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(Sanjay Sehgal is Chairman & CEO at MSys Technologies, USA. His profile is accessible at https://www.linkedin.com/in/sehgalsanjay. In this post, he examines the relevance of some of the basic tenets of Bhagavad Gita to real-life business situations.)

 

The saying “As you sow, so shall you reap,” is considered one of the best-known representations of the concept of “Karma.” It got me thinking when it comes to work, how far can we caution ourselves about what we are “sowing” into our business (money, work, culture, decisions, conflicts, resolutions, etc.)? More importantly, how will we know if our dealings are in line with constructive evolution (the good side of the scale of karmic balance) or submerging us further into karma’s vicious cycle (the bad side of the scale of karmic balance)?

A rare tale of a leap of good faith

I still remember reading this inspiring news that made me smile with moist eyes. In 2015, Dan Price, the CEO of Gravity Payments, raised the minimum wage of all his employees to $70,000 a year. Dan had slashed his salary to $70,000 from $1.1 million to do so. Dan had once pronounced that he wishes to buy his dream car. To return the favor, 120 employees of Dan’s firm saved their one month’s salary and gifted him his dream car. It was Karma unfolding in its classic style.

Karma – the good, the bad, and the ugly

The notion of karma is comparable to a balance sheet, with the golden principle – debit in, credit out. You earn credit for all your debits. This credit will be good, bad, or ugly, depending on the debit you produce.

When you marry karma and business, you are bounded by the law –

A.   Good karmic debits = Good Credit>input

B.    Bad karmic debits = Bad Credit >input

C.   Ugly karmic debits = Ugly Credit >input

Where karmic debits are your intentions, the input is your action based on intentions, and credit is your output. In any way, your output is greater than the input. Therefore, rule A is what we all must aim.

After having set up several ventures, and mentoring start-up enthusiasts I’ve consolidated the five Sutras of Karmic Management, which I feel can be applied in almost all situations:

1. The Law of Growth

While starting a new project, venturing out to materialize an idea, or managing a team, hasten the course of inevitable failure and stop doing anything that is not working out. That way, you may fail fast but it will turn out better if you also learn fast, and can help you grow faster. Take a new path that promises to take you to your destination. The great Abraham Lincon lost elections eight times and failed in business twice. But, he quickly moved on by failing fast and recovering faster for success.

2. The Law of Synchronicity

You’re thinking of replacing your car while driving on a highway, and you drive past a billboard, which advertises a good exchange offer on a car. This phenomenon is called synchronicity. The law of synchronicity is looking out for signals or events in the external surroundings that can help us achieve our objectives. You’re attracted to such signals unconsciously; as you’re constantly thinking of your objective, you are linking everything around to it.  Logically, the idea emanates from the bedrock of curiosity that makes one look for the answer in everything around. Therefore, you are more aware of the external world that attracts you to the desired answer quickly, just like the law of attraction.

3. The Law of Reflection

We reflect our surroundings, and our surroundings mirror us. When we carry positivity within, we also reflect the same in people around us. Resultant – you are appreciative of people’s efforts and become a source of motivation. On the contrary, when you’re always complaining and criticizing, it is a clarion call to look within and reignite the fire of positivity. Take someone like Mahatma Gandhi, who was filled with hope and selflessness. He invariably saw the same in everyone and inspired the whole world to lead the life of righteousness.

4. The Law of Focus

In the face of problems, if you tend to lose direction, you are giving way to insecurity and rage. Instead, the best way to rise above challenges is by seeing them as opportunities to focus on your goals. Despite hurdles and lawsuits, the great Nicolas Tesla never lost sight and created over 300 patents to his name. It is said that he once worked 84 hours straight.

5. The Law of Significance and Inspiration

Your good returns are the fruits of your energy and intent. Fair use of intelligence is to have positive intentions and to put your energy into fructifying them. Invest in improving your business conduct. Use the profits to thank, encourage, and improve the lives of those who helped you succeed. Humility is the best form of investment.

