He has just led his company through a takeover, a period that usually is stressful in any executive's life. And yet what strikes one about Ajay Bakaya, the impeccably dressed Managing Director of Sarovar Hotels, in which France’s Louvre Hotels has taken a majority stake, is his calm and collected demeanour. Here is how he deals with things that are the new normal for a leader:

Mergers and acquisitions

One needs to be prepared to adjust to another culture, another climate. In our case it couldn’t have been smoother. Louvre told us it’s not for us in France to tell you how to run the business in India. Apart from certain processes to get approvals, it was very smooth.

During any acquisition or merger, as soon as you can – and ideally before the deal is signed – you should share what is going on with your employees. If there is a people change in the offing, and you are letting people go, communicate early and smooth things out. Explain with empathy why this needs to happen, give good references and put them in touch with headhunters. Tell those who stayed why you had to let the others go. Regular communication is key.

Working with millennials

I deal with them in a manner which says I understand what you are doing although we are not on the same page. Millennials, I find, are happier working on four or five things simultaneously. They do not seem focused. But actually they are really smart. I work on the principle that every generation is smarter than the previous. I tell millennials in my office to give me more and more ideas. They help me stay abreast of what our guests want today. A lot of ideas come from them.

Worries about artificial intelligence

I am currently reading Industries of the Future by Alec Ross, which is on the next wave of innovation in robotics, big data and how it will affect our world.

Let’s be clear, the hotel industry has not been a pioneer in any new form of technology, and usually comes quite late to it. Although we see some AI happening in India, it will probably take 4-5 years to make inroads into hospitality. Our approach is to adapt pro actively.

Stress and pressures

Tip one: Take holidays regularly.

Tip two: Assign yourself a “me time”. I go to the gym and see people taking calls on their mobile phones. What is the mobile dong there?

Tip three: Always have pre-determined times to look at mails and respond to them. I don’t believe in an ‘always on’ e-mail approach. Be structured.

Tip four: Find an outlet other than work. It could be physical or spiritual. Mine are both, as well as a bit of comedy. I also have the ability to switch off. Work stresses are there in every executive’s life – but you must learn to switch off in order to work efficiently.