Ms. DhoniThe refusal to the phone was once again introduced by other former teammates. Its detachment from social media continues to be a point of speaking among cricket. The ever -changing landscape of the Indian Premier League is different from Ms Dhoni’s consistent leadership approach. The basic principles focus on sticking to the foundation, emphasizing the process, and maximizing control over controlled factors. These principles have helped establish it as one of the most successful cricket leaders.
The effect is proven how a career has changed in Chennai Super KingsAnd how young players under his guidance have evolved, even though they later succeeded in the other team. His influence shows in the selection of his team, the field position, and the way he created a clear guideline for the player to do it effectively.R Sai Kishore began his IPL journey with CSK by 2020 when the team obtained it at a base price of ₹ 20. Despite being in the squad for two seasons, he didn’t play any match. By 2022, the Gujarat Titans signed it for Rs 3 crore.In this new conversation about Provoke TV, Sai Kishore shared his views on Dhoni’s approach to technology.“I learned a lot about this from Ms. Dhoni, she wouldn’t pick up her phone, she had left her phone in her hotel room and came for the game, that’s what she would be separated, this inspired me because I once asked myself if it was involved in social media, so seeing her inspire me,” Sai said.This revelation gives an overview of how Dhoni maintains his focus by staying away from digital disorders in the world driven by social media today.After not playing for CSK, Sai Kishore has emerged as one of India’s top spinner in the Gujarat Titans. He participated in 25 games and claimed 32 wickets.Kishore’s strength lies in its adaptation as a rotator. He has shown the effectiveness of playing power and mid. Despite playing mostly during the era of impact players, which in favor of aggressive battles, he maintained an economic rate of around 8.85 while consistently taking wickets.