The Karmic Philosophy of Business Sustainability

The core objective of any business is sustainability. A good business Karma will ensure a long run for any organization. Let’s decode further. The business Karma consists of four key elements

  • Strategy – Implementing decisions that are thought through and would reap long term benefits. For example, mergers and acquisitions or product diversification.
  • Transparency – Acting per policies and communicating in all openness, honesty, and goodwill to employees and customers. For example, intimating clients in case of an operational-hiccup.
  • Nurturing – Promoting a culture of care and empowering employees to grow in the system. For example, a manager guiding his/her team by sharing expertise and wisdom.
  • Objectivity – Acting fair by ensuring pragmatic criteria to arrive at a decision. For example, eliminating personal biases when addressing employee grievances.

When actions comply with these four elements the good business karma is manifested in form of sustainability. On contrary, bad business karma will impact a business’s lifeline.

(Link: https://yourstory.com/mystory/apply-good-karma-business?utm_pageloadtype=scroll)

 

(Related Posts: 

https://ashokbhatia.wordpress.com/2019/03/27/when-ceos-are-left-twiddling-their-thumbs-bhagavad-gita-could-help

https://ashokbhatia.wordpress.com/2019/08/01/the-karma-operating-system

https://ashokbhatia.wordpress.com/2018/06/11/ignoring-the-small-stuff-focusing-on-values-in-business)

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Bishal Dev Bandhopadhya was a brilliant individual but a terrible boss. He held a senior position in an organisation of repute in Bangalore. One afternoon, Bishal is found collapsed on his table and dies soon after he is taken to the hospital. His coffee has been laced with poison. Is this murder or suicide?

Read more about this mystery in the recently released book ‘Who Killed the Boss?’

It is a whodunit which comes highly recommended, especially for hard-nosed CEOs, HR honchos and line managers who treat the people around them like mere specks of dust beneath their chariot wheels!

The narrative is lucid, tight and has a smooth flow. It keeps the reader hooked from very early itself. Suspense keeps building and one keeps twiddling one’s thumbs trying to figure out the real suspect. The amazing part is the expertise the author has deployed – one can’t figure out how – of bringing in extensive knowledge about detective methods, criminology, chemistry of poisons and drugs, human aspirations and motivations, the brighter and the darker side of pharmaceutical industry and, above all, the flip side of bosses who become road rollers. The concluding part is simply brilliant, touching upon a part of the underbelly of corporate life – a boss’ tyranny – and goes even further to
offer a preventive road map for the future.

The touch of compassion towards the accused is a fine stroke indeed. As the human race hurtles towards cold advances in technology, the criticality of following human values is appropriately brought home.

A complaint, if I may. There should be a law that authors refrain from coming up with such un-put-down-able books. Like captivating members of the tribe of the delicately nurtured, such books demand undivided attention and often end up disturbing the normal life of a lay reader.

(Pradeep Swaminathan has had a fairly successful corporate career in India and abroad. Prior to his retirement he was on the board of listed companies. Some of his articles have been published both in the Hindu and Readers Digest. His first book was based on a PG Wodehouse character and published privately got him an excellent review from the Hindu. The book ‘Who Killed the Boss?’ is his first one to be formally published. It can be accessed here.)

 

(Related Posts:

https://ashokbhatia.wordpress.com/2014/04/05/the-angry-birds-in-management

https://ashokbhatia.wordpress.com/2016/01/14/ceos-who-end-up-becoming-road-rollers

https://ashokbhatia.wordpress.com/2017/09/08/terror)

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(This is a dramatized version of the experiences of Prof. Sandeep Mann while he was at UBS. It is built around some facts furnished by him as to his movie marathon experience of those days. Inputs from him are gratefully acknowledged.

The narrative below is penned – or, key-board-ed, if you prefer – on his behalf. For bouquets, if any, please feel free to contact him. As to brickbats, you may risk hurling those at yours truly.)

Much before one of our learned professors started sharing with us, the batch of 1990, the nuances of Decision Making Under Uncertainty (DMUU, in short) and statistical models of exponential smoothening, we had figured out that two of the most high-risk businesses that beckoned us in the post-UBS phase of our lives were Politics and Movies, not necessarily in that order. Both need deep pockets, a very high risk appetite and, of course…

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In Part 2 of this series of thoughts on the challenges posed by the pandemic to business leaders, we had noticed that the same are being met by:

  • Reposing one’s faith in the basic goodness of human beings,
  • Responding to fresh challenges in a creative and innovative manner,
  • Adopting a sunnier disposition,
  • Preparing for contingencies in advance, and
  • Reconfiguring operations with due respect to nature and mother earth.

