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Posts Tagged ‘Lord Rama’

 

My audience may by now be losing its patience, thinking as to why I keep harping on the term ‘values’ so very often!

The Road to Happiness

Well, it would not need a Sherlock Holmes to figure out what is happening here. Besides being an occasional author, a speaker, a regular blogger and content creator on such topics as Management, P G Wodehouse, Bollywood and life in general, yours truly has undergone several juicy experiences in life – some sweet and some sour. Based on my 35 years+ experience in the corporate world, I have become aware and conscious of the need for high values and ethics in business. Some of you may recall my having worked across the two opposite ends of the Value Spectrum.

Add to this the enriching experience I have had while our planet has been busy spinning on its axis and completing 68 odd rounds around the sun since I have been around and the plot gets even thicker. Those of you who have had the misfortune of trudging through my articles and books would have already sensed an underlying current highlighting this very theme. In me, they would have discovered a fierce critic of any kind of compromises on this front.

My belief is that business ships (and lives too) which are built on a keel of sound values end up not only having a better brand equity but also yield better returns. When we are broad minded and give back to the society at large, we serve a higher purpose in life. Purpose brings inner happiness. Happiness is what we all seek.

Where Do Our Values Come From?

All this may have left my audience wondering as to from where our value systems come from. This would surely need the keen eye of Sherlock Holmes to explore.

Our Genes

After years of research on bonobos – intelligent apes closely related to us, homo-sapiens – Frans de Waal argues that human morality is not imposed from above but comes from within us. In his path-breaking book entitled The Bonobo and the Atheist, he proposes that moral behavior does not begin and end with religion. It appears that our values and ethics are instead a product of evolution and cultural response. All of us strive to be good within ourselves, in our own eyes. This explains our trait of innate goodness.

A cat or a dog may not think through the process so thoroughly, but bonobos surely appear to be aware of the nuances of social norms. They have a developed sense of reciprocity and fairness. They are even known to intervene in a fight between two tribe members so as to maintain peace and harmony!

Ancient apes, whales and dolphins deserve our gratitude for several qualities that we possess – our sensitivity to others, our concern for fairness, love of harmony and other just forms of societal behavior. If religion or spirituality attracts us, it is because that is how Mother Nature has made us. These present to us a template of good conduct; these touch a chord somewhere deep within us.

We, a Cocktail of ‘Gunas’

However, there is no guarantee that all of us follow the template of good conduct alone. As per Bhagavad Gita, each one of us has a unique mix of the three kinds of traits (gunas): Sattwic, Rajasic and Tamasic.

Spiritual texts tell us that both the good as well as the evil are manifestations of the Divine. When Lord Krishna manifests his all-pervasive and all-inclusive Vishwarupa form in the midst of his sermon to Arjuna, he reveals the negative side of the Divine as well.

Conception, Upbringing and Our Role Models

The thoughts of our parents when we were conceived, the manner in which we are brought up and the role models we have in our lives are perhaps some of the other factors which shape our inner value systems.

In childhood, when I picked up some money lying on the road outside my home, with gleeful thoughts of treating myself and my friends to an ice cream or two later, I had no other option but to be guided by the moral compass of my parents. I was made to donate the money to a beggar outside a temple we visited in the evening that day. In many other instances, a straight and narrow path of righteousness was laid out.

It was a common practice for my paternal grandmother to read a few pages of Ramcharitmanas almost every evening. Likewise, my maternal grandmother was a follower of the principles of Mahatma Gandhi, Vinoba Bhave and Swami Vivekananda. Stories from Panchatantra et al defined the nature of books and comics available to us in our childhood.

The rich legacy left behind by my parents and other family seniors comprises the kind of values they cherished. Never to brag about one’s accomplishments. To listen to all, but to do only what one’s inner voice holds to be right. Be truthful and honest, but not to hurt anyone in the process. Do not easily promise anything; once promised, just do it. Treat others in the way you yourself wish to be treated. Be punctual; you have no right to waste another’s time. Eat healthy. Exercise regularly. Be good to others, but protect yourself first. Be always courteous to members of the tribe of the delicately nurtured. Judge people only by their inner qualities; not by their external appearance. As to your future plans, share these only on a need to know basis.

