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Of Leadership and its myriad lenses

Posted in Management Lessons, tagged , , , , , , , on February 26, 2019| Leave a Comment »

The fascinating process we call Leadership can be viewed through several lenses. Each lens offers a unique perspective. Some are more comprehensive, others less so. But almost all reveal a facet which is distinctive in its own way.

Some of the lenses which management theorists and practitioners have used over the last 150 years to view the enigma called leadership are discussed in brief here.

The Trait Lens

The lens of the Trait Theories makes us notice the kind of personality traits of a leader which make him effective. Domain knowledge, self-confidence, interpersonal skills and charisma are some of the critical components here. However, these presume that the environment and the followers have no role to play when it comes to assessing the effectiveness of a leader. With such a uni-dimensional approach, where the personality traits of the leader alone count, it is neither practical nor desirable to compare this approach to that of the three mindsets under discussion here.

The Behavioural Lens

The lens of the Behavioural Theories of leadership leads us to such operating styles as dictatorial, autocratic, democratic, laissez-faire, and the like. In the spectrum of direct authority exercised, if the dictatorial style implies maximum control, the laissez-faire style would relate to minimum control, though not amounting to abdication.

The Contingency Lens

Yet another lens which we use to view the phenomenon of leadership is that of the Contingency Theories. These posit that the effectiveness of a leader is determined by the interplay of several factors – personality traits, behavioural patterns, nature of the task at hand, the composition of the group being led, and the kind of situation at hand.

An example is that of Fred Fiedler’s theory. It proposes that in extremely favourable or unfavourable situations, task-oriented leaders fare better, whereas in moderate situations, relationship-oriented leaders deliver better results. As a logical corollary, in a business situation which is changing rapidly, a new leader with a more appropriate operating style needs to be brought in.

The Situational Lens

The Hersey-Blanchard Situational Model is yet another lens with which one may view leadership. This one proposes that effective leadership rests on two fundamental concepts: Leadership Style and the group’s Performance Readiness level.

It follows that there is no single ‘best’ style of leadership. Effectiveness of a leader varies not only with the characteristics of the group being led; it also depends on the goal to be achieved.

The level of maturity of the followers determines the leadership style which would work the best. While dealing with new entrants to the organization, a leader would do well to follow a Directing Style. While dealing with seasoned professionals, a Delegation Style would yield better results. The other two styles envisaged are Coaching and Supporting.

The Transactional Lens

Then we have the lens of the Transactional Theories of viewing leadership. These are characterized by a transaction made between the leader and the followers. By implication, these place a higher premium on positive and mutually beneficial relationships between leaders and their respective followers. The effectiveness of leadership is thus believed to be dependent on the alignment between individual and organizational goals.

These theories propose that a system of reward and punishment alone works. A well-defined hierarchy, where everyone knows who the leader is and who is following, is a sine qua non. In a way, this is a premise which subjugates people, reducing them to mere cogs in the wheel, with no concern for social or human values. The adage ‘my way or the highway’ readily comes to one’s minds.

The Transformational Lens

The Transformational Theories provide yet another lens with which one may view leadership. Transformational leaders inspire their followers by their vision, by setting examples which are worthy of emulation, and by the sheer force of their own personality. In the process, they themselves develop as leaders. They are also able to groom leaders out of their more competent followers.

Four components of this model happen to be:

  1. Intellectual stimulation.
  2. Consideration for individual team members.
  3. Inspirational motivation.
  4. Idealized influence.

Transformational leadership theories work on the premise that people are motivated by the task that must be performed. This implies that the culture of the organization is such as to act as a key enabler for such leaders to be effective. There is an emphasis on cooperation, collective action and healthy competition. Tasks are designed to be challenging and desirous. The whole system is geared towards placing the community above individual egos.

The Lens of Three Mindsets

Yes-Men

Prof G P Rao, an eminent authority in the field of Organizational Behaviour, has recently proposed a new approach to viewing leadership.

This approach proposes three kinds of leadership mindsets: “I Am Everything’, ‘I Am Nothing’ and ‘I Am Something’. These are not mutually exclusive but co-exist, much like the three traits (Gunas) mentioned in Indian scriptures: Satvik, Rajasik and Tamasik. Time and business environment play key roles in determining the dominant mode of mindset a business leader has at a given point in time.

In a highly favourable business climate, a leader is apt to have an ‘I Am Everything’ mindset. In an unfavourable setting, a leader may end up having an ‘I Am Nothing’ mindset. In a moderate situation, an ‘I Am Something’ mindset is likely to prevail.

The approach is based on an empirical study and has been implemented in an IT organization in India. It has been discussed in detail in the book on Leader Mindsets.

The Composite Lens of Results, People and Ethics

This proposition is based on my own managerial experience of over four decades in the private sector. The basic premise here is that decisions are based not only on commercial considerations but also on sound ethics and values. Decisions which would serve the strategic interests of the organization and would never lead it to a situation of public disgrace and compromise.

If one were to take the liberty of modifying the Blake Mouton Grid, the leadership style of such a CEO would qualify for either a 9,9,9 or a 5,5,5 classification.

The modified grid leads us to 9 different styles which we have already discussed elsewhere in detail.