One no longer has the luxury of treating these traits as being theoretical constructs. Leadership is always context-specific and top managements need to evaluate the seniors on the traits listed here. These are the transformative professionals in the organization who need to be brought into critical roles without delay.

Much like a befuddled Arjuna twiddling his thumbs at the beginning of Bhagavad Gita who is made to realize his true path of righteousness towards the end of this unique Manual of Motivation, the pandemic is telling leaders to wake up to a new reality and get their act right.

Lord Krishna does not directly refer to human values; instead, he places a premium on one following the path of righteousness, a concept which is all-encompassing. He exhorts us to work in a detached manner, to focus on our efforts and be clear that results are not in our control. He speaks of the virtues of higher resilience, equanimity and the extent of control we exercise over our desires. All these enable us to enjoy an inner sense of peace and joy. He also speaks of human behavior being governed by the mix of three ‘gunas’: Sattvic, Rajasic and Tamasic.

The qualities mentioned in Bhagavad Gita mostly match with the traits mentioned earlier. Businesses and traders downing their shutters and moving on to totally different activities surely have owners who are learning the art of detachment the hard way. Many have expanded their footprints, revealing their nerves of chilled steel and reflecting a high degree of resilience. Seeking inner peace and equanimity by adopting some meditative practices and doing yoga is helping professionals to switch over to a work-from-home mode, despite distractions caused by family matters. All these have made leaders discard their sense of pessimism and get cracking in the face of a pandemic, setting an example for others to follow.

It would be appropriate to revisit some verses of the scripture:

Whatever actions great persons perform, common people follow. Whatever standards they set, all the world pursues. (3.21) 

When the mind, restrained from material activities, becomes still by the practice of Yog, then the yogi is able to behold the soul through the purified mind, and he rejoices in the inner joy. (6.20)

 

 In that joyous state of Yog, called samādhi, one experiences supreme boundless divine bliss, and thus situated, one never deviates from the Eternal Truth. (6.21)

 

 Having gained that state, one does not consider any attainment to be greater. Being thus established, one is not shaken even in the midst of the greatest calamity. (6.22)

 

 That state of severance from union with misery is known as Yog. This Yog should be resolutely practiced with determination free from pessimism. (6.23)

 

 Completely renouncing all desires arising from thoughts of the world, one should restrain the senses from all sides with the mind. (6.24)

 

With the benefit of hindsight, those who have a positive attitude are not only surviving the virus but have also discovered newer dimensions in their lives. They are on the way to re-skilling themselves and learning other trades. For many, especially in countries like India, an abiding faith in a divine power brings about a sense of surrender, acceptance, patience and resilience. The result is that they end up following the key lessons of Bhagavad Gita, even though in a subconscious manner. This helps them to do well during the kind of churning that the pandemic has inflicted on us.

What the virus has thrown up is a challenge to human beings to live, work and become smarter; to respect nature and environment better and to focus on being sustainable. It has prodded us in the ribs to be more flexible in our thinking and to expect the unexpected.

It has brought home some basic truths: that human beings come first; also, that the key lessons imparted by Lord Krishna to Arjuna on a battlefield some 5,500 years ago continue to be relevant to this day.

(Inputs from Mr Ashok Narayan are gratefully acknowledged; translations of Gita verses courtesy https://www.holy-bhagavad-gita.org)

(The illustration is reproduced with permission from the illustrator, Arati Shedde, and Heartfulness Magazine – www.heartfulnessmagazine.com.)

 

(Part 3 of a series of articles on Corona virus and Leadership)

(Related Posts:

https://ashokbhatia.wordpress.com/2020/09/05/corona-virus-and-an-early-onset-of-industrial-revolution-4-0

https://ashokbhatia.wordpress.com/2020/09/08/corona-virus-leadership-traits-and-human-values)

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In order to commemorate 125 years of the Chicago address of Swami Vivekananda, Integrating Spirituality and Organisational Leadership (ISOL Foundation) had recently organised a World Congress on Vedic Foundations of Management Science.