In addition to the immediate family members, there were a bevy of uncles, aunts and cousins passing by the household, some benign and a few others not so. Their feedback and their comments also shaped up our thoughts.

Those were simpler days when the radio was the only means of entertainment. The power supply would often play hide and seek. At bed time, while watching the twinkling stars high above, one could learn much from the stories of various achievements of our ancestors narrated by someone senior.

Lord Rama and Lord Krishna 

Mahabharata was yet another epic which influenced me. Arising out of an age-old belief that a copy kept in the house could lead to conflicts between siblings, I could read it only when I was in college. Some traits of Lord Krishna – a friendly disposition, fleet-footedness, detachment, helping those who are on the path of righteousness, strategic thinking, treating ends more important than the means, etc – are endearing and relevant to this day.

Both the godheads present a slightly different template of good conduct. Both exhort us lesser mortals to follow the path of righteousness, or dharma. But their methods vary. If Lord Rama is an epitome of virtue and is to be kept on a high pedestal and revered, Lord Krishna is less bound by notions of morality. He is a true friend, philosopher and guide. If a villain in our story is troubling us too much, one could frankly confide in Krishna and request him to ensure that the fellow be somehow banished from Earth and packed off to Mars on a one-way ticket. This is the kind of liberty we just cannot take with Rama who would surely take a jaundiced view of a request of this kind!

Much later in life, in the corporate world, I learnt the practice of ethical values at two of the companies I worked with. Tax planning and tax avoidance was fine, tax evasion was not. Creative interpretation of laws was fine; laxity in following the norms of governance was not. Payment of bribes was ruled out.

In one instance, while in the employment of one of these companies, I was invited by a management institute to be a part of their curriculum finalization team. A token remuneration was offered by the institute and accepted by me. As per company policy, the amount was gifted to a charity rather than used by me personally.

Learning from the Younger Ones

Bring in a leader of high values in an organization and see for yourself the manner in which ethical practices percolate down to all the levels. Given support from the very top, businesses then get run by striking a judicial balance between the commercial interests and the society’s welfare. A culture of encouraging Conscience Keepers and discouraging neither dissent nor whistle-blowing permeates such organizations.

In a way, we can learn much from our younger generation which does not feel shy in calling on its employers to either shape up or ship out. Uber experienced this recently, when it came to dealing with reports of harassment by its drivers of some of its female passengers. Likewise, producers of the 2020 movie, The Social Dilemma, deserve a hearty round of applause for giving us a peek into the way we get manipulated by the social media giants.

Values: Teaching and Learning      

I have no academic credentials to say this, but I believe that values can not only be learnt but can also be taught. Learning comes from within whereas teaching is an external stimulus. One moves as if on a spiral, imbibing things within while also absorbing inputs from outside.

If our inner consciousness is awakened, so to say, we may be more open to learning good values. But if we have somehow evolved into dense, obstinate and shameless beings, believing ourselves to be the epitome of perfection, life’s harsher slings and arrows alone may be able to teach us quite a few things. All of us are like sponges which readily absorb the kind of cultural liquid which surrounds us. That is how, keeping the right ‘company’ is so very crucial in our lives!

In-house orientation programs, backed by relevant case studies and real-time experiences shared from across different verticals of the organization can help. The credibility of the resource person often plays a crucial role.

Grooming Spiritually Inclined Leaders

Businesses (and many of our governments too!) need to consciously groom leaders who rate high not only on their Intelligence and Emotional Quotients, but also on their Moral or Spiritual Quotient, bringing in to the work place a set of healthy values and ethical practices.

This, I believe, is the basic need of our times.

