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Recently, while on a trip to Switzerland, yours truly had the opportunity of calling upon Mr. José Manuel Castro Santiago, Minister – Counsellor at the Embassy of Portugal in Bern.

Despite his busy schedule, he was kind enough to grant an audience to yours truly, who wished to present to him a copy of his book ‘Como Sobreviver Na Selva Empresarial’.

It happened to be a day when the soaring day temperature had left denizens of Berne gasping for breath and scurrying for cover. To match the heat outside, the Embassy of Portugal in Switzerland offered a degree of bonhomie and warmth, much like the genial and affable disposition of the people of Portugal.

An informal meeting took place in his tastefully done up office. He was genial, graceful and dignified. The frankness with which he spoke and the warmth he exuded was typical of the people of character, resource and rich culture he represents.

It transpired that he had also had a stint in India. He spoke warmly of his positive feel about the country. He touched upon its rich ancient culture and the diversity of its citizens. Yet another emerging economy he had been posted to in the past was that of Brazil.

He mentioned that he has himself authored and published a book which captures his experiences in a long and successful career. Yours truly expressed a wish that some kindly publisher might bring it out in English as well, so the wisdom contained therein may get shared more widely.

He was happy to know that yours truly had been associated with the Tata group for close to a decade, that too in the field of leather footwear and components. The courtesy extended to an ordinary soul from an emerging economy like India was impeccable.

Diplomats represent all that their land is and aspires to be. Much like Ms. Clara Nunes dos Santos, the Ambassador of Portugal to Norway (whom yours truly had the opportunity to meet recently), Mr. José Manuel Castro Santiago is also no exception. One has no doubt that both of them handle managerial challenges coming their way with characteristic aplomb.

One wishes them and their country a great innings in the days to come.

(Notes:

This is how you can lay your hands on the Portuguese version of the book, launched in Portugal during March, 2016, courtesy Liberty Seguros and Vida Economica.

The English version of the book, entitled ‘Surviving in the Corporate Jungle’, was released recently.

Related Post: https://ashokbhatia.wordpress.com/2017/05/30/a-meeting-with-the-ambassador-of-portugal-in-norway)

 

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Leaders

Management can be learnt; leadership is inborn. The good news is that in most cases, leadership styles trickle down the organization and get copied. This spawns leaders in the same genre and also improves behavioural consistency across the entire set up.

Successful leaders have several outstanding traits. Their intuitive faculties are well developed. They do not say one thing and do another. They handle tough tasks themselves. They take responsibility for their failures, often shielding their team mates. They do not have henchmen to execute their dirty plans so their own hands look clean. They put everyone on the same pedestal. They never encourage yes-men. They always encourage no-men to speak up.

CEOs who rank high not only on their Intelligence Quotient and Emotional Quotient but also on their Spiritual Quotient go on to make super leaders. Their concern for business ethics is as high as their concern for business results.

Lao-Tzu, a Chinese philosopher, said ‘To lead the people, walk behind them’.

(Excerpt from my book ‘Surviving in the Corporate Jungle’, the English version of which was released recently. The Portuguese version of the excerpt follows.)

LÍDERES

A gestão pode ser aprendida; a liderança é inata. A boa notícia é que, na maioria dos casos, os estilos de liderança encontram-
se espalhados pela organização e são replicados, o que produz líderes do mesmo tipo, melhorando ao mesmo tempo a consistência comportamental ao longo da cadeia hierárquica.

Os líderes de sucesso têm em comum vários traços que se destacam. As suas faculdades intuitivas estão bem desenvolvi as. Não dizem uma coisa e fazem outra. Enfrentam eles próprios as tarefas difíceis. Assumem a responsabilidade pelos seus fracassos, muitas vezes, protegendo os seus colaboradores.

Não recorrem a capangas para executar os seus planos sujos e parecer, assim, que têm as mãos limpas. Põem todos no mesmo pedestal. Nunca incentivam os “lambe-botas”. Incentivam sempre os “discordantes” a falarem.

Lao-Tzu, um filósofo chinês, disse: “Para liderar as pessoas, ande atrás delas”.

(This is how you can lay your hands on the Portuguese version of the book, launched in Portugal during March, 2016.)

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Managements are well known for their propensity to give priority to business targets, and to hell with all the systems, controls, and procedures! So, go in for systems which are simple and can be operated by idiots. The acid test to be applied to check most systems would be KISS (Keep It Simple, Stupid).