Several luminaries and experts in diverse fields addressed the gathering, which was inaugurated on the 11th of September at the Breasted Hall, The Oriental Institute, The University of Chicago. Distinguished Trinity and ISOL Awards were presented on the day. The event concluded on the 13th of September, 2018.

The Inaugural Session started with a Welcome Address by Dr J L Raina, Chairman of ISOL Foundation. Vedic Mantras were chanted by Mr Ashok Vyas, followed by a Welcome Song penned by Mr D V Shastry.

Prof Sunita Singh Sengupta, Founder ISOL Foundation, welcomed the delegates and presented a Background Paper.

The Inaugural Addresses were delivered by the following:

  • Ms Neeta Bhushan, Consul General of India in Chicago
  • Dr Larry…

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How have some of our business leaders responded to the challenges posed by the pandemic? Well they appear to be following the popular saying that when times get tough, the tough get going!

As per press reports, Sanjiv Mehta, Chairman and MD of Hindustan Unilever, has spoken of the kind of steps taken to boost the company’s prospects by focusing better on health, hygiene and sanitation products. As many as 50 new product and pack innovations are said to have been made. Agility and speed have helped.

Manu Jain, MD of Xiaomi India, has said that the pandemic has taught him the importance of empathy and patience during tough times. The ability to be able to put oneself in another person’s shoes stands out. Instant gratification is nowhere on the horizon; patience alone helps. So does slowing down and staying calm.

Ronojoy Dutta, CEO, IndiGo, has highlighted the importance of staying connected as well as being transparent with employees so as to retain their trust. According to him, irrespective of the situation, honesty and transparency win in the harshest of times. According to C P Gurnani, CEO and MD, Tech Mahindra, leaders need to give up their ‘command and control’ mindset and shift to a ‘mentor and inspire’ mindset.

Manish Sabharwal, Chairman, Teamlease Services, concludes that resilience matters as much as performance.

(*Source: The Economic Times Magazine, August 30-September 05, 2020, etc)

Leadership traits which help

Leaders who thrive in an era of heightened uncertainty and bloated entropy are better placed to steer their organizations more purposefully and effectively. The virus has highlighted the following qualities in someone who leads an organization in such stormy times: Prioritizing people. Creating clarity on what needs to be done; providing hope and refusing to let a mood of despondency creep in. Having an ear to the ground and being flexible in an evolving crisis; engaging with other stakeholders, including employees, to understand their concerns better.

The virus has brought into focus the dire need for such leaders. It has even indicated the kind of traits such leaders should have: empathy, compassion, higher resilience, an inner sense of peace and equanimity, brain stilling, actions which are rooted in basic human values and better concern for the environment.

It is already understood that leaders who believe in delegation, decentralization and quiet consensus building are able to handle crises better. The approach to problem solving needs to be non-muscular. A shock-and-awe tactics is best avoided.

Leader Mindsets and Human Values

Prof G P Rao, a behavioural scientist of repute and the founder of SPANDAN, a NGO which espouses the cause of human values in organizations, demonstrates that leaders have three kinds of mindsets: ‘I am Everything’, ‘I am Nothing’ and ‘I am Something’.

In a recent study, he has identified the following five topmost values perceived as being conducive to tackling the pandemic successfully:

  • Faith in basic goodness of human beings
  • Creativity and Innovation
  • A positive outlook: Happiness – contentment – self fulfillment
  • Respect to nature and mother earth, and,
  • Preparedness.

The empirical study covered a total of 100 professionals, of which 57 were drawn from the senior and middle management rungs of a software company and 43 belonged to a mixed group from different professions and organizations. The study was conducted during the months of July and August, 2020.

The basic premise is that ‘I am Something’ leader mindset needs to balance the needs and aspirations of others and that of the environment, choose suitable human values and facilitate others to do likewise.

Examples quoted above from the practical business world also testify to the proposition put forward by Prof Rao – that the aim of a leader should be to strike and acquire an optimal balance between and among the select human values so that there is synergy between ‘I am Something’ leadership and human values.