 

(SQ Illustration courtesy Sanket; other images courtesy www) 

 

(Related Posts: 

https://ashokbhatia.wordpress.com/2021/02/21/a-few-things-which-make-me-angry-these-days

https://ashokbhatia.wordpress.com/2018/11/27/values-the-real-soul-of-organizations-2

https://ashokbhatia.wordpress.com/2017/04/28/ethics-and-values

https://ashokbhatia.wordpress.com/2015/06/01/towards-sq

https://ashokbhatia.wordpress.com/2013/08/01/the-beauty-inside-bonobos-and-management)

 

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Ravana, an ardent devotee of Lord Shiva, was not only a great scholar but also a capable ruler. He had a great taste in music and had mastered the veena. He is said to have been an expert in astrology and political science. He is also believed to have written a treatise on Siddha medicine.

He is described as having ten heads which are said to represent his knowledge of the six shastras and the four Vedas. Folklore has it that even while lying on his deathbed, he imparted valuable wisdom to Lord Rama and Lakshmana.

Much like powerful CEOs of large corporate bodies, Ravana had the necessary knowledge and skills to steer his kingdom to great heights. But his sheer pride, arrogance and a tendency of stifling dissent did him in. His obstinacy, and intolerance towards dissent, eventually led to his fall from grace.

The fact that…

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Lord Krishna, whose birthday will be celebrated tomorrow, happens to be one of the most revered and liked gods of the Hindu pantheon. Looked at from a management point of view, he is a leader par excellence. He manages events and people in such a manner that the end result is eventually positive and leads to a greater good.

Here are some facets of his personality which might be instructive for managers at all levels.

A friendly demeanour

When a devotee plans to seek a straight forward favour, like when a much-awaited promotion is due and hard workKrishna_holding_flute has indeed been put in for the purpose, Lord Rama is often the more sought after religious figure. But when a devious request has to be made, say when praying for the transfer of a CEO who keeps disturbing one’s mental peace, the attention invariably turns to Lord Krishna. After all, he…

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Ravana, an ardent devotee of Lord Shiva, was not only a great scholar but also a capable ruler. He had a great taste in music and had mastered the veena. He is said to have been an expert in astrology and political science. He is also believed to have written a treatise on Siddha medicine.

He is described as having ten heads which are said to represent his knowledge of the six shastras and the four Vedas. Folklore has it that even while lying on his deathbed, he imparted valuable wisdom to Lord Rama and Lakshmana.

Much like powerful CEOs of large corporate bodies, Ravana had the necessary knowledge and skills to steer his kingdom to great heights. But his sheer pride, arrogance and a tendency of stifling dissent did him in. His obstinacy, and intolerance towards dissent, eventually led to his fall from grace.

The fact that he coveted a woman who was someone else’s soul mate also led to his ruin. Popular belief takes a jaundiced view of his character since he had abducted Sita and had held her in captivity, thereby inviting the wrath of Lord Rama. His wife, Mandodari, brother Vibheeshana and grandfather Malyavaan – all advise him to return Sita to Rama. Instead, he chose to listen to his courtiers who played on his ego and pride and advised him not to do so.

Learning from Ravana

If CEOs of today were to take a leaf out of Ravana’s life, they would avoid becoming proud and arrogant. They would learn to be more tolerant and open-minded to views which do not match their own. They would run their fiefdoms with much greater finesse and grace, ensuring sustainable prosperity for all stakeholders to their business.

Getting rid of one’s ego does not necessarily mean that the CEO becomes a doormat. Or that he allows his team members to exploit the system and take advantage of his good intentions and decent behaviour. It simply means that he cultivates an ability to see the other person’s perspective before arriving at a decision; that a consultative and collaborative approach to decision making gets followed; that those who happen to be shy in a meeting are drawn out so he may check if they have something valuable to add to the issue on the table.

Consciously letting go of his pride is another quality they can cultivate. Privileges which go with a corner office can be readily forsaken. Exclusive car parking spaces can be given up. Preferential treatment in the common food court for employees can be politely declined. The barriers between himself and others can be lowered to the barest minimum. In all official proclamations, an ‘I’ can give way to a ‘We’.

Arrogance can get avoided. Instead, feigned anger can get used as a tool, either to defuse a tricky situation or to gently put in place a team member whose behaviour crosses the limits of decency.