An Evolutionary Thought Process

Human thoughts forever keep evolving. Newer experiences come about. Refined paradigms surface. But each succeeding step is like a stepping stone. It is built upon the success achieved by, as well as upon the deficiencies noticed in, the previous ones. The different lenses of viewing leadership we have discussed here are no exception.

What we have attempted here is merely indicative and not exhaustive. Many more interpretations of leadership exist. Many more models and theories would emerge in the times to come. As businesses hurtle forward, armed with newer and smarter technologies, the need for humane leaders would only become more acute.

This would surely lead to newer lenses which would be more comprehensive and elaborate, and would better serve the needs of commercial enterprises better in future.

(A version of this article appears as one of the chapters of the book ‘I Am Something: Developing a New Leader Mindset’.)

(Related Post: https://ashokbhatia.wordpress.com/2015/12/24/looking-for-ceos-inspired-by-the-yuletide-spirit)

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Management Lessons from Movies: 3.0

Posted in Management Lessons, tagged , , , , , , , , on February 21, 2019| 2 Comments »

Our dream merchants keep dishing out movies. Some of us who use a managerial lens to view the same keep learning new lessons from these.

There are several parallels between a reel career and a real career. On the screen, we admire a hero. At our place of work, we admire some of our bosses. On the screen, we notice the oomph of a diva and fall in love with her, at least temporarily, till the time the next heart-throb pops up in another movie after some time. Likewise, in real life, we come under the temporary spell of a company. We join it, only to find that what was showcased as heaven turns out to be a hell in more ways than one. We then decide to shift our allegiance to another corporate we come across.

In the movies, we learn to hate a villain or a vamp. In real life, we run into those who oppose all our proposals tooth and nail. Some do it openly whereas others, much to our chagrin, do it covertly. We decide to move on to greener pastures, only to find some villainous characters there as well. Only the faces and names change, their jaundiced approach to us does not.

While watching a movie, we experience a willing suspension of disbelief. In real life, we often end up suspending our egos and our autonomy of thought. If a flick makes us travel to a fantasy land for 2-3 hours, a career makes us grind our heels for at least 10 hours a day.

Recently, an opportunity came up for yours truly to interact with members of the Ahmedabad Management Association in India. Some of the fresh ideas presented at the event could be summed up as follows.

Building Synergy and Team Management

  • Handling ethnic and regional prejudices
  • Seeking areas of agreement first
  • Building on strengths, Compensating for weaknesses; Synergy
  • Overcoming adversity
  • No eve teasing, No sexual harassment

Inspiring Leadership

The manner in which Nelson Mandela endeavours to overcome racial prejudices not only in his team of personal assistants but also in the country makes one sit back and wonder as to how he thought of using a sport like rugby to further his agenda. One of the qualities of leaders who inspire us is a capacity to indulge in out-of-box thinking to solve complex problems.

Brand Building



If one was about putting customer needs first, the other was about the use of even unethical means to achieve an ethical end – that of delivering better value to customers. Both cover a critical success factor which contributes towards building a brand.

Human Values: Energy and Wisdom

When a start-up driven by only youthful energy also starts tapping into the wisdom of an experienced executive, things start to fall into place. Business grows in a sustainable manner.

Firing and Terrorizing


The emotional cost of being on a firing spree could take its own toll, dulling sensibilities in a significant manner. The trauma of working under a tough and unreasonable boss leads to a deeper understanding of the managerial process.

Hormones vs Hierarchies





Managements can no longer afford to look the other way when their key performers happen to be having a serious affair with one of their team members. Work places need to be made more gender sensitive.

Battling the Cancer of Corruption


Both were a humorous take on the issue. One led to failure while the other one concluded on a positive note.

Aiming High


Demonstrates the kind of sacrifices one makes and the subterfuges one indulges in to climb the ladder to dizzying heights of one’s chosen profession. Managing successes and failures with a dash of equanimity is a critical factor.

Mentoring



Deep reserves of patience are a hallmark of a good mentor. The satisfaction of a job well done is far more important than the money at stake.

Start Ups



Identifying and tapping latent market potential is an important skill for an entrepreneur to have. Leveraging one’s core strengths happens to be another.

 

Some Observations of the Audience

  1. Quite a few movies gain traction due to the pre-release controversies which appear to get whipped up. Would you say that such controversies form a part of a well-orchestrated marketing campaign for the movie concerned?

In most of the cases, perhaps yes. When millions ride on a single movie, the producers would go to any lengths to keep the box office registers ringing aloud.

  1. Many of the movie reviews in the press appear to be unduly biased, either praising or panning a work in a superficial manner. Whom can we trust for an honest and objective review?

Good observation. Since I am active in blogosphere, over the years, I have somehow come to trust some individuals who, I believe, provide a balanced view of the movies which keep coming up. Here are some which might be of interest to those who love cinema:

Of course, there would be several others whom I am yet to discover.

  1. Why did you not think of becoming a movie critic yourself?

Simply because I would rather watch a movie with a quiet mind, sans a deadline and an editor breathing down my neck. Making one’s hobby a profession has its own perils! 

  1. The rising level of obscenity in our movies. Is there anything that can be done about it?

Trust our film makers to keep pushing the envelope further with each passing year. Shock, awe and titillation happen to be the name of the game. A rejection by audience could alone bring results. A self-certification by movie makers as to the Gender Sensitivity Rank of an offering could help.