By reposing one’s faith in the basic goodness of human beings, by responding to fresh challenges in a creative and innovative manner, by adopting a sunnier disposition, by preparing for contingencies in advance and by reconfiguring operations with due respect to nature and mother earth – that is how the challenges posed by the pandemic are being met.

(Inputs from Prof G P Rao are gratefully acknowledged.)

(Part 2 of a series of articles on Corona virus and Leadership) 

(Related Posts:

https://ashokbhatia.wordpress.com/2020/09/05/corona-virus-and-an-early-onset-of-industrial-revolution-4-0

https://ashokbhatia.wordpress.com/2020/09/14/corona-virus-some-lessons-from-bhagavad-gita)

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When businesses started limping back to a state of suboptimal normalcy – call it the new normal, if you will – they woke up to the kind of belt-tightening they could do by increasing their dependence on Artificial Intelligence, Machine Learning and many other technological advances. Many digital czars see the pandemic accelerating tech-trends in the long run, driving social good.

The future portends enlarging the scope of technology in such diverse realms as education, health, security, agriculture, river management and the like. India has just announced plans to create a health data base for its citizens. Hopefully, when a suitable vaccine comes up, an ambitious roll-out program could be undertaken.

According to Genpact CEO Tiger Tyagarajan, the pandemic has cut companies’ digital transformation timelines to as little as 6-12 months from about 4-5 years. Remote working and online transactions have already become a norm rather than an exception across industries.

Rahul Aggrawal, CEO and MD of Lenovo India believes that ‘the recovery journey could be tedious and technology is playing a critical role in helping us adapt to this new reality. The growing role of technology is already evident through enabling remote working, virtual learning, remote business engagement and significant growth in tele-medicine, e-commerce, PCs, smart phones and many other industries.’

Cheer-bots and Bot-dogs have started brightening up life for sports persons and patients. In Japan, in stadiums bereft of human presence, robot cheerleaders have perked up players on the field. Robotic priests have started popping up in Buddhist temples. Therapy dogs have started spreading sweetness and light amongst patients.

Large companies which place a premium on employee goodwill have responded by hiking salaries, promoting good performers and facilitating work-from-home. Quite a few others have had no other option but to resort to issuing pink slips and giving people a compulsory break from work. Many have slashed salaries temporarily so as to manage their cash flows better. Many others are struggling to cope with a sudden spike in demand after a lull induced by extended lockdowns.

The fact that growth rates have plummeted across most sectors of the economy indicates the need for accelerated innovation and a higher rate of learning. Since newer technologies like Artificial Intelligence and Machine Learning need to be absorbed faster, there is a need to have hybrid organizations which utilize technological interventions alongside human ingenuity.

As per recent press reports, Nandan Nilekani, Chairman of Infosys, has highlighted the need to absorb newer technologies faster. Falguni Nayar, Founder and CEO of Nykaa, emphasizes that ‘Digital has emerged as a clear Winner.’ Whether shopping for daily provisions or for cars, the customers have shown a preference for digital transactions. Virtual meetings have become a norm. Carbon footprints of organizations have got reduced.

The pandemic is helping leaders to identify the slack in their systems. The need for leaders to keep coming up with out-of-box solutions was never higher.

(Part 1 of a series of articles on Corona virus and Leadership)

(Related Posts:

https://ashokbhatia.wordpress.com/2020/09/08/corona-virus-leadership-traits-and-human-values

https://ashokbhatia.wordpress.com/2020/09/14/corona-virus-some-lessons-from-bhagavad-gita)

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An academic course in management obviously does not offer lessons in managing the affairs of the heart. But the Class of 1977 broke through the academic shackles, with some of its members walking out of the campus with a clear strategy as to who their future soul mate shall be.

The stiff-upper-lip approach

Management education is all about the stiff-upper-lip approach of the mind. Analytical skills rule supreme, leading to rummy situations where analysis often leads to paralysis. Linear programming models get worked upon. Statistical techniques get dished out by stern looking professors who might have been hotter in their jobs more as police officers or as judges.