Discouraging yes-men amongst their team members is yet another critical quality a CEO needs to develop. Encouraging healthy and objective dissent goes a long way in enjoying success in all spheres of life.

Respecting women in the workforce is another trait which is essential. Promoting a culture of zero tolerance towards harassment of the opposite sex helps a company to shore up its productivity and improve employee morale. Top achievers in the team cannot be allowed to act upon their amorous instincts at the work place.

Several qualities of Ravana are worth emulating by CEOs of today. Always striving to learn something new. Forever looking for new markets and new customers, much like Ravana harboured an ambition to conquer dev-loka, the heavens beyond. Tirelessly seeking different ways to achieve a goal. Adopting new technologies and cultivating an innovative mindset. Developing hobbies and interests which would help to keep a sense of balance in their lives.

The real victory is within us

This year, too, on the day of Vijayadashmi, we shall witness the burning of Ravana’s effigies and believe it to be the victory of good over evil. But would we stop for a moment to introspect and try to get rid of our own king-size egos? Would we resolve to let go of our arrogance and become good listeners, especially when someone like Vibheeshana is trying to tell us an unpalatable truth?

The day a CEO starts doing this would indeed be the true Vijayadashmi day for him!

(Related Posts:

https://ashokbhatia.wordpress.com/2013/05/27/management-lessons-from-ramayana

https://ashokbhatia.wordpress.com/2016/06/07/some-management-lessons-from-india

https://ashokbhatia.wordpress.com/2016/04/04/super-leaders-the-near-perfect-ceos)

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Lord Krishna, whose birthday will be celebrated tomorrow, happens to be one of the most revered and liked gods of the Hindu pantheon. Looked at from a management point of view, he is a leader par excellence. He manages events and people in such a manner that the end result is eventually positive and leads to a greater good.

Here are some facets of his personality which might be instructive for managers at all levels.

A friendly demeanour

When a devotee plans to seek a straight forward favour, like when a much-awaited promotion is due and hard workKrishna_holding_flute has indeed been put in for the purpose, Lord Rama is often the more sought after religious figure. But when a devious request has to be made, say when praying for the transfer of a CEO who keeps disturbing one’s mental peace, the attention invariably turns to Lord Krishna. After all, he is our friend, with whom we can be frank and open!

This is the kind of appeal Krishna has. The fact that he has been depicted as a playful child and teenager adds to his unique image. The manner in which he treats his friends like Arjuna and Sudama multiplies his allure as a great problem solver. His ready availability is his Unique Selling Proposition. This is a quality which many a manager would find good to imbibe.

Flexibility in Approach

When it becomes apparent that Jarasandh would not allow the kingdom of Mathura to enjoy uninterrupted peace as long as he and Balarama are there, Krishna does not hesitate to leave his comfort zone. In order to ensure that the denizens of the city remain safe, he decides to build a new capital at Dwarka and shift his operating headquarters there.

When market dynamics change, business leaders and their team members in FMCG companies do not hesitate to travel to the hinterland. This helps them to understand the customer psyche better, thereby improving their presence in diverse markets.

Examples abound of companies of companies which did not keep pace with the changes in technology and the market place. They continue to remain alive in our memories only.

Accessibility

Whosoever happens to be facing a challenge can approach him. Whether it is Arjuna or Duryodhana, there is no hesitation in seeking his help. Yes, whether and how he decides to help depends on which side of ‘Dharma’ we happen to be on. Duryodhana gets the support of his entire army, whereas Arjuna ends up getting him as a personal charioteer.

The privilege of accessibility is granted even to those opposed to him. Sisupala has the liberty of abusing him publically. Admittedly, he has a quota which, when exceeded, results into his death.

True blue leaders are invariably accessible to their team members. When a sudden challenge pops up, anyone can reach out to them and seek guidance.

Adherence to ‘Dharma’ (Righteousness)

The values inherent in a corporate policy, the vision for the company, the mission of the organization – theseMahabharat Disrobing_of_Draupadi constitute the ‘Dharma’ of all leaders, CEOs and managers.