Auditors will keep coming up with new Standard Operating Procedures. Before rolling those out, a manager would do well to first go in for a pilot run, debug the process, and only then formalize it. This would eliminate the chances of a smart aleck junior coming up with innovative shortcuts to brow beat the system!

(Excerpt from my book ‘Surviving in the Corporate Jungle’, the English version of which was released recently. The Portuguese version of the excerpt follows.)

 

BEIJE COM FREQUÊNCIA

Os executivos são conhecidos pela sua propensão para dar prioridade aos objetivos do negócio, e que se lixem os sistemas, os controlos e os procedimentos! Por isso, opte por sistemas que sejam simples e possam ser seguidos por idiotas. O ‘teste do algodão’ a aplicar à maioria dos sistemas é o KISS (beijo, em inglês, de “Keep It Simple, Stupid” – Simplifica, Palerma).

Os auditores irão propor sempre novas normas de procedimentos operacionais. Antes de as implementar, o melhor que um executivo tem a fazer é começar por fazer um teste-piloto, depurar o processo e só então formalizálas, eliminando, assim, as possibilidades de um qualquer subordinado espertinho inventar formas sub-reptícias de dar a volta ao sistema!

(This is how you can lay your hands on the Portuguese version of the book, launched in Portugal during March, 2016.)

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Those who happen to know me personally are often deceived by my polite manners. They often wonder as to why I never opted for a diplomatic career.

Allow me to set the record straight. P G Wodehouse played some role in indicating that my Guardian Angels had planned my life much unlike that of Eustace Mulliner, who was a part of the British Embassy in Switzerland.

Jeeves’ psychology-of-an-individual factor has also led me to believe that the diplomatic corps on this planet are better off without me.

My limited intuitive faculties also tell me that life as a career diplomat could not be as glamorous and hunky dory as it might appear to be from the outside of an embassy building.

The Eustace Mulliner saga

Wodehouse fans might recall that the splendid idea of Eustace Mulliner joining the British Embassy in Switzerland was dangled before him by his godfather, Lord Knubble of Knopp. Eustace had stoutly refused to avail himself of the offer.

However, things turned out differently when he was caught misbehaving with Francis, a feline creature which was a favourite of his Aunt Georgiana. At the time, two more characters had popped up, taking a jaundiced view of the proceedings. His obduracy evaporated. He decided that Switzerland was a safer country to be in.

Unlike Eustace Mulliner, my Guardian Angels had planned my life along different lines.

One, I never fancied maintaining a ‘Open House’ for pets of all kinds.

Two, Fate never bestowed upon me a girl friend, that too someone like Marcella Tyrrwhitt, who would take the risk of entrusting her favourite Peke and her canary to me while going off to Paris on a brief sojourn.

Three, I have never had the privilege of having a wealthy aunt who might have taken offence at my throwing cucumber sandwiches at her cat.

Four, never have I come across an ardent animal lover like Orlando Wotherspoon, the perennial Vice President of the Dumb Chums’ League, who would threaten to thrash me within an inch of my life.

Nor have I had the privilege of coming across a girl friend who had Spanish blood in her; someone who would have liked to whack me with the heaviest parasol she could lay her hands on, the provocation being her discovery that a favourite Peke of hers had been gifted by me to one Beatrice Watterson.Those who have followed the ruminations of Mr Mulliner (Mulliner Nights, Open House) would recall that Eustace, upon joining the British Embassy in Switzerland, had stuck to his duties with unremitting energy.

‘So much so that, he had been awarded the Order of the Crimson Edelweiss, Third Class, with crossed cuckoo-clocks, carrying with it the right to yodel in the presence of the Vice-President.’

One might miss the rights to yodel in the presence of the high and mighty, but life has been kind to me in so many other ways.

The psychology of the individual

Jeeves would have surely approved of my keeping away from a diplomatic career. I am certain that several diplomatic disasters and gaffes have thus been avoided, saving our planet from a more uncertain future. August bodies such as the United Nations surely breathe easier.

The simpleton that I am, a career in diplomacy would have tested my reserves of patience to the hilt. Putting on a plastic smile, when necessary, would have tried my nerves no end. A Bollywood producer, had he cast me as a lead actor for one of his inane movies, would have cried all the way to his bank. Having to make inane conversations with perfect strangers on topics which are alien to the restricted domain of my knowledge would have left my soul in perennial torment.