 

(Notes:

 

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Key Takeaways from the book on Leader Mindsets

Posted in Management Lessons, tagged , , , , on February 19, 2019| 4 Comments »

The Spandan (Heartbeat) perspective

   

  • Innate divinity, intrinsic altruism and basic goodness of human beings are determinants of human existence and growth.
  • Spandan (Heartbeat, vibration, pulsation, echo) is the binding element of the entire universe and its living organisms.
  • A Maternalistic style of Management: The Mother as a symbol of – among others – (a)  Nurturing – caring, sharing and compassionate; (b) Faith in basic goodness of others; and (c) Empathy of the highest order.
  • Spandan approach, with emphasis on a high degree of sensitivity towards others’ needs (like a mother) as the quality of a leader.
  • Spandan Spectrum of Human Values 2013.
  • Spandan 3D Process of Diagnosis, Discovery and Development; Inculcation of Human Values in Organisations for sustained success.
  • Functionally Humane Leadership (FHL).
  • Functionally Humane Organisation (FHO).

 

‘I Am Something’ leader mindset

  • Leaders operate in three kinds of mindsets: ‘I Am Everything’; ‘I Am Nothing’; ‘I Am Something’.
  • ‘I Am Something’ believes that I am neither above you, nor below you. I am neither in front of you, nor behind you. I am neither away from you, nor near to you. I am along with you. I am however different and distinct. So are you.
  • Self is the pivot: For any meaningful change to take place, leaders themselves have to take the initiative.
  • The process of transformation involves three steps:  Remaking the Self to adopt the ‘I Am Something’ mindset; Facilitating others remake themselves along similar lines; Initiating a mindset change across an organisation.
  • An empirical study done by the author found that as many as 75.55% of those who participated were operating as per the ‘I Am Something’ mindset.
  • A practical roll out of the ‘I Am Something’ mindset is already underway at a company in India.
  • Globally, several businesses show a tendency to veer around the ‘I Am Something’ mindset. Some of the existing theories of leadership match the concept of this mindset.
  • Teachings of Gautama Buddha and Ramana Maharishi relate to the ‘I Am Something’ mindset.
  • With the onset of such technologies as AI, Robotics, Machine Learning, and the like, the importance of human values and ethics in management is bound to go up in the times to come. ‘I Am Something’ is a mindset concept of which the time has already arrived. Leaders of tomorrow need to hone their skills and attitudes in tandem with the impending changes.

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A word about the book on Leadership

Posted in Management Lessons, tagged , , , , on February 10, 2019| Leave a Comment »

 

You are a leader in any realm of human endeavour, whether managerial, social, political or cultural. You could be an entrepreneur, an institution builder, a Chief Executive Officer, a policy maker or a related functionary, either in the private sector, or in the public sector. You could be serving as a senior officer in a government department. You could even be heading the operations at a non-governmental organization.

You are perceived to be a successful leader. However, somewhere deep within, you carry within you a sense of creative dissatisfaction; a yearning to discover a practical way to transport yourself, your team and your organization into a happier and contented frame of mind. You are keen on going beyond your own professional and personal interests and in getting involved in humanizing your organization.

If so, this book could prove to be a game changer in more ways than one. It makes you see the world around you in a new light, without the filters of your preconceived notions. By making you aware of the kind of mindsets which affect your decision making, it offers a new lens with which you can view the phenomenon we call leadership.  The book then goes on to capture the results of an empirical study done by the author, thereby demonstrating the practical wisdom of what it proposes. Eventually, it offers you a practical guide as to how to go about implementing the changes you wish to make, so as to become a happier and a contented leader.

This book is not about a new leadership theory which might leave you fuming after discovering that it merely offers the proverbial old wine in a new bottle. It provides a fresh perspective on leadership. The perspective it presents has already been tried and tested in real time. Much along the lines of the famous Hawthorne studies of the 1920s, the approach to leadership is being rolled out in a corporate entity in India even as you go through the book in your hands.

The book also presents divergent perspectives on the subject of leadership from different subject experts, touching upon globalization and a bird’s eye view of different theories of leadership through the recent history of management thought. There is an attempt to understand leadership through the basic tenets of Buddhism. It also endeavours to connect the key teachings of Raman Maharishi to the realm of leadership.

The Soul of the Book and Some Crystal Gazing

The soul of the book, however, lies in its unique approach of SPANDAN, or human vibrations. Around the nucleus of this concept, it builds a mighty edifice of propositions which offer the potential of making you a more effective leader.

In the times to come, just how serious would be the threat to human supremacy from machines? In our age of Artificial Intelligence, Robotics, Machine Learning, Algorithm Analytics and Internet of Things, just how relevant would this new approach to leadership be?

The book proposes that in the impending man–machine conflict, human beings are not likely to suffer the same fate as that of the non-avian dinosaurs which went extinct some sixty-five million years ago. But the writing on the wall is clear. They need to roll up their sleeves and get down to the task of sharpening their soft skills. A humane approach to handling team members needs to be consciously developed.

Transforming Yourself and Others

To sum up, the book, through theoretical propositions and empirical evidence, presents a new way to look at the kind of a leader you could aspire to be, and the potential you have to grow further, making you a happier and contented person, exuding warmth and positivity to those whom you happen to lead.

It provides a fresh perspective which is not likely to lose its relevance in a future replete with technological advancements, environmental challenges and more potent uncertainties which leaders in any field of human endeavour would face in the decades to come.

