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Posts Tagged ‘Positivity’

“So, Mr Bhatia, what do you think?” asked the tough looking beak-in-chief. I had just been ushered into this mandarin’s plush office. A cup of tea had been duly arranged, with few snacks in tow.

Across the road, the sea was going about performing its normal task, its mighty waves relentlessly pounding the rocks, roaring and frothing. The night sky was clear and a mild breeze was blowing. The moon was enjoying its usual saunter, its soothing light creating dancing ripples on the surface of the sea. It was a scene which was designed to soothe any soul in aguish.

But my soul was in torment. The heart was aflutter. The brow was furrowed. The pride of the Bhatias was wounded. You see, life had so far never prepared me for being treated as a criminal of sorts. Having been a law-abiding citizen all along, I was not used to being interrogated and that too so very late in the day. Having been held in captivity throughout the day, and asked to pen down my responses to a long list of obnoxious and repetitive questions, the nerves were all of a twitter. All this had happened under the stern watch of some of the junior beaks who looked much like a bunch of dreadful villains straight out of a Bollywood movie.

I eyed him narrowly. Obviously, the beak-in-chief’s looks were not much to be written home about. He reminded me of Sir Watkyn Bassett, the magistrate from the canon of P G Wodehouse. Nature, when planning this unique specimen, had endowed him with bushy eyebrows, a pencil moustache and a prominent jaw which would have prompted even someone like Adolf Hitler sit up and take notice. His eyes were a bit too keen and piercing for one who was not an Empire builder but a mere revenue official of a senior cadre tasked with milking businesses which, in his opinion, had many skeletons made of unalloyed gold stored in their cupboards. Revenue officials all over the world happen to be a class apart; particularly, those in India are well known for their deep distrust of businesses. Guilty till proven innocent is their credo. Shakespeare, I suspect, would have etched out Shylock’s character based on an earnest and conscientious taxman hounding him for concealing his royalty earnings.

I summoned all the Bhatia courage, resilience and tact and gave him an artificially sheepish look.

“To be frank, I feel like crossing over the road and drowning myself in the sea,” I bleated weakly.

All gibberish, of course, designed to deflect, deceive, distract and bring in a temporary rapport between me and the party of the other part. His relief on hearing these words, containing as they did no reference to the facts of the case, was great. He smirked. A sarcastic smile adorned his visage.

The dialogue with this officer of the law continued far into the night but I would spare my audience all the boring details which, if mentioned here, might promptly put them to sleep.

As P G Wodehouse would have put it, one of the several difficulties which authors face when telling a story is as to where to begin it. If they take too much time building the atmosphere and etching out the characters, the audience may simply decide to junk the narrative and start checking their social media updates instead.

On the other hand, if the author were to permit his narrative to take off like a rocket to the Mars, the public simply starts twiddling its thumbs trying to figure out what is happening. They simply walk out on the hapless soul, leaving it a wee bit clueless, much like an Olympic athlete who dazzles with his performance in a stadium which happens to be empty and utterly devoid of humanity, thanks to a raging pandemic.

Allow me therefore to go back a little bit in time. Assigned a senior management position in a small company operating out of a small town located on the shores of the Bay of Bengal, I had somehow been sucked into the eye of a storm since past several months. Thanks to a two-timing junior employee and an array of operational goofies, the revenue authorities had been persuaded to suspect something fishy going on in the operations. A detailed investigation was underway for some time. The authorities, as is their wont, were keen to quickly size up their pound of flesh and make my employers cough up a sizable sum without delay. My feudal sense prevailed. A close friend from my college days who had risen to a senior position in the same department of the government elsewhere kept advising me informally throughout the sordid process.

As the episode unfolded, however, it transpired that I was suffering from a misplaced sense of loyalty to the company. My brand equity was at its lowest ebb. The credibility of the technical department which was the real defaulter in the matter was somehow much higher. In me, the company found a ready villain who could take the rap for the unfortunate incident.

Once the case had assumed a shape, I was given the marching orders and left to fend for myself. If I myself had been in the position of the owners then, I would have reacted similarly but perhaps in a gentler and more humane manner. In fact, had the company followed the principles of natural justice and an equidistant approach to all functions, the probability of a corporate embarrassment of this kind could have easily been nipped in the bud.

Subsequently, I had learnt that the matter had dragged on for quite some time and had got finally resolved on mutually agreed terms.

The stress suffered over a period of 18 months of the investigation eventually led to a cardiac issue popping up, duly followed by a long period of rest and recuperation. The family moved in to provide unstinted support and I was soon up and about, living as normal a life as one could wish for.