To a lay person, the life of a career diplomat might sound flashy and exciting. Rubbing shoulders with world leaders. Travelling to exotic locales. Devouring Anatole-ish spreads. Attending conferences and banquets. Making clever speeches which get received with a thunderous applause and, possibly, even a standing ovation.

But it is not too difficult to surmise the harsh realities of a diplomatic life. These pose many challenges of a managerial kind.

Of diplomats and their career blues

Maintaining cordial international relations in our turbulent times would be no mean task. The dignity and the image of the home country needs to be upheld. Culture, heritage and values need to be showcased. Cultural nuances of the land where they happen to be posted need to be understood and rigorously followed.

Besides negotiating and facilitating treaties, opportunities for trade promotion and closer collaboration have to be exploited to the hilt. An eye has to be kept open for business opportunities between the two countries. Unique strengths of the home country have to be showcased. Stakeholders of diverse hues, shapes, sizes and temperaments have to be kept in a positive frame of mind. Political masters have to be kept in good humour. Business barons snapping at their heels have to be kept at bay.

Meetings, conferences and banquets have to be attended. Impeccable sartorial standards have to be maintained, showcasing their home country while keeping the local sensibilities in mind. Consular services have to be dished out with courtesy, transparency and efficiency.

Morale of the staff has to be upheld at all times. Resistance to change needs to be overcome. Maslow’s hierarchy of needs has to be understood and applied in all cases. Career priorities invariably take precedence over personal matters.

The harsh slings and arrows of fate do not stop with such mighty challenges. Once in a blue moon, some odd requests have to be granted. Interviews by a bunch of giggly communication students may need to be granted. Inquisitive media journalists desperately searching for some exciting sound bites may have to be tolerated.

Lay citizens of a distant country could pop up, wanting to present a book authored by them on a subject which sounds like Latin and Greek, simply because the book was launched back home, in the home language.

The last mentioned was the fate suffered recently by two senior members of the international diplomatic corps, when I popped up in flesh and blood to present to them a copy of my book ‘Como Sobreviver Na Selva Empresarial’.

It was kind of them to have granted me an audience. Like many a harsh slings and arrows of Fate coming their way, they took it very sportingly, thereby shoring up the image of their country in the feeble mind of a lesser mortal from one of the emerging economies of the world.

Bertie Wooster would have heartily approved of their chin up attitude. So would have Eustace Mulliner.

As to my not having gravitated towards a diplomatic career myself, Jeeves would have surely approved.

Thank you, Plum!

(Related Posts:

https://ashokbhatia.wordpress.com/2017/05/30/a-meeting-with-the-ambassador-of-portugal-in-norway

https://ashokbhatia.wordpress.com/2017/06/21/a-meeting-with-the-minister-counsellor-of-portugal-in-switzerland)

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Tired of time-worn designations? Try these:

·         Chief Worrying Officer: Normally, the Chief Financial Officer who is worried sick about legal compliance in all areas of business.

·         Chief Listening Officer: A Vice President – Human Resources who is always ready with a bucket and a towel to help employees facing emotional distress.

·         Chief Results Officer: The Chief Executive Officer who believes that ends justify all means.

·         Chief Dreams Officer: The Research & Development head who keeps dreaming of new products and businesses.

·         Chief Conscience Keeper: Keeps a strict eye on fraudulent behaviour anywhere in the organization.

Here are some job labels which appear to be on the horizon:

·         Chief Risk Officer: Ensures corporate governance criteria are met and regulatory frameworks respected.

·         Chief Counselling Officer: A legal eagle who can vet agreements of all sizes and shapes and counsel on a legally safe route to take.

·         Chief Data Crunchers: With big data coming up in a big way, the day is not far off when specialists in data management would be seen occupying corner suites in offices.

·       Chief Merchandising Officers: With organized retail picking up, professionals with a feel of the customers’ pulse move up the organizational hierarchy.

(Excerpt from my book ‘Surviving in the Corporate Jungle’, the English version of which was released recently. The Portuguese version of the excerpt follows.)

TÍTULOS DE CARGOS

Cansado dos títulos muito batidos? Experimente estes:

Diretor de Preocupações: normalmente, o Diretor Financeiro, que está preocupado com a conformidade legal em todas as áreas de negócio.

Diretor Ombro Amigo: um Vice-Presidente de Recursos Humanos sempre pronto com um balde e uma toalha para ajudar os funcionários em sofrimento emocional.