Chapter-end Tasks on Introspection, Interaction and Initiation (3 Is)

To facilitate your learning process, the author has selected some themes and some quotes from mentors of repute. These are designed to enable you to Introspect at the individual level and also to Interact with others at a small group level. These could also motivate you to Initiate suitable steps at the collective/large group level, so members of your organisation could empower themselves and become more productive and responsible citizens over a period of time.

You will come across these suggestions at the end of some of the chapters. You can develop these themes further and convey the same to key individuals, small groups and large groups, in any form of communication – written, verbal, a group presentation and even a panel discussion. A final report based on collective feedback could assist you in measuring the effectiveness of this approach.

 

 

 

 

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A brand new way of increasing Leadership Effectiveness

Posted in Management Lessons, tagged , , , , , on February 4, 2019| Leave a Comment »

 

The importance of human values in our lives – whether personal or professional – can never be overestimated. In a book about to hit the market, the author, Professor G P Rao, builds upon his considered belief that managements which choose to ignore this crucial aspect in their decision-making do so at their own risk and peril. Their market valuations take a hit. Their brand image gets dented. They fail to take a long-term view of things. Instead, they end up window dressing the key performance parameters till the time the proverbial bubble bursts. They simply live from one quarter to the next, focusing on immediate deliverables.

In the upcoming book, the author not only proposes a theoretical construct of Leader Mindsets but also takes you through the steps involved in practising the same. Whether by way of an empirical study or by the means of a practical roll-out of the Spandan approach in an organization, results have been gratifying, establishing the value of the ‘I Am Something’ mindset towards the goals of organizations.

As humanity cruises along and takes off on the path of an exponential growth in technology, the need for a Spandan kind of approach would come into a sharper focus. Human values alone have the potential of acting as a rudder, keeping the trajectory of our evolutionary path on the right track. Leaders of tomorrow would find better satisfaction and happiness by adopting the ‘I Am Something’ mindset. So would their team members, were the leader to decide to facilitate their developing along similar lines. A spread across organizations and then across societies would be a logical corollary.

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Romancing the Boss – in Reel Life

Posted in Management Lessons, tagged , , , , , , , , , , , , on January 7, 2019| Leave a Comment »

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Movies from Hollywood as well as Bollywood are often based upon romantic affairs which unfold against the backdrop of a work related scenario. Some of these also touch upon the issue of sexual harassment at the work place.

Since there are major differences between the Western and the Eastern cultural milieu and values, movies churned out by Hollywood are invariably bold. On the other hand, those coming out of Bollywood are relatively tame affairs, often confining themselves to flirtatious bosses.

But whenever either has chosen to dive into the murky waters of sexual harassment at work place, the director concerned has been rather liberal in depicting the relationship between a CEO and a team member. Yes, true to style, both Hollywood and Bollywood have ensured that the proceedings willy-nilly end up on a positive note!

THE HOLLYWOOD TAKE

9_to_5_movie_poster

  • 9 to 5 (Colin Higgins, 1980) 

A comedy starring Jane Fonda…

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Looking for a CEO who is peaceful and happy?

Posted in Management Lessons, tagged , , , , , , , , , , , on December 5, 2018| 1 Comment »

 

What kind of desires would be found on the bucket list of a CEO? Perhaps due recognition, more power and pelf, special privileges, a fat expense account, rapid growth, ESOPs, a loyal and committed team comprising persons who happen to be competent in areas where she herself may be weaker, executing her business plans more effectively and efficiently, and the like.

In general, the Happiness Quotient of any professional could possibly be defined as follows: 

 HQ = [ { FD (t) / AD (t) } * f (IR, IG)]

Where HQ is Happiness Quotient, FD (t) is the number of fulfilled desires at a given point in time, AD (t) represents the sum total of all her desires at the same point in time. The notation f (IR, IG) suggests that HQ is directly proportional to her Inner Resilience and the Inner Glow of satisfaction she feels when a job is well done. A happier CEO could often be spotted in the recreation room, perfecting her aim at throwing darts!

It also follows that one’s level of happiness could be improved upon merely by enlarging the scope of FD; or, by reducing the spread of AD.

The former is a Western proposition, leading to crass commercialism. A heavy dose of advertising and public relations keeps the inner fires of desires burning brighter with each passing year, making it the classic case of our chasing an elusive rainbow in a desert. Corporates keep stoking these embers of desire and we keep falling prey to the same at regular intervals.

The latter proposition happens to be an Eastern construct. By keeping a check on one’s desires, one can attain a state of happiness. This calls for an inner awakening and a realization that one needs to outgrow one’s sensual gratification and consciously shepherd oneself to use one’s intellect and restrict the spread of desires one has. Or, to focus on desires which are either aligned with the values of the organization or which happen to be our needs.

Western experts had originally recommended Command and Control as a means to generate wealth and had gone on to imply that stark materialism is the way to seek peace and happiness. However, the Eastern approach is based on an inward blossoming, an inner growth and development which holds an inner glow of success superior to sensual gratification of an external nature. By proactively adopting a Conscious Capitalism approach, several businesses have already recognized the truth that they have a greater purpose, much beyond delivering value to their own stakeholders.

