Posts Tagged ‘SPANDAN’
Human Values – Relevance in present-day organizations: An Essay by Shreya Kumari (Courtesy SPANDAN)
Posted in Management Lessons, tagged Human Values, Leadership, Management, Prof G P Rao, SPANDAN on March 12, 2022| Leave a Comment »
“Carrots and sticks are well alive and well within the change canon, and some businesses forgo the carrots”
The dominant paradigm, particularly in today’s world, is that organizations are there to principally generate shareholder value and profit. When profit is threatened, laying off workers; and when profit is surplus and so is demand, then skill-scale-speed followed by HRs as an optimum variable in the recruitment, has become an uncontroversial norm. In both of these cases, human values take a backseat and that won’t do. While this archetype has been further reinforced by the pandemic, it doesn’t hurt to reevaluate the same while visiting some of the catastrophic consequences in the 20th century that coercion and neglect of human rights had on organizations and nations at large. While the unions and strikes against some marginalisation and enslavement based on extreme structures, like that of the US Plantation Economy or the Atlantic slave trade, have resulted in the enactment of labor laws, formulation of code of conduct and structuring the blueprint of corporates, methods inculcating humanistic values including self-actualization, dignity and purpose are still a far cry.
Organizations might have evolved around structure, policy, culture and technology but the need to centralize business through human intrinsic values still holds relevance. Now is the time that we start devising structural plans to align the present day organizations with human values and most importantly take cognisance of its relevance in all kinds of setups.
The stepping stone to understand the relevance and eventuate the same would revolve around redefining the role of HRs, understanding the core values that remains the same irrespective of the changes in organizational set up, the importance of adhering to the human values in the ever changing world around AI and envisioning the implications on stakeholders outside the organization while formulating any plan.
HR = Human Resilience
Industry stalwarts like Ajeet Bajaj are now defining resilience as an important attribute of HR. In this ever changing dynamic and diversity of the business world, employees are expected to emerge as a winner no matter what. They are expected to manage boundaries, conflicts, transitions, and deliver sustainable results. In short, they are expected to be resilient along with holding competence. However, more than physical and mental strength, resilience is a person’s emotional response to the situation, says Former MD & CEO of National Skills Development Corporation. And to harbour that level of emotional resilience, we can’t expect this term “HR” to be merely referred to as “Human Resources” but there is a need to redefine it as “Human Resilience”, there is a need to see humans as more than just well-oiled machines. HR is a profession that identifies the potential of people, nurtures the talent, facilitates self discovery and incentivises talent multiplication. And all of this is imperative to an organization’s success.
The pandemic however has made HRs respond reactively rather than proactively that further libeled them as “Termination Trays”. To break this notion, it would require organizations to diverge from “profit maximization to value maximization” and to bring about the change, HRs remaining at the very apex of it. This would involve HRs to undertake fundamental research about people in the context of governments, societies, corporate sector, villages, districts, talukas, so that they have a shared vision and value with humans coming from all walks of life. This, in turn, empathetically guides them towards the path of passion-purpose-positivity and revert back the setback brought in by the COVID-19 pandemic through a knack of bringing out the best in them amid crisis situations. And in this process, the resilience and adaptability fostered by human values remains innate as a key functionality in the ongoing digital revolution, an era that surely demands even more inclusivity, employee engagement and innovation. In short, it demands us to be more human.
THE CORE REMAINS THE SAME!
In recent times, we have seen massive changes in the corporate scenario which is an amalgamation of reconstruction driven by the digital revolution. Needless to say, the dimension and scope of hybrid culture, remote work, and most importantly startups gets much larger.
Having said that, there is a greater need for organizations to enhance competitiveness everyday. But, the core principle that makes an organization competitive remains the same regardless of the dimension and its setup. It is mostly a reflection of human characteristics such as adaptability, ethics and resilience.
The increased number of startups and ventures has made the stakeholders enamoured and obsessed with the products and services but the rate of success still revolves around business intent, customer connection, and employee experience. This requires us to make work more relational than transactional. When investors at times push a firm to professionalize and strive to fulfil market demands, companies tend to take a superficial approach and neglect what truly matters to the venture. But the successful examples of ventures like Nike, Netflix, Study Sapuri has taught us that the root of successful businesses can always be traced back to Employee Experience, customer satisfaction and organizational spirit.
The most consistent and flexible of them has been Netflix. It worked relentlessly to retain its soul of helping best content creators around the world get a wider audience and became the best global distributor. It epitomizes the concept of human values and organizational profit going hand in hand while perfectly complementing each other.
And some recent examples like that of the Google employees demanding the tech giant to shelve plans to stifle dissent in China in 2018 show that organizations and employees are still willing to place human values above profit even for the stakeholders outside the ambit of organization. And in today’s world of automation and digitization, we surely need more such examples to set precedents and instill a sense of oneness.