• Diretor-Geral que acredita: que os fins justificam todos os meios.

Diretor de Sonhos: um Responsável por Investigação & Desenvolvimento que está sempre a sonhar com novos produtos e negócios.

Guardião da Consciência: está sempre de olho nos comportamentos fraudulentos onde quer que possam ocorrer na organização.

E eis alguns novos cargos que parecem estar no horizonte:

Diretor de Riscos: assegura que os critérios de gestão são cumpridos e os quadros regulamentares são respeitados.

Diretor de Aconselhamento Jurídico: um ás em direito com poderes para vetar todo o tipo de acordos e dar conselhos sobre os caminhos a seguir que sejam juridicamente seguros.

Diretor de Tratamento de Dados: com cada vez mais dados à disposição das empresas, não estará longe o dia em que os especialistas em tratamento de dados irão ocupar os melhores gabinetes do escritório.

Diretores de Merchandising: à medida que a distribuição organizada ganha terreno, os profissionais capazes de sentir o pulso dos consumidores vão subindo na hierarquia das empresas.

(This is how you can lay your hands on the Portuguese version of the book, launched in Portugal during March, 2016.)

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Recently, while on a trip to Norway, yours truly had the opportunity of calling upon Ms. Clara Nunes dos Santos, the Ambassador of Portugal in Norway.

Despite her busy schedule, she was kind enough to grant an audience to yours truly, who wished to present to her a copy of his book ‘Como Sobreviver Na Selva Empresarial’.

On a day when the skies were a characteristic Norwegian grey, the Embassy of Portugal in Oslo stood out in its dignified glory. Much like the genial and warm people of Portugal, the welcoming interior left one with an inner glow of joy, much akin to a homecoming of sorts.

An informal meeting took place in her exquisitely done up office. She was charm, grace and dignity personified. The frankness with which she spoke and the warmth she exuded was typical of the people of character, resource and rich culture she represents.

She was kind enough to leaf through the book and found that it demystified the art and science of management in a lucid manner. The Portuguese translation came in for some praise. The courtesy extended to an ordinary soul from an emerging economy like India was impeccable.

Ambassadors represent all that their land is and aspires to be. Ms Clara Nunes dos Santos is no exception. Given her keen intelligence, sharp eye, wit and humour, one has no doubt that she handles managerial challenges coming her way with characteristic aplomb.

One wishes her and her country a great innings in the days to come.

(Note:

This is how you can lay your hands on the Portuguese version of the book, launched in Portugal during March, 2016, courtesy Liberty Seguros and Vida Economica.)

(The English version of the book, entitled ‘Surviving in the Corporate Jungle’, was released recently.)

(Related Post:

https://ashokbhatia.wordpress.com/2017/03/04/the-book-como-sobreviver-na-selva-empresarial-guia-pratico-1-0)

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It makes sense to follow the golden rule, ‘the boss is always right’, even when he is absolutely wrong and is a perfect fool. However, sycophancy has its long-term limitations. Once in a while, if you do not agree with the boss, find the courage and the right time to register your disagreement. This way, you end up becoming a more effective and a healthier manager.

Beware of juniors who are ‘yes men’. They could be pretty dangerous to your career progression in the long run.

(Excerpt from my book ‘Surviving in the Corporate Jungle’, the English version of which was released recently.)

(This is how you can lay your hands on the Portuguese version of the book, launched in Portugal during March, 2016.)

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Finland is a country which has smoothly embraced rapid change from being an agrarian economy to being a knowledge economy. Innovation happens to be a key priority. India, on the other hand, is still grappling with the disruptive changes that the advent of the 4th Industrial Revolution bestows on its citizenry. It has earned global acclaim in the realm of “Jugaad”, which could be translated as either Informal Innovation or as Frugal Engineering.

INTERNATIONAL MINDS in FINLAND (IMiF) is a global community of 500 plus inquisitive souls whose IQ (read Intelligence Quotient, also Inquisitiveness Quotient) is rather high. It believes in co-aggregating and creating value in/with/for Finland. The community works with the single purpose of soaking in as much knowledge and wisdom as they possibly can from our vast universe. To this end, the community provides a platform for such persons of universal good will who would not mind sharing their knowledge and experience with them.