Conscious businesses have trusting, authentic, innovative and caring cultures that make working there a source of both personal growth and professional fulfilment. They endeavour to create financial, intellectual, social, cultural, emotional, spiritual, physical and ecological wealth for all their stakeholders.

An inward blossoming

Bhagavad Gita gives us a clue to be happy, and also to create happier working places. Consider this verse:

यदा संहरते चायं कूर्मोऽङ्गानीव सर्वश: |
इन्द्रियाणीन्द्रियार्थेभ्यस्तस्य प्रज्ञा प्रतिष्ठिता ||2.58||

One who is able to withdraw the senses from their objects, just as a tortoise withdraws its limbs into its shell, is established in steady wisdom.

What is being recommended here is not a suppression of desires but a voluntary renunciation of those desires which take us on a path of sensuous gratification, sans a higher purpose in our life and career.

In fact, this takes us back to the idea of living in the present; also, a ‘We and Us’ approach to problem solving than an ‘I and Me’ one.

In Robin S. Sharma’s famous book ‘The Monk Who Sold His Ferrari’, Julian says that goals and dreams for the future are very essential elements in every truly successful life. But he advises never to put off happiness for the sake of achievement; never to put off the things that are important for your well-being and satisfaction to a later time. ‘Today is the day to live fully…..never put off living!’ he says.

Bhagavad Gita reinforces this message as follows:

रागद्वेषवियुक्तैस्तु विषयानिन्द्रियैश्चरन् |
आत्मवश्यैर्विधेयात्मा प्रसादमधिगच्छति ||2.64||

But one who controls the mind, and is free from attachment and aversion, even while using the objects of the senses, attains peace.

A CEO who exercises self-control would eventually experience a sense of inner peace. She would patiently hear out a voice of dissent and use the feedback judiciously. She would see something positive happening and share it with others, without getting attached to it. She would smell a coup in the making and take appropriate steps to defuse the situation in an objective manner. She would praise in public but reprimand in private. She would taste either the sweetness of a resounding success or the sourness of a colossal failure but would neither become complacent nor reach a stage of despondence thereafter. She would sit back and redraw her business plans and put them in motion.

Some manifestations of Self-control

One manifestation of self-control would be the need to accord an equitable and honourable treatment to women at the work place. Just like a cashier who is caught with his hand in the till, often we find some powerful male executives wrecking the careers and lives of relatively vulnerable female team members. If this had indeed been the case, the recent #MeToo campaign would not have gained much currency.

Hormones are surely more powerful than hierarchy. But when such incidents happen and the managements decide to look the other way, or decide to be opaque about handling such issues, they end up causing severe damage to their brand equity.

On the contrary, when business houses like Tatas are majority-owned by trusts which do pioneering philanthropic work for the society, the money with them is truly held in trust, in the true spirit of detachment.

Consider this verse from the Bhagavad Gita:

विहाय कामान्य: सर्वान्पुमांश्चरति नि:स्पृह: |
निर्ममो निरहङ्कार: स शान्तिमधिगच्छति ||2.71||

That person, who gives up all material desires and lives free from a sense of greed, proprietorship, and egoism, attains perfect peace.

Creating happier working places

What with the advent of Industrial Revolution 4.0, many HR honchos these days can be found to be twiddling their thumbs, trying to figure out how to create happier working places even while maintaining a sense of discipline, decorum and decency. Happier people make organizations thrive and prosper.

Dr. Noelle Nelson, in her book ‘Make More Money by Making Your Employees Happy’, explains how progressive employers try to understand the pain points of their employees and then try to address the same. One of the several examples she quotes is that of when Paul O’Neil who took over the reins of ALCOA in 1987, the world’s leading producer of aluminium; O’Neil announced that his sole priority was to increase worker safety. This came as a shock to the company’s directors. O’Neil understood, however, that safety was a major concern for his workers. Over the next 13 years, employee productivity soared as accident rates decreased from roughly one per week per plant to some plants going years without an accident. When O’Neil stepped away just over a decade later, ALCOA’s annual income had grown 500%!

Being happy is possible when one is at peace with oneself and others. Attaining a state of harmony is imperative. Managements need to enable this. They need to provide the necessary tools to their people so as to facilitate an inner sense of peace and happiness.

What makes Starbucks a good employer? Perhaps, one of the factors which contributes towards its people being happy is the kind of training they receive to handle angry and unreasonable customers. This takes the negativity away from a potentially stressful situation, leaving space for a sense of peace and happiness to prevail within the front line staff.

People in organizations do not always look for more monetary rewards. They seek recognition. They relish a sense of fulfilment arising out of their contribution towards a greater goal. They value positive relationships with other team members. Harmony, peace and happiness comprise their inner goal.

(Related Post:

https://ashokbhatia.wordpress.com/2018/05/03/from-an-i-and-me-approach-to-a-we-and-us-one)

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Efforts, Results and Equanimity

Posted in Management Lessons, tagged , , , , , , , , , , on December 2, 2018| 2 Comments »

The relationship between Efforts and Results

One would have often wondered as to the nature of the relationship between efforts and results. A project on which much energy and time has been spent may get shot down by one of the seniors and never come to fruition. Another one, which has received only a fraction of the attention that was paid to the former one might take off and become a roaring success. Other than the effort, the timing plays a role in the success or failure of a project. Market conditions, government regulations, interpersonal relationships, employee engagement and several other factors also play a role.

