not static. It must evolve with the organisation, the team and the challenges at hand.

Is there a leader you look up to?

There are many individuals who have inspired me throughout my journey. Professionally, I have been fortunate to work under incredible mentors, including our MD, who played a pivotal role in shaping my career. On a broader scale, I have always admired late Steve Jobs. His resilience, ability to reinvent himself, and relentless pursuit of excellence are qualities I strive to emulate. His speeches and biography have been a source of inspiration, especially during challenging times.

On a personal note, my family has been my foundation. The values they instilled in me – hard work, integrity and perseverance – have guided me in both my personal and professional life.

Have you faced any failure?

Failure is one of life’s greatest teachers. Yes, I gave faced my share of setbacks. One incident that stands out is when I applied for a position at Kantipur back in 2001. I was rejected not once, not twice, but three times. At the time, it felt disheartening. But looking back, those rejections were a blessing in disguise. They taught me resilience, self-reflection and the importance of persistence. Today, I am the CEO of the very organisation that once said no to me. That journey would not have been possible without those early failures.

Overcoming failure requires two things: a willingness to learn and an unshakable belief in your potential. It is not about avoiding failure; it is about using it as a stepping stone to greater success.

How do you foster collaboration and unity among employees with different roles and backgrounds?

Fostering collaboration begins with creating a shared sense of purpose. When people understand how their individual roles contribute to the organisation’s mission, they feel more invested in the team’s success.

Communication is also key. I ensure that every team member, regardless of their role, has a platform to share their ideas and concerns. Regular meetings, open-door policies, and transparent decision-making processes help create an environment of trust and mutual respect. Finally, I believe in celebrating diversity. Each team member brings unique strengths and perspectives to the table. As a leader, my job is to harness that diversity and turn it into a collective strength.

What do you think leadership will look like in the future?

Leadership in the future will be a blend of technology and empathy. As artificial intelligence and automation continue to transform industries, leaders will need to make faster, more data-driven decisions. But alongside technological advancements, there will be a growing need for emotional intelligence.

The best leaders will be those who can strike a balance; leveraging technology for efficiency while maintaining the human connection that inspires loyalty and trust. They will also need to be more inclusive, adaptable and globally minded. The challenges of tomorrow demand leaders who can think beyond borders, industries and traditional norms.

What advice would you give to aspiring leaders?

Start with yourself. Before you can guide others, you must learn to manage your own time, emotions and aspirations. Develop a strong work ethic, stay curious, and never stop learning. I would also advise them to seek mentors, embrace challenges and don’t be afraid of failure. Every setback is an opportunity to grow. And most importantly, always lead with humility and purpose. Leadership is not about being in charge; it is about taking care of those in your charge.