CHANGED MANAGEMENT (AUTOMATION AND ARTIFICIAL INTELLIGENCE)
While the world is leapfrogging towards Artificial Intelligence and Automation, it is incumbent upon us to practice it with utmost care and for the service of humanity and not against it. Some of the notable uses of AI for wildlife conservation or climate change through unmanned aerial vehicles and Machine Learning informatics are truly praiseworthy. But, we need to exercise wariness when we bring AI to the organizational setup. Taking a human centric approach would help the use of AI and automation intelligibly and proportionately. For that, it’s important that we have open and inclusive discussions about human values across diverse communities so as to avoid reinforcing unfair bias and create more innovative and representative uses of AI.
CONCLUSION
All of the three stepping stones including redefinition of HR’s role, Core values, Changed Management and automation help us to delve into the deeper trenches of the relevance and applicability of human values in present day organizations. To further augment all the three, there is a need to democratize businesses in order to envision the implications of our decisions that the stakeholders even outside the immediate sphere of an organization face. This would help us reevaluate some of the disastrous decisions including patent policy, jacking up the prices of life saving drugs and working against environmental protections that the organizations took lately in the light of shareholders profit.
While a transition to this self realization is surely difficult, observers suggest the main deterrence to the transition is our own mindset which is informed by a set of global narrative of how business is supposed to be. It has deepened the narrative of “dog eats dog” as a successful model of business. But, successful models like”Twin win” and “human chain” can be the silver lining to the ever evolving relationship between an organization’s success and the human values it professes.
And let’s remember that business and organization are the places where experience and insights came first and theories later. And in order to keep evolving and formulating new successful theories it is important to treat the significance of human values as being foundational, so as to solidify the ever evolving superstructures including business models and organizational cultures.
REFERENCES
www.investopedia.com/insights/history-of-us-monopolies
Harvard Business Review : https://hbr.org/2019/07/the-soul-of-a-start-up
Uses of AI: https://www.forbes.com/sites/bernardmarr
https://en.wikipedia.org/wiki/History_of_slavery
SHRM, South Asia,
https://blog.shrm.org/sasia/blog/resilience-an-attribute-important-to-hr
- Human Dignity and Welfare Systems: Chicago University Press
- Wilson, On human nature: Harvard University Press
- Humanizing Business : EY
- Kelly Sikkema-Medium.com
https://medium.com/swlh/have-we-overlooked-our-human-values-in-the-business-of-valu e-creation-dc52ef8ff26c
Introducing The Author:
Shreya is 21 years young and a 3rd year Chemistry (Hons) student from Patna women’s college, Bihar. She has been active in the field of debating and speaking and has won awards at both national and international levels.
Some of these are:
1. “international conventional debate, Nimbus, DU” 2020
2. Jashn e abhivyakti, National debate competition, Satyawati college 2021
3. JIMS Kalkaji National Debate, 2021
4. Evaluation contest winner, Toastmasters International 2020
Besides, she is an avid reader, writer with experience in the field of management, education and writing. She aspires to form a community of like minded people while always striving to learn more.
Notes:
- Permission of SPANDAN to reproduce this essay here is gratefully acknowledged.
- This essay is a winning entry in an Essay Contest organized by SPANDAN recently.
Related Posts:
Human Values in Organizations: An Essay by Vasu Garg (Courtesy SPANDAN)
Posted in Management Lessons, tagged Human Values, Leadership, Management, Prof G P Rao, SPANDAN on March 7, 2022| 2 Comments »
Values can be defined as abstract and conceptual beliefs which act as a guideline in the lives of humans and influence the ways in which people and events are evaluated. The values of honesty, integrity, love, and happiness are termed as destination values whereas the values of health, status, intelligence are path values which help attain destination values.
While the destination values remain constant and act as a guiding light towards higher order goals, the path values are temporary and help achieve lower-order goals for humans. Humans are a mix of both types of values which are reinforced by the culture and environment in which they grow.
Where Do Values come from?
Values cannot exist in isolation from society. Every value can be referred to as a ‘goodness’ that exists in one’s mind, which in turn, exists as a sociometer construct that guides both collective and individual action.
Values can be formed biologically, determined by human needs, wants, and desires, and following one’s birth, they are formed from particular social groups, whose core values are determined by its purpose.
HUMAN VALUES AND ORGANIZATIONS
One can hardly glance at the front page of a newspaper without being confronted by a story of misconduct or unethical behavior in organizations. With this world becoming more and more profit centered, the relevance of value-based lens in this world of materialism is getting blurred.
For a vehicle to perform efficiently, it needs both an engine for power and a steering system for guidance. A similar analogy can be applied to any organization as well; the purpose or vision is the engine that propels it forward and the human values act as the steering system which guides it.