A sense of detachment, as brought out by Bhagavad Gita, is not about one losing the sight of the objective sought to be achieved. Nor does it recommend a defeatist attitude in one’s life and career. Rather, it is about handling successes and failures in a balanced manner. Smart leaders, who have achieved a spectacular success, do not become complacent. They remain humble. They determine the critical success factors and store these at the back of their minds, ready to be recalled when necessary. When faced with dire failures, they shoulder the blame, get requisite feedback and take steps to ensure the failure gets avoided the next time round. If they lose interest for some time, they bounce back with renewed enthusiasm and work towards delivering results.

If one were to go through the history of the Apollo series of missions launched by the National Aeronautical Space Agency of USA during the 1960s and 1970s, one would be struck by the kind of tenacity and equipoise demonstrated by the participating astronauts. Despite losing several of their colleagues in accidents, they remained committed to the overall goal, delivering some spectacular results for our scientists and technocrats to work upon. The same trend continues till date. Airspace disasters notwithstanding, we keep sending missions to Mars and to Sun. The quest of humanity to explore our universe continues unabated.

Inner Resilience and Equanimity

A related feature is the need for professionals to improve upon their levels of Inner Resilience and practice Equanimity. This is what Bhagavad Gita says in this context.

योगस्थ: कुरु कर्माणि सङ्गं त्यक्त्वा धनञ्जय |
सिद्ध्यसिद्ध्यो: समो भूत्वा समत्वं योग उच्यते || 2.48||

Be steadfast in the performance of your duty, O Arjun, abandoning attachment to success and failure. Such equanimity is called Yoga.

Professionals need to know not only what is to be done, but also how it has to be done. Lord Krishna does not fail them. He recommends an ‘evenness of mind’, the tranquility of inner composure in handling all the pairs of opposites in their careers and lives – success and failure, praise and reprimand, hiring and firing, sprees of expansion and down-sizing, products and services which are at opposite ends of their life cycles, mergers and demergers, favourable and unfavourable circumstances, and the like. This, indeed, is held to be the real ‘Yoga’.

In the process, we need to give up our false expectations, wrong imaginations, daydreams about the fruits of our actions, anxieties for results, resistance to change, and fears about future events which are still in the womb of the universal force called Time.

The traits of a Super Leader

Hers is a balanced personality, free of unreasonable desires which pose the danger of her losing sight of her sense of righteousness. She does not have a binding attachment with her emotions. Nor does she have a jealous preference for her pet ideas or for her pet people. She scoffs at any signs of nepotism. She encourages her team members to be nay-sayers, so voices of dissent could be heard and judiciously dealt with. She radiates positivity all around her. She is committed to the organization’s goals and looks after her team members much like a lioness would protect her cubs.

Such a person of steady wisdom is described in Bhagavad Gita as a Stitha-Prajna. Consider the following:

दु:खेष्वनुद्विग्नमना: सुखेषु विगतस्पृह: |
वीतरागभयक्रोध: स्थितधीर्मुनिरुच्यते || 2.56||

One whose mind remains undisturbed amidst misery, who does not crave for pleasure, and who is free from attachment, fear, and anger, is called a sage of steady wisdom.

Two concerns may arise here. One, could there really be persons who could be held to have all these qualities? Two, is it really possible for one to be free of one’s basket of desires and one’s ego?

In his book ‘Beyond the Last Blue Mountain‘, R M Lala quotes the case of Jamsetji Tata, the founder of the Tata group of companies. It was he who gave the group a unique position in India. In his later years, he did not ask ‘What enterprise is the most profitable?’ but, ‘What does the nation need?’ Since the answer in his times was steel, hydro-electric power or an institute of science, he made his best efforts to fulfil that need.

He is reported to have once said something very basic:

‘We do not claim to be more unselfish, more generous or more philanthropic than other people. But we think we started on sound and straightforward business principles, considering the interests of the shareholders our own, and the health and welfare of the employees the sure foundation of our prosperity.’

Alfred Sloan is reported to have once remarked, ‘What is good for General Motors is good for America.’ J R D Tata always thought the other way round. ‘What is good for India is good for Tatas.’

Theirs is only one example of a business house which is clear in its goals and in its priorities. Several others could be quoted in the current context, like N R Narayana Murthy, the founder of Infosys.

Getting rid of desires and ego is no cakewalk. A CEO may introspect and fine tune her desires so the same are aligned with the values of the organization she works for. In the process, her personal desires take a back seat. Likewise, getting rid of one’s ego completely has a flip side. One could end up becoming a doormat and getting taken advantage of by all and sundry. Her wisdom and intuition can help her to retain her individuality even while letting go of the ego. Ask any CEO who has ever worked in a single-owner driven company, and she would attest to the basic principle of leaving the ego at the office gate itself!

Professionals who remain undistracted by transient entrapments have the ability to be rational and calm. They are steadfast in reaching their goals and go on to make successful business leaders.

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Does a sense of Detachment help CEOs and managers?

Posted in Management Lessons, tagged , , , , , , on November 30, 2018| 2 Comments »

 

On a lighter note, one needs to be wary of managements which exhort one to follow this much misunderstood principle of detachment expounded in the Bhagavad Gita. They would have one believe that one should continue to slog all year long but would do well not to expect that elusive overdue promotion. One can then either lump it and trudge along, or take prompt action through proper channels to get oneself detached from the company at the earliest possible opportunity!