When Krishna gets invited to the palace of Duryodhana for a rich feast, he declines. Instead, he prefers to have simple food at Vidura’s place. When Draupadi gets disrobed in King Dhritarashtra’s court, he manages to protect her honour. When a war becomes inevitable, he sides with the Pandavas. Invariably, he sides with those who follow the path of righteousness.

Strategy and Vision

In a careful reading of the major turning events in the whole narrative of Mahabharata, Krishna emerges as an eminent strategist. He keeps Draupadi’s frustration under check. He knows that Kauravas would never agree to let Pandavas have their share of the kingdom in a peaceful manner. Yet, he himself goes to plead their cause so that peace is given a last chance.

In the battle that ensues, he virtually leads the 7 divisions of Pandavas’ army to a decisive win against the 11 divisions of Kauravas’ army.

All mighty warriors on the Kauaravas’ side fall with specific inputs from Krishna. In case of Bhishma, Arjuna attacks him standing behind Shikhandi. Dronacharya is misled to believe that his son Ashwatthama has fallen. When Duryodhana appears to be invincible in his mace fight with Bhima, Krishna gestures to the latter to hit the former below the navel, thereby incapacitating him. When Balarama gets upset with Bhima for having broken a cardinal principle in his final fight with Duryodhana, Krishna intervenes to pacify him by reminding him of the several injustices perpetrated by the Kauravas on Pandavas.

Detachment

The manner in which Krishna persuades a demoralized Arjuna to take up his arms by enunciating the basic principles Mahabharat Krishna Arjunaof life in the Bhagavad Gita is exemplary. The gospel of devotion to duty, without attachment or desire of reward, continues to show the way of life to all those who seek light in the dark problems of life.

Krishna not only preaches but also practices detachment. Consider the manner in which he decides to leave his home and hearth in Gokul and Vrindaban. To him, the call of duty, of restoring the kingdom of Mathura to King Ugrasena, a just and righteous monarch dethroned and imprisoned by his own son, Kansa, is supreme. The fact that Kansa happens to be his maternal uncle does not stand in the way of Krishna killing him to achieve his goal.

He does not entertain the thought of ruling over Mathura himself. He believes that in order to be a competent ruler, he first needs to complete his study of the Vedas, achieve proficiency in warfare and understand the nuances of governance.

What does a CEO do when business conditions warrant a manufacturing unit to be shut down, even though he himself had painstakingly set it up two decades back? What does a manager do when a much-liked junior commits an act of impropriety and has to be asked to leave the company? Or, when a plum assignment has to be given up due to compelling personal reasons? A sense of detachment comes in handy in all such situations. The higher the level of detachment, the more objective the decision is likely to be.

Unstinted Support

When Abhimanyu gets killed on the battle field, a grief-stricken Arjuna vows to slay the warrior responsible – Jayadratha – by next sunset, or end his own life. Krishna manages to save Arjuna’s honour, bringing much relief to the Pandavas.

To those who remain committed and loyal to them, leaders provide unstinted support.Krishna

The Many Masks

Krishna does not hesitate to reveal himself in his entirety in the midst of the battlefield. Arjuna is petrified to see the ‘Vishwa Roopa’ of someone he considers to be a close friend.

Leaders also wear several masks. They could be polite and gentle. They could be loving and compassionate. But if the situation demands it, they could also invoke dread and fear amongst their team members. Just like Krishna, they possess a multi-faceted personality.

The Inner Voice

One of the basic concepts enunciated by Krishna in the Bhagavad Gita is that of the everlasting nature of the soul. The concept of a soul now finds a resonance even in modern management literature. In ‘The 8th Habit’, Stephen Covey urges professionals to pay heed to their ‘inner voice’. While proposing the whole person paradigm, he speaks of the four dimensions of a person – spirit, body, heart and mind.

Intuition

Once the war gets over and all his sons have got killed, Dhritarashtra attempts to kill Bhima by crushing him in a close embrace. Krishna is able to read his mind and deftly pushes across a metal statue instead, thereby saving Bhima’s life.