A great thing about the harsh slings and arrows of life is that even when we feel that there are dark clouds on the horizon and not even a single ray of hope visible anywhere, our Guardian Angels wake up and decide to offer us an olive branch. For the past several years, I had not ventured to seek greener pastures in the town my wife and I made our home. The impression was that for a person like me having a senior position in a company, backed by a package which was otherwise fine though not something to write home about, it was well nigh impossible for me to secure another assignment with a matching, if not higher, paycheck, especially in a town which did not boast of many industries.

A Good Samaritan amongst the broad circle of friends I had came up with an olive branch in the form of a suitable position in the large organization of which he was a key decision maker. An offer got made and was duly accepted. Some nine months after I had lost a great degree of my self confidence, personally as well professionally, I now had an opportunity to turn a new leaf and rebuild it.

This change was just a way for life to show me the importance of observing values and ethics in whatever I did. I realized that one’s brand equity is built over a long period of time. Once built, it becomes like the fragrance of an exotic flower. It travels much ahead of one, often opening up new vistas, offering a wider canvas for one to perform and excel at whatever one undertakes to do. The observant ones amongst those around us are surely able to size us up much quicker than we can manage to do ourselves.

I would urge my audience to take my suicidal intentions – conveyed to the stern beak-in-chief – with a bowl full of salt. Close friends who have noticed the Bertie Wooster streak of resilience within me have held that amongst their circle of pals, I shall be the last one to ever consider a deliberate attempt to kick the bucket.

My idea of mentioning this nasty episode in my life is not to play the victim card and seek sympathy from my audience. I just thought I could share with others what I learnt in the process. My mistake was to not to keep a tab on the ground realities myself. Instead, I practiced partial abdication, mistaking it to be delegation. Trusting some colleagues who had an axe to grind with the company was another. Like the incident mentioned above, there are many others which can also be captured here.

Life, as you all know, is not a bed of roses. It is not a social media platform where narcissism alone rules. It also makes all of us undergo major setbacks. This is indeed its unique way of chiseling us out of hard rock and giving us a better shape.

But with each harsh chiseling, one had somehow managed to wriggle out of the throes of a deep V-shaped depression. One had risen from the remains of one’s dead self. Mighty forces of positivity had prevailed. The chin had yet again become high. The stiff upper lip had come back and the sky had once again turned a cheerful blue. A leap in the professional affairs had eventually come about.

(Related Posts:

https://ashokbhatia.wordpress.com/2016/04/01/about-me

https://ashokbhatia.wordpress.com/2019/04/03/planning-a-career-with-an-owner-driven-outfit-consider-some-of-the-values-followed-by-such-businesses

https://ashokbhatia.wordpress.com/2018/07/22/of-a-mom-bassett-and-the-allure-of-policemens-helmets

https://ashokbhatia.wordpress.com/2011/10/05/divine-grace-works-all-the-time)

 

 

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ashokbhatia

I have had the privilege of observing several business leaders at close quarters. Most of them are professionalsLEADERS who have become true blue leaders purely by merit. Some of them are owners and entrepreneurs who have built up a business empire by sheer innovation, risk appetite, organizational ability and hard work.

Here is a listing of some unique traits and habits which I believe make them exceptionally great leaders.     

1.   A Four-Dimensional Thought Process

Any issue being faced by great leaders is viewed through a four-dimensional lens. They possess the unique capacity to be able to see not only the spread, the reach and the depth of the problem at hand, but also its likely evolution over a period of time. They have good intuitive faculties.

Being both a visionary and a thorough person is important. All the four dimensions of a problem are intricately entwined. A great…

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I have had the privilege of observing several business leaders at close quarters. Most of them are professionalsLEADERS who have become true blue leaders purely by merit. Some of them are owners and entrepreneurs who have built up a business empire by sheer innovation, risk appetite, organizational ability and hard work.

Here is a listing of some unique traits and habits which I believe make them exceptionally great leaders.     

1.   A Four-Dimensional Thought Process

Any issue being faced by great leaders is viewed through a four-dimensional lens. They possess the unique capacity to be able to see not only the spread, the reach and the depth of the problem at hand, but also its likely evolution over a period of time. They have good intuitive faculties.

Being both a visionary and a thorough person is important. All the four dimensions of a problem are intricately entwined. A great leader’s vision would be rooted in something big and motivational; it would also be backed by a detailed implementation plan, a contingency plan, and, of course, loads of hard work.