An inspired self-forgetfulness

What is the secret behind mighty achievements? What is the state of mind in which an artist like Vincent van Gogh would have created his unique gifts to humanity? Could he have done so while being worried if his latest masterpiece would turn out to be better than the one he had made earlier? Could Michelangelo have sculpted Pieta with the sole purpose of receiving a reward or recognition for creating the same?

Was Newton worried about either his past or his future when the apple fell? Had that been so, is there not a chance that he might have missed out on discovering the forces of gravity? What are the conditions under which a product developer based in Silicon Valley comes up with her next bright idea? Which is the state of mind which is conducive to creative work?

Scratch beneath the surface of any work of inspiration and one is apt to discover the ultimate secret of great accomplishments. Living every moment of the present is one of the factors which help one to live an inspired life and also enjoy it to the hilt. The creative process is akin to meditation of sorts, where the creative person, the universe and the surroundings – all end up in a single harmonious state.

This is precisely what Bhagavad Gita means by detachment. It exhorts a CEO not to worry over and get herself preoccupied with the anxieties for the rewards of her actions, thereby avoiding a tendency to live in the future. Nor does it make sense for her to keep analyzing as to what transpired in the past and get overly worked up about it. The advice here is not to waste the present moment in inane memories and in concerns about the future. Rather, she can do her very best in the present moment, keep relevant stakeholders in the loop, and perform her duties, as dictated by a sense of virtuous righteousness. This way, she is released from all of her mental preoccupations. Work alone makes her live in the joy and ecstasy of inspired self-forgetfulness. The work itself becomes the reward.

कर्मण्येवाधिकारस्ते मा फलेषु कदाचन |
मा कर्मफलहेतुर्भूर्मा ते सङ्गोऽस्त्वकर्मणि || 2.47 ||

karmaṇy-evādhikāras te mā phaleṣhu kadāchana
mā karma-phala-hetur bhūr mā te saṅgo ’stvakarmaṇi

You have a right to perform your prescribed duties, but you are not entitled to the fruits of your actions. Never consider yourself to be the cause of the results of your activities, nor be attached to inaction.

Management by loftier objectives and Resistance to Change

Is it really possible for one to be detached with the fruits of one’s actions? In a business scenario, when a manager is part of an organization, she is expected to deliver results. Efforts put in by her do not count; results alone do. If so, one might well wonder as to how one can remain detached with the outcome. Would it not be going against the philosophy of Management by Objectives?

What one is being advised here is not to take actions which are at divergence with what is sought to be achieved. The objectives are not under question; the means are. The underlying assumptions, prejudices and attitudes are. Management is the art of the possible. Of doing one’s best under the given constraints. A manager who works to the best of her ability, irrespective of how favourable or unfavourable the situation is, happens to be practising detachment. She is not one who would get swayed by petty short-term considerations. She is not someone who would allow her personal prejudices to shape her actions. Nor would she wallow in self-pity and misery, when faced with an adverse outcome. In other words, detachment helps professionals to not to lose sight of the overall good of the organization.

When an organization takes a decision to down-size, the onus of working out a detailed plan for affected employees falls onto the CEO and her team, especially on the person heading the Human Resources function. Typically, employees who are projected to be competent in the changed business scenario would get transferred to diverse locations. Those whose services in the past have been satisfactory but would not be relevant in future get assisted and out-placed. For the remaining employees, a transparent severance package gets worked upon and executed. In the entire process, a sense of detachment, devoid of personal emotions and prejudices, is essential. By handling separations well, the organization improves upon its brand equity and ends up creating brand ambassadors for itself.

Likewise, when a Chief Marketing Officer decides to either launch a new brand, or change a link in the company’s distribution network, a sense of balance and detachment helps. A Chief Finance Officer, when recommending a change in the external audit firm, has to leave her comfort zone, use a sense of detachment, and initiate a change which would bring better results for the company. A Production Manager, when asked to absorb a new technology or equipment on the shop floor, has to forsake a sense of attachment to the earlier methods of working and embrace change.

Consider the case of a team leader who is yet to learn the art of delegation. She retains a tendency to nano-manage operations and is not able to get work done based on a sense of detachment. The team members find it rather difficult to deliver exemplary results under such a leader, thereby harming the organization in the long run. The art of true delegation is also based on a deeper sense of detachment.

It follows that a sense of detachment helps professionals in many ways – to remain objective, to retain a sense of balance, to embrace change with lesser resistance, to handle adverse situations better, and to remain committed to the overall good of the organization.

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Values – the real ‘Soul’ of organizations

Posted in Management Lessons, tagged , , , , , , , on November 27, 2018| Leave a Comment »

Vision and Mission Statements of corporates adorn their walls and can be readily copied. However, the value system of an organization is not something which can be copied very easily. It permeates the entire organization – its hierarchy, its various divisions or departments. It rubs off on most of its employees. Even service providers and supporting manufacturers get tuned to the same frequency. It would perhaps not be wrong to surmise that values are to an organization what the soul is to a physical body. Organizations which thrive over a long period of time and achieve sustainable commercial success would invariably be found to have sound values at the core of their operations.

