The KL Rahul IPL Incident: Why Private Criticism Builds Better Teams
In IPL 2024, Sanjiv Goenka publicly scolded KL Rahul after a loss — teaching India's leaders the most crucial feedback rule: criticise in private, praise in public.
One of the most important leadership rules I teach — praise in public, criticise in private — was put under a live camera in IPL 2024. When Lucknow Super Giants owner Sanjiv Goenka publicly confronted KL Rahul on the field after a loss to Sunrisers Hyderabad, the image went viral for the wrong reason. LinkedIn India 2026 identifies feedback quality as a top driver of employee retention. What Goenka's moment cost his team is exactly what bad feedback culture costs Indian companies every day.
TL;DR- In IPL 2024, Sanjiv Goenka publicly scolded KL Rahul on the field after a loss — that image became a global lesson in what not to do as a leader
- Public criticism demoralizes employees, signals distrust to the team, and creates fear cultures
- The rule is non-negotiable: praise in public, criticise in private, always
- Private feedback preserves dignity and opens the door to real performance improvement
- Building a healthy feedback culture is the highest-ROI leadership investment an Indian organization can make
The IPL 2024 Incident: What Sanjiv Goenka Did to KL Rahul on the Field
In IPL 2024, after Lucknow Super Giants lost to Sunrisers Hyderabad, cameras captured Sanjiv Goenka walking onto the field and publicly confronting KL Rahul in front of players, support staff, and millions of viewers. Whatever Goenka's intention, the impact was immediate — the image went viral as a textbook example of public shaming. In my leadership workshops I use this moment not to judge Goenka personally, but to ask the room: if this had been your manager and you in KL Rahul's position, what would you have felt, and what would you have done the next morning?
Why Public Criticism Demoralizes Teams and Destroys Psychological Safety
What most people don't realize is the compounding damage that public criticism creates in a team. When a leader criticises someone in front of their peers, they are not just affecting that one person. Every other team member watches and concludes: this could happen to me too. Psychological safety — the belief that I can make a mistake without being humiliated — collapses. At Bosch India and Siemens, I have run culture diagnostics where fear of public criticism was the single biggest factor suppressing creative problem-solving and innovation. The damage is invisible but enormous.
| Feedback Type | Setting | Employee Impact | Team Culture Effect |
|---|---|---|---|
| Public Criticism | In front of peers or cameras | Humiliation, ego defense, disengagement | Fear culture, innovation suppressed |
| Private Criticism | One-on-one, dignified setting | Open to hearing, willing to change | Trust built, performance improves |
| Public Praise | Team meeting or group message | Motivation, pride, reinforced behaviour | Sets visible standard for excellence |
| No Feedback At All | Neither praise nor critique | Confusion, disengagement over time | Mediocrity becomes acceptable |
The Golden Rule Every Indian Leader Must Follow: Praise Public, Criticise Private
Here's the thing about the praise-public-criticise-private rule — it is not soft leadership or being easy on people. It is the most strategically intelligent feedback approach available to a manager. Public praise releases dopamine in the recipient and signals to the entire team what great performance looks like. Private criticism gives the individual the psychological safety to actually hear the feedback, process it without ego defense, and change their behaviour. When feedback is delivered publicly, the receiver spends all their energy defending themselves rather than listening. The rule is about maximising the effectiveness of feedback, not minimising it.
How Private Feedback Preserves Dignity and Unlocks Real Performance
I want to be specific about what private feedback looks like in practice, because 'just do it privately' is not enough. Effective private feedback has four elements. First, timing — give it within 24-48 hours of the incident, not weeks later. Second, specificity — describe exactly what happened and what impact it had, not 'you always do this.' Third, invitation — ask what the person's perspective is before jumping to judgement. Fourth, forward focus — end with what you both want to see happen next. In my programs at Mahindra and Bajaj Auto, managers who adopt this four-part framework see measurable improvement in team performance within 90 days.
Public Appreciation: How Top Leaders Build Positive Team Culture
The flip side of the private-criticism principle is equally important: public appreciation must be genuine, specific, and frequent. When a team member does something exceptional, say so — in a team meeting, in a group WhatsApp message, in front of their peers. Name what they did and why it mattered. This does three things: it reinforces great behavior, it sets a visible standard for the team, and it builds the kind of psychological bank account with that individual that allows you to make a private withdrawal — a tough feedback conversation — without damaging the relationship. Public appreciation is not flattery. It is strategic leadership.