Hapless students are made to understand exponential smoothening techniques so as to be able to forecast business parameters in an uncertain business environment. Those with an engineering background struggle to match their debits and credits. The lucky ones who have had a…

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 A Tribute to Swami Vivekananda: Leader Extraordinary

 

“On the seventh of August 1941, in the city of Calcutta, a man died. His mortal remains perished but he left behind a legacy… that no fire can ever consume…”

That was the baritone, sonorous voice of Satyajit Ray in his documentary titled ‘Rabindranath’ created as a tribute to Rabindranath (a project mandated on Ray, the genius in film making, arts and literature, commissioned by Ministry of Culture, Government of India) on the occasion of the birth centenary of the another genius, Rabindranath Tagore the Nobel laureate poet, musician, novelist, dramatist, artist and philosopher. The first scene of the documentary depicted the last and final journey of Tagore to the burning ghat (crematorium).

Ray’s portrayal of Tagore began with the scene finale. But where do we start in our odyssey with the volcanic monk of India whose 150th birth anniversary we celebrated earlier in this decade?

“Let’s start from the very beginning/ a very good place to start…” (The Sound of Music)

Naren or rather Bile (Narendranath Datta) was storm or turbulence personified from childhood in the premises of the Datta household in North Calcutta. Never obedient to seniors, ever an enigma to peers (his local friends), he would relish his father’s hookas (smoking pipes) or throw away his mother’s clothes from the windows to the beggars on street even while he was locked up in a room for his erratic unmanageable behaviour.  But when the time of crisis came, his friends would run away at the sight of a snake. But he would remain seated, immersed in meditation while the snake rustled away leaving him in peace. Trained in the art of physical mastery, he would combat the white man for speaking ill of Indians. He showed the promise of a Life Exemplary and Leader Extraordinary!

“His pre-eminent characteristic was kingliness. Wherever he went he was the first.’ (Romain Rolland).

Narendranath was a born leader, never ‘made’ – only refined and directed by his great master Shri Ramakrishna.

A good leader accepts the situation at hand and tries to find a way out. But a great leader is ever in discomfort with the commonplace and the hackneyed reality. Naren began his quest for the beyond with burning questions on the existence of God and purpose of Life – only to be answered clear and direct by Sri Ramakrishna, who was to become his master though in appearance, upbringing and otherwise his direct antithesis. But this was not by any devout dedication but through a series of questioning he hurled upon his master. And then came the hour of consecration.

Ei jonmo ei shorir oi murkho bamun kine niyeche”. (This life, this body is consecrated to that old illiterate Brahmin!) – He wrote to a brother disciple later.

By the way, Narendranath was projected as the leader of tomorrow by his master – not by himself!

Naren shikshe debe” (Naren will teach the world) – was the prophecy of Shri Ramakrishna in the Master’s own writing.

A great leader emerges out of stormy crisis from various fronts – death of father, deprivation of mother from family property, futile search for a job. But he had the fortitude to stick to his master’s promise that he would never be plagued with basic sustenance. His primary preoccupation became an immersion into the self, deep in meditation. “Mon cholo nijo niketone…’ (O Mind! Return to thy own repose!). It was for his Master to turn him towards the world with the message of service, love, education to humanity. He was destined to be a leader –a banyan tree for one and many.

Storm as in crises for him was lifetime companion – severe hardship n Baranagar Math in North Calcutta after the death of his Master, hunger and uncertainty during his parivrajaka (the wandering monk) life in India, anxiety about funds for the America trip, spending sleepless and shivering night in Chicago railway station, lampooned and maligned by his opposition religious groups in the West and even from his close quarters back home.

But the fire in him was never to extinguish.

Vivekananda stood for the principles of acceptance and assimilation of diverse opinions, values and cultures. A true global leader in thoughts, words  and action, he became a fiery inspiration to men and women from the East and West from myriads of background – businessmen like Rockefeller and Jamshetji Tata, European women like Margaret Noble (Sister Nivedita) and Emma Calve, scientists like Acharya J C Bose and many more. His style of communication was different for each according to the nature and character of individuals. His was an enlightened universal mind a century ahead of his times. But never did he lose his anchor in India.