Smart managers go beyond ‘analysis paralysis.’ They do use information, but they also rely on their intuition. A more balanced decision-making comes about.

Tenacity and Perseverance

When the disappearance of a valuable gem, the ‘syamantak mani’, is attributed to Krishna, he does not wallow in self-pity. With a chin-up attitude, he keeps working on the problem till the time it becomes clear that his conduct is as pure as the driven snow.

CEOs with a tenacity of purpose build up a unique team of followers. Perseverance is ingrained in their character. To give up does not come easily to them.

A Global MindsetMahabharat Draupadi_and_Pandavas

Personally, Krishna has little to gain from the great war. All his actions are directed towards the overall benefit of the society. Once Yudhishtira assumes the charge of the entire kingdom, peace prevails and development comes about.

Great business leaders share the same quality with Krishna. They try to give back to society in more ways than one. Sustainable business practices ensure that their companies’ operations do not cause irreparable damage to the eco-system.

Leading from Behind

Unlike Lord Rama, who leads an army from the front, Lord Krishna leads it from behind. The former leads an army of monkeys. The latter leads an army of illustrious people. Each one has great prowess, expertise and self-mastery. He also gets to handle people who are more shrewd and cunning.

In the initial phases of industrial revolution, when manufacturing was the primary activity, most of the leaders had to lead their teams from the front. In the services sector, as also in the emerging knowledge economy, leaders mostly manage from behind.

Depending upon the situation at hand, leaders switch from one mode to another. The style also varies from person to person.

A Tryst with Adversity

Krishna lives a unique life which is full of adverse circumstances. He is born in captivity. He is separated with hisKrishna birth parents immediately after his birth. Even as a child, he manages to survive attempts on his life. He leaves his foster home, never to return. He leaves the city of his birth and relocates to a far off place. He continues to be busy solving other’s problems throughout life. His whole clan gets destroyed in a bitter fight between its own members.

At no stage do we find Krishna blaming his circumstances. He is self-assured. He is confident. He is clear on what he wants to achieve. His methods may be rough at times, but they deliver.

Sure enough, like many a business leader, he pays a heavy price for upholding righteousness. With little time for family and children, the progeny is destined to remain unsung.

Tough situations bring out the best within managers. Life strives to chisel their character into a fine shape, much like a finely carved statue which is much admired by those who view it from the outside. Few realize the pain, suffering and sacrifice that the stone has undergone to achieve that exalted beauty and that state of perfection.Krishna_Arjuna_Gita

Krishna – A Spiritual Leader

Much like a business leader of modern times, Krishna displays vision, flexibility in approach, resourcefulness and an excellent capacity to command. The authority that he exercises over others is born more out of love and concern, not fear. He is the trouble-shooter par excellence who leads, inspires, guides and motivates. He sets a fine example for business leaders and managers to emulate.

Krishna is a role model for spiritually inclined leaders and managers. He demonstrates that being spiritual does not necessarily mean being soft. It only implies that one’s decisions and actions are rooted in stark pragmatism, backed by sound values and propelled by a desire to achieve the greater good.

(Related posts:

  1. https://ashokbhatia.wordpress.com/2013/05/27/management-lessons-from-ramayana
  2. https://ashokbhatia.wordpress.com/2013/07/12/management-lessons-from-mahabharata)

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When it comes to upholding righteousness in our turbulent times, instances from Indian scriptures offer invaluable insights.

ashokbhatia

India can justifiably boast of a long history of culture, tradition and values. Scriptures of Indian origin are a treasure trove of nuggets of wisdom. These continue to be relevant in the current context and also find ready application in the field of business management and administration.

Here are some of the areas where I believe Ramayana can inspire management14 practitioners.

  • A Premium on Values

Sticking to some core values which are steeped in righteousness eventually leads to success. The main protagonist, Rama, is depicted in Ramayana as an epitome of virtue. He is an ideal king, an ideal son and a pragmatic person. He sets high ethical standards in warfare and invariably sides with dharma, or righteousness.

A random sample of all successful business houses which have been around for more than a century now – Siemens and Tatas, for instance – is ample proof that ethics in…

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