And that is how it came about that yours truly recently had an opportunity of interacting with some of the finest minds in Finland. While more than 500 luckier souls comprising the community continued to play the roles assigned to them in life elsewhere, a motley group of 5 singularly unlucky ones had to undergo the trauma of listening to some boring stuff dished out by yours truly. Their risk taking appetite surely deserves kudos.

While Lorena provided administrative support, Ludwig (Mylly´s CEO), Alexey (A professional who has mastered some of the intricacies between Russia and Finland, even in terms of logistics), Roman (IMiF´s Chairman and founder of TPOINT), Olavi (Young at heart, though an officially retired university professor), MARCO (co-initiator of IMiF) and Tim (An international business person), assembled at Mylly, a cultural centre at Kotka, to hear what yours truly from far off India had to convey.

Title of the talk

Surviving in the Corporate Jungle.

Key Takeaways

Analysis Paralysis

The role of intuition in decision-making can never be underestimated.

Meeting bosses half-way through

It is crucial to help one’s boss to keep his blood pressure under control.

Female Power

It pays to have gender parity at the work place.

His Master’s Voice

Avoiding being a Yes-man pays. Senior managers have the responsibility of registering dissent.

Overstaying One’s Welcome

Does the flight of your career appear to have rough weather ahead? Press the EJECT button in the cockpit.

Managing Stress

Build inner resilience. Meditate regularly. Do not allow garbage to get collected in the mind. Carry out a cleaning exercise every single day.

Quotients

Intelligence Quotient and Emotional Quotient are fine. What we also need to develop and use in business is our Spiritual Quotient.

Work Life Harmony

Avoid becoming a slave to technology.

Of Production, People and Ethics

Various leadership styles emerge. Charmless Charlies. Missionary Zealots. Road Rollers. Armchair Revolutionaries. Crazy Conformists. Sponge Comforters. Incumbent Chiefs. Super Chiefs.

Details can be accessed here.

A comment from one of the five wise men

Why is SQ (Spiritual Quotient) so very important in decision-making?

Being spiritual means one takes decisions which create a win-win situation for all stakeholders. Ethics and Values also come into play. In the long run, brand equity grows. So does shareholder wealth.

An example from the Tata-Benz collaboration during World War II was cited. Details can be found here.

(Others skipped discussing any other ideas, so relieved they were that the ordeal of listening to yours truly was finally over!)

The global nature of management thoughts

Managerial thoughts transcend national boundaries. Possibly because the principles of setting up and running an enterprise happen to be universal in nature. The core of the psychology of a manager also does not vary from country to country.

It is great to be able to share some experiential insights with, and also learn from, senior professionals who operate in another business environment and in a distinctly different work culture.

 

(Notes:

IMiF can be found:

In the public presence https://www.facebook.com/internationalmindsinfinland

In the private presence

https://www.facebook.com/groups/INTERNATIONALMINDSinFINLAND

Presentation based on my book ‘Surviving in the Corporate Jungle’, the English version of which was released recently.

This is how you can lay your hands on the Portuguese version of the book, launched in Portugal during March, 2016.)

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An annual get-together where families also get invited is a good idea to make people feel the humane side of the organization.

Plan entertainment of all kinds– primarily focused on kids–and see how much the parents love their day (or evening) out. Ensure that spouses hog the limelight – it is they who support the company’s operations in a silent but effective manner.

(Excerpt from my book ‘Surviving in the Corporate Jungle’, the English version of which was released recently.)

(This is how you can lay your hands on the Portuguese version of the book, launched in Portugal during March, 2016.)

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Females of almost all species would go to any lengths to protect their cubs. If you falter, they would be quick to tick you off. Let someone else get funny with you, and see how they react.

Never have qualms about reporting to the fairer sex. Take it easy. They are far more professional (and also compassionate) than you imagine. Multi-tasking comes easy to them, what with their having to juggle various roles with aplomb at all times – being a daughter, a wife, a mother, a home maker, a daughter-in-law, and a company executive at the same time. How they still manage to retain their sanity of mind is a potential subject of academic research.

Nature also gave them the exclusive rights for the perpetuation of our species. Encourage those who wish to re-start their careers after a post-delivery sabbatical.

However, managements would do well to avoid getting swayed by appearances alone and decide issues based on the merits of the matter being brought to their attention by those who belong to the tribe of the delicately nurtured. 

(Excerpt from my book ‘Surviving in the Corporate Jungle’, the English version of which was released recently.)

(This is how you can lay your hands on the Portuguese version of the book, launched in Portugal during March, 2016.)

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