“India was his daydream. India was his nightmare.” (Sister Nivedita)

And his thundering voice rose: “He Bharat bhuliona…” (O India! Forget not…). He never disowned the past and ever cherished the golden heritage of India. But he was ever stretching out his hand and heart of welcome to the West as well, to a future that is different and diverse yet mutually and globally enriching for one and all.

Je somonnvoy kore sei lok” (The one who can synthesize is truly a human) said his Master. Swamiji lived this message throughout life – a grand synthesis of the best from all parts of the world that he had visited during his brief life span.

Srinvantu Vishwe Amritasya Putrah’ (Listen! O Children of Immortality, world over!). This was the invocation of the rishis of the Upanishads. The voice of Swamiji in Chicago Parliament of Religions resonated; “Sisters and brothers of America…” He was a modern incarnation of the ancient rishis (sages and seers) in the attire of a monk.

Back home he chose ‘atmanomoksharatham jagat hitaya cha’ as the motto of the Ramakrishna Mission – (For the liberation of the self and the welfare of the world)  on the foundation of the philosophy and principle of action ‘Siva jnana jivaseva’ (To serve man is to serve God n Man) as he learnt from his Master.

His last life in Belur Math was like that of a child – playing with animals and enjoying the company of tribal people while giving lessons on Upanishads to brother monks. In fact his was a life of a child-like leader yearning for fresh air and new light and learning forever. He learnt from all possible sources including a low caste ‘bhangee’ (one from a low caste) with whom he had smoke and also a dancing girl who, in Rajasthan at the palace of Maharaja of Khetri, taught him the message of non-discrimination among humans.

Jabot bnachi tabot shikhi” (I learn as long as I live) – was the message of Shri Ramakrishna. Following this precious teaching from his Master Swamiji lived, loved, learnt and left a legacy that is lasting and growing even beyond a century! Ramakrishna Mission is sustaining and flourishing every day all over the world for the service of humanity at large – spiritual, social and educational.

His funeral pyre was lit on the bank of the Ganges on the fifth of July 1902. The body of the monk inferno Swami Vivekananda was stretched on pyre in his chosen place under the bilwabrikshwa (The Bengal Quince tree) in Belur Math. His mother Bhubaneshwari Devi was sitting and watching the rising flames from the body of his eldest son. A speck of his saffron robe flew in the wind to Sister Nivedita, the devout disciple of the monk. She collected and preserved that ‘memento’ for her inspiration to action in the days to come.

Thus was the mortal consummation of the Swami, the Prince among men –the volcanic monk who shook the world with the fiery message of the Upanishads under the spiritual umbrage of his ‘seraphic master’ Sri Ramakrishna and ignited the spirit of India towards freedom.

Netaji (Subhas Chandra Bose) accepted him as his fiery guru in mortal absentia. In the words of Sri Aurobindo, it was like “baptism with blood and fire”. Netaji described Swamiji as a leader extraordinary in the following words:

“Reckless in his sacrifice, unceasing in his activity, profound and versatile in his wisdom, boundless in his love, exuberant in his emotions, merciless in his attacks and yet as simple as a child, he was a rare personality in this world of ours.

If Swamiji had been alive today he would have been my guru.”

I have ransacked the history of leadership and management literature in my voyage through Human values and Indian Ethos in Management, Spirituality and Leadership for nearly three decades but never found such a detailed, succinct yet most powerful and accurate assessment in these seven leadership qualities of one genius of a world leader by another of no mean stature.

We began with a tribute to Tagore by Satyajit Ray. And here we find a tribute to Swami Vivekananda, the Great Master and Leader Extraordinary by none other than Netaji Subhas Chandra Bose. They remain with us as fountainhead of boundless inspiration in a world ruled and dictated by leaders who at best belong to the class of mediocrity in academia and otherwise!

But the fire in the volcanic monk still remains alive and aflame in those who are willing and ready to be ignited.

Agne twam hridayam agachha’ – Oh Fire Eternal! Come and set our hearts ablaze!

Amar modhye je agun jwolchhe tomader modhye o sei agun jwole uthuk… Ei sodai Vivekanandar prarthana.”

(The fire that is burning within me may set all your hearts aflame! This will ever be the eternal prayer of Vivekannada.)

May we live up to his prayers!