In other words, their vision and broad mental sweeps are matched by finer details. Their attention to detail could be annoying at times. Send them a note/mail with a typo and you are sure to earn a gentle reprimand. Attend a client meeting with them and your pencil color and tie pattern had better match that of the team!

Opening a sealed envelope and double-checking the figures and totals in a statement are habits they tend to have. Ensuring that an important letter is put in an envelope with the correct name, title and address of the recipient is another dimension of their spirit of perfectionism.

2.   Good Speakers but Better Listeners and Readers

Leaders who charm us would perhaps never be at a loss for words. They would conduct meetings with great finesse and nudge the discussion in a productive manner. But they would also know how to listen. Don’t be surprised to find them walking around with small cards to take notes when people talk.

Send them a well-drafted mail on a matter of critical importance and we can be rest assured it would be read with all the attention it deserves. A well thought-out response would invariably follow, if not a phone call or an invitation for a personal meeting.

For matters which are of a strategic nature, or involve a policy decision, they are never in a hurry to hit the send button.

Strong leaders like to hear alternate viewpoints. They have neither time nor patience for sycophants. Irrespective of the time or venue, they are always willing to listen. Of course, the final call on any issue is their own.

3.   A Hardened Love for People

They just love people, though it does not mean they cannot be hard on them. Understanding people and their problems comes naturally to them. In most cases, it is empathy at work and not sympathy.

If there is a personal problem, they would go to great lengths to assist us in finding a solution. If a mistake gets repeated, we can be sure of their coming down like a ton of bricks on the real defaulter amongst us.

Great leaders are invariably fair when it comes to apportioning blame. The policy they follow is that of praising in public and rebuking in private. The focus is always on finding a solution and not on witch-hunting.

They would never select a wrong person for the organization. Interviews for new recruits would be detailed and exhaustive. An exhaustive background check of a successful applicant would be done before a formal offer is made. A meticulous induction program would be in place. They would elicit feedback at all stages of our progress through the company and intervene in matters of career advancement wherever necessary.

They would not shy away from fixing tough targets. Performance would be their primary consideration. They would neither delegate nor avoid meetings where a negative feedback has to be shared with an employee. A person found wanting on initiative has no place in their scheme of things.

Zero tolerance for a breach in values and ethics happens to be one of their prime qualities. A case of immoral conduct would get settled quickly and effectively. It would not matter if it involves either a great performer or someone who has been ‘loyal’ to the organization all along.

4.   A Commitment is a Commitment

It is not easy to extract a commitment out of them. But once they commit to something, they would move heaven and earth to deliver on their promise.

Likewise, if we agree upon a target with them, we would do well to deliver on our promise. If we fail, the consequences could be disastrous for our career progression.

Each one has a unique follow-up system in place. Some have the habit of pulling out small scribbled notes from one of their pockets to check on the progress of tasks assigned and agreed upon. Some are sticklers for maintaining and updating their diaries – manual or otherwise. Once we appear on this follow-up radar of theirs, we would not find it easy to squiggle out of it till the time the task is indeed accomplished.

5.   A Stronger Moral Compass

Great leaders live by example. They create a culture which is at once innovative and results-driven, entrepreneurial and collaborative, socially responsible and pragmatic. To them, their moral and spiritual compass is as important as their business and financial compass.

At the core of their moral compass is an intra-preneurial approach. They might be employees themselves, but their vision, actions, behavior and responses would be totally entrepreneurial. They would walk around behaving just like the true owners of the business they are meant to govern. Try to fall foul of them on their basic value system and you could be getting a pink slip earlier than you think.

Smart leaders are also aware that gender diversity facilitates better decision-making at all levels of the organization.

6.   Straddling the Digital Divide

They have also perfected the art of balancing the digital world with their real world. They answer every email addressed to them. If they are part of the hapless ‘cc’ brigade, they do not hesitate to intervene if and when a multilateral dialogue on the mails becomes either unproductive or political in nature.

Somehow, they always find the time to communicate face-to-face. They strongly believe that if something is worth communicating, it is surely worth over-communicating.

We would not find them coming up with knee-jerk solutions to problems. Dispassionate at heart, they have somehow mastered the technique of always maintaining their equipoise, radiating positivity all around them.

Management can be learnt; leadership is basically inborn. The good news is that there are several leadership traits which can also be emulated and learnt.

Imbibing such traits needs a great deal of focus and sustained effort. The journey could well transform us into becoming better leaders, whose style would trickle down the organization. This would improve employee morale and behavioral consistency across the entire set up, thereby making the organization more effective.

 

 

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