Manifestation of values

Small things reflect the values being followed – whether nephews and nieces of the top person are getting freely hired to do jobs they are not competent at, whether spaces in the car parking lot are allotted hierarchy wise or are based on a first-come-first-served basis, whether the corner office has high sound-proof walls all around or is open to all to signify transparency, whether the boss is entitled to charge the company for her spouse accompanying her on a business trip, whether office stationery items get whisked off to executives’ households for use by their kids, or whether use of cell phones or social media platforms is viewed with a sense of benign resignation by a hapless human resources honcho.

One striking feature of values is that even if these remain spoken of in hushed tones and get communicated more effectively through grapevines which are embedded deep in any organization, it is leadership which sets the tone. Those down the ladder fall in line. Those who shape up, and have a reasonably good performance on the job, survive and do well. Those who do not, get eventually shipped out. The latter then try to look for other organizations where the values – theirs and those of the organization – happen to be in harmony.

When head-hunting for a CFO, Human Resources honchos know pretty well that even though the final three short-listed aspirants happen to have near-identical qualifications and experience, their personal value systems would set them apart. One would not mind being used to extensive window dressing to please diverse stakeholders, thereby raising the concern for a disaster lurking round the corner in not so distant a future. Another might admit to being open to transactions in hard cash, thereby consolidating his own power and pelf in the company, if appointed. Yet another one might take a dim view of any underhand dealings and project the image of someone who believes in transparency with the internal as well as the statutory auditors, thereby leaving the CEO and the board of directors breathing easier. If the management cares about maintaining high standards of corporate governance, the last one would land the assignment.

At the macro level, values of an organization manifest in the wisdom which underlies its actions. When it comes to achieving the heights of corporate excellence, organizations which have sound long-term values are invariably found to enjoy strong brand equity. Scratch beneath the surface and one is apt to discover the wiser ways in which it conducts its operations. Its initiatives lead to a sustainable growth of the business, giving back to society in ways which are imaginative as well as pragmatic.

Take the case of Tatas, a salt-to-software business conglomerate which has more than one hundred companies in its fold, spread over more than one hundred countries. Their businesses might be as diverse as chalk and cheese but much like beads strung together by a string, what holds all these outfits together is a common set of values which the group stands for. The name stands for dependability and better value for money. Around two-thirds of the profits of the group flow into Tata trusts which channelize these back to the society in myriad ways.

Speaking to the conglomerate’s leadership recently, Ratan Tata, Chairman Emeritus, said that the group has been under “fire” for the past few months due to allegations of mismanagement and “being in business for reasons other than good corporate governance”. “The spirit that we had that made us grow to $100-billion revenues has not been through mismanagement and unethical procedures,” he said, adding that it has grown by being a visionary, having a spirit of integrity, unity and doing philanthropy.

Products and organizations have life cycles of their own. Just like the human body is prone to many changes – birth, existence, growth, decay, disease and death. But values outlive these perils of life; somewhat akin to the Self which Gita holds to be eternal and deathless. Values pervade all arms of any organization.

अविनाशि तु तद्विद्धि येन सर्वमिदं ततम् |
विनाशमव्ययस्यास्य न कश्चित्कर्तुमर्हति || 2.17 ||

avināśhi tu tadviddhi yena sarvam idaṁ tatam
vināśham avyayasyāsya na kaśhchit kartum arhati

That which pervades the entire body, know it to be indestructible. No one can cause the destruction of the imperishable soul.

The Purpose of an organization

Why does an organization exist? What is its purpose? Can an organization be run in such a manner as to be long-lived? Can an organization strike a judicial balance between owner enrichment and societal good?

Nikos Mourkiaginnis, in his famous book ‘Purpose – the Starting Point of Great Companies’, demonstrates that the choice between values and success is no choice at all. He argues that companies must satisfy the need for purpose – a set of values that defines an organization and inspires and motivates its employees. Rather than organization and structure, ideas are what cause companies to go from good to great. Drawing on examples from across multiple industries, Mourkogiannis demonstrates how a strong purpose is the essential first step toward lasting success.

This is a great insight. An organization’s purpose is merely not to deliver goods and services to its customers. What really matter are the values which determine the choice of these products and services. Looked at from this perspective, one would not be wrong in concluding that values, which determine the purpose of an organization, indeed constitute its soul.

An inner connection to handle myriad challenges with aplomb

Hapless CEOs face myriad challenges. There are pinpricks from customers, employees, suppliers and many other stakeholders. The directors and the shareholders have to be kept in a positive frame of mind. Regulatory agencies and government departments have to be kept in good humour. Concerns for upholding norms of corporate governance keep snapping at their heels. Only nerves of chilled steel and deep reserves of inner resilience can help them to keep performing on all the twelve cylinders. An inner connection surely helps.

In an indirect manner, Gita touches upon the importance of an inner connection for business leaders. It holds that wise are those who enjoy a tranquility and calmness within themselves. Their inner being is in harmony with their outer being. Their decision-making is based on balanced, well-considered and a holistic view of the facts of the case. They do not manage crises in business with knee-jerk reactions. They deal with people according to their nature and with occurrences in the business environment according to their force and the truth or hard reality they represent. Impartial they are. Detached they are. Compassionate they happen to be, but never at the cost of their innate wisdom and truth. And never do they compromise on their core values.

(An edited version of this post appears in a just-released book authored by yours truly which connects Bhagavad Gita to Management)

Links to the book:

 

 

 

 

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