When Feedback Crosses the Line: Recognising Harmful Leadership Patterns
Let me share what I see as the three warning signs that feedback culture has crossed a dangerous line in your organization. First, people stop volunteering problems to their manager — they only report what is unavoidable. Second, junior employees never disagree with senior ones, even when the senior is wrong. Third, mistakes are hidden rather than surfaced quickly. Every one of these patterns I have seen in Indian corporate environments, and every one of them can be traced back to a history of public criticism or shaming from senior leadership. The good news: these patterns reverse within 6-12 months when leaders consistently adopt the praise-public-criticise-private rule.
Applying the KL Rahul Lesson to Corporate India: Feedback Done Right
Here is how I help Indian corporate teams apply the KL Rahul lesson practically. In my leadership training programs at L&T, Infosys, and TCS, I run a live roleplay exercise where managers practice delivering difficult feedback privately, specifically, and with dignity. The transformation is visible even in a one-day session. The most common realisation managers have is: I have never been taught how to give feedback — I have only been given feedback, and I modeled what I received. If what you received was public and harsh, you will unconsciously deliver public and harsh feedback until someone interrupts that pattern.
How Avinash Chate's Programs Build Better Feedback Culture in Indian Teams
If you are an HR leader, L&D manager, or CEO trying to build a feedback culture where your team feels safe to perform at their best — I would love to work with you. I have been training corporate India for 11+ years across organizations like BARC, Indian Army, RBI, JSW, Ferrero, and Bajaj Auto. My leadership programs build the specific feedback skills, coaching habits, and psychological safety frameworks that turn the KL Rahul lesson into a company-wide standard. Fill in the booking form on this page or WhatsApp me at +91 87936 30001.
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Avinash Chate TEDx Speaker · Founder, The Future Corporate · 11+ yrs experience Avinash has trained Indian Army, BRO, RBI, BARC, JSW Steel and 1000+ corporate leaders across India. His work focuses on leadership development, communication skills, and behavioural training rooted in Indian values and modern business needs. |
Frequently Asked Questions
What happened between Sanjiv Goenka and KL Rahul in IPL 2024?
In IPL 2024, after Lucknow Super Giants lost to Sunrisers Hyderabad, RPSG Group owner Sanjiv Goenka was filmed publicly confronting captain KL Rahul on the field in front of players and support staff. The incident went viral and sparked widespread discussion about leadership, power dynamics, and the right way to give feedback. Regardless of the intent, the public setting of the confrontation made it a textbook example of how not to deliver criticism as a leader.
Why is public criticism harmful in a corporate or team setting?
Public criticism activates the threat response in the recipient — they shift immediately into ego defense mode rather than listening mode. But the damage extends beyond the individual. Every team member who witnesses or hears about a public dressing-down draws the same conclusion: it could happen to me too. Psychological safety collapses, people stop volunteering problems or creative ideas, and the team's collective performance quietly shrinks. This dynamic is especially pronounced in Indian corporate cultures where hierarchy and public face carry significant weight.
What is the best way to give constructive feedback to an employee in India?
Effective constructive feedback in India follows four steps. First, deliver it within 24-48 hours, privately and one-on-one. Second, describe specifically what happened and what impact it had — avoid generalizations. Third, invite the person's perspective before drawing conclusions. Fourth, end with a forward-looking agreement on what both of you want to see next. This approach preserves dignity, ensures the feedback is actually heard, and builds the kind of leader-employee trust that drives long-term performance improvement.
How do I book Avinash Chate for leadership or feedback culture training?
You can book Avinash Chate for leadership development programs, feedback culture workshops, and motivational keynotes by visiting avinashchate.com or emailing connect@avinashchate.com. Programs are available in English, Hindi, and Marathi for organizations across Pune, Mumbai, and all major Indian cities. Fill in the booking form on this page and the team will revert within 24 hours.
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By Avinash Chate — Maharashtra’s #1 Corporate Trainer & Motivational Speaker. .