It was high in the snowy Himalayas. Swamiji was on pilgrimage with a few chosen disciples. His intense meditation led him to a vision of the Mother Kali, the Black Goddess, the mighty Destroyer and Time Eternal, lurking behind the veil of life. During one evening in a state of high fever he wrote a famous poem that concludes thus:

“Who dare misery loves,

And hug the form of Death,

Dance in destruction’s dance,

To him the Mother comes.”

He said to her chosen disciple Nivedita (an Irish lady of noble origin): “Meditate on death. Only by the worship of The Terrible can The Terrible itself be overcome…There could be bliss in torture too…The Mother Herself is Brahman…The heart must be a cremation ground – pride, selfishness, desire, all burnt to ashes. Then and then alone, will the Mother come!”

Vivekananda exemplified an authentic synthesis of the East and the West, the past and the present, Science and Religion, contemplation and action, spiritual pursuit and service to humanity. He was the messenger of dynamism and hope to India and the world. Could it be that he was under a spell of so-called negative thinking when he wrote the above verse? Or did he want to convey a pertinent message in a different mood that might be useful for all in moments of turbulence and uncertainty?

Leaders of tomorrow in business or otherwise, when shall we learn from death and destruction of old orders that we need creative quantum breakthroughs in our leadership principles, roles and practices to shake the very foundation of our outdated models and worn out concepts, our tunnel vision and fossilized values, by keeping alive and aflame just one precious element within our hearts – the passion to transform and infuse new life in our organizations and the planet at large?

Millennia ago, Socrates exhorted us to think and look within ourselves: “An unexamined life is not worth living.”   Closer in time, the voice of Nietzsche sounded even more daring and adventurous: “If one is to live, one is to live dangerously.”

 

{Tribute to Swami Vivekananda, the Great Master and leader extraordinary on The Foundation Day (May 1st, 1897) of The Ramakrishna Mission, the first Indian international organization with headquarters in India (Belur Math, Howrah – Kolkata on the bank of the Ganges) but outreach all over the world with more than 200 centres and still thriving in glory for almost more than a century and a quarter dedicated to the service of suffering humanity. An entrepreneurial venture of timeless significance even in times of crisis as in the present, this institution remains and grows as the ever expanding  global vision of this great master as an inexhaustible source of energy and inspiration, firmly rooted in Indian culture, ethos and heritage but with appeal reaching all over the world. At a level of Philosophy in Practice (Practical Vedanta, a term coined by himself that he spread like wild fire in the West even within the short span of his life of less than forty years) he gave a new turn to the ideal of monkhood with simultaneous emphasis on pursuit of salvation of the self through evolution of Consciousness and welfare of humanity at large.The Ramakrishna Mission that embodies the ideals of globalization and sustainability propounded by its founder a century before the pioneers of management in the West could even conceive of these ideas and principles. Even at a functional level the structure of the main temple of Shri Ramakrishna in Belur Math represents a grand synthesis of the East and the West – of Christian, Islamic and ancient Indian architecture.]

(Sanjoy Mukherjee (58) is Faculty of the Sustainability, CSR and Ethics academic group at the Indian Institute of Management (IIM) Shillong. He is the Chairperson of the Institute’s Annual International Sustainability Conference (SUSCON) and also the Chairperson of Student Affairs, Placement and Public Relations.

His detailed profile can be accessed at https://www.linkedin.com/in/sanjoy-mukherjee-72b18823

Permission to publish this tribute here is gratefully acknowledged.)

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ashokbhatia

Success often makes us complacent. On the other hand, failures help us in our relentless pursuit of excellence.OVERSTAYING ONE’S WELCOME

My own experience tells me that it helps to befriend and manage our failures. Each failure makes us discover a latent strength of ours. Each one has the potential to open up fresh vistas in our lives.

Yes, it also helps to take a step back to evaluate our successes, so the critical factors behind those could be understood better.

Befriending Failures

There is no cut-and-dried formula for managing failures. However, I do believe that a renewed focus on the following factors can help us in getting more out of our failures.

Giving up Self-pity

It does not get us anywhere. It only ties us down to a past which can’t be rewound and rerun. Negative things do happen. It does not mean that all others are as happy as they…

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