Just as it is important to be able to identify with an organization’s purpose, it is also important to align with its values. Organizations that authentically define their values show employees how to align their behaviors with the things that matter to the organization.
MAKING VALUES EFFECTIVE
An organization’s core values only have power when – and to the extent that – the humans in and around the organization feel a connection to them. When human values and organizational values overlap for employees, that’s when they are truly connected to their workplace.
The three ingredients that actually make values effective in an organization setup can be termed as follows:
Make Values Operationalized: Every organization can come up with a fancy set of value system that they follow. However, in order to make it effective it is important that similar values are reflected in the way the organization, its departments, teams and individual employees’ work on a day to day basis, propelled by actions and decisions.
Start from the Top: Leadership group of every organization must live up to the values that they stand for. Developing such value driven organizations always flows from the actions and decisions at the top level. An employee always idolizes his boss, so it is important that people at the top level are able to practice what they preach.
Communicate Values: Using content to communicate one’s value helps to develop a virtuous cycle. The content connects the organization to its values, keeping the values at the top of the mind for each team member when they are making decisions or crafting processes as a part of their daily tasks.
HUMAN VALUES AND RELEVANCE FOR ORGANIZATION STAKEHOLDERS
Values are an indispensable component of a healthy workplace culture. These provide a framework within which the organization can test its decisions, accomplish tasks, and interact with outside stakeholders.
Values and Organization: When organizations explicitly define their values and beliefs, they provide immediate clarity for decision making. Upholding human values helps create boundaries that show staff and clients where the organization is headed to.
A recent study conducted by the World Economic Forum highlighted how the organizations that nurtured a value system making it a part of their brand appeal without being single-mindedly focused on profit making were the ones which actually generated the most value and attained market leadership position.
The best example within the Indian context is that of the Tata Group. The guiding principles of the TATA group evolve from its rich value system and traditions of trusteeship as a way to redistribute the wealth created by the industrial society kept aside exclusively for the benefit of people at large.
Values and Leadership: Many leading thinkers and business practitioners advocate that true leadership is best expressed through the lens of values and beliefs of an organisation’s senior management, which serve to mould the broader organisation’s core identity and mindset. Values distinguish an able leader from a mere instructor.
As per the definition given by Busch and Murdock (2014), value-based leadership is considered as goal-setting, language-creating, problem-solving, and value-developing interaction, which is an integral part of any organization’s human values and very high ethical standards.
Following a value-driven path not only brings about clarity but also facilitates better decision making and goal accomplishment on the part of a leader. Value-driven decision making makes the leader standout and leave an everlasting imprint.
Values and Employees: Any business is as value-driven as the value systems of its individual employees. Value-driven employees not only turn into a long-term asset for the organization but also end up doing well in their lives and careers.
According to Maslow’s Need Hierarchy theory, human needs can be broadly categorized under five categories. Of these, Self Actualization needs come at the top of the pyramid. This clearly highlights how an employee – being a social animal – wants much more than monetary satisfaction.
Various studies show how employees are positively impacted when involved in CSR initiatives or when they follow their value system, rather than when driven by greed. Human values can act as a guiding light towards a better professional and personal life for an employee.
FINAL REMARKS
Business Ethics is a recent buzzword in modern organizations which constitutes the different human values and goes much beyond the materialistic business objective of profitability and growth. As most of the organization decisions are based upon values, the long-term sustenance of any organization is not possible without a robust value system.
With the increasing needs of different stakeholders, the modern organizations demand a more value-based approach of decision making. Value alignment not only helps in better decision making but also help organizations develop a feeling of trust with external stakeholders – like customers – ultimately leading to improved business performance.
Human Values can be considered as the soul of any modern organization. These act like the binding thread that integrates the organization with individual employees leading to holistic growth of the organization and the associated stakeholders.
Introducing the Author:
Vasu Garg (22 Years) is a 2nd-year student at MDI Gurgaon specializing in the field of Finance and Marketing. Prior to this, he completed his B.com (Hons) from Hansraj College, University of Delhi.
Despite no past experience in a corporate environment as a full-time employee, he has gained a certain level of exposure to the corporate world through a range of internships with organizations like Nomura, PharmEasy, UrbanCompany, IIFL, etc.
In terms of hobbies, he is passionate about participating in social work and playing cricket.
Notes:
- Permission of SPANDAN to reproduce this essay here is gratefully acknowledged.
- This essay is the top winning entry in an Essay Contest organized by SPANDAN recently.
Related Blog Posts:
An Essay Contest on Human Values in Organizations
Posted in Management Lessons, tagged Essay Contest, Human Values, Leadership, Management, Prof G P Rao, SPANDAN on March 2, 2022| 2 Comments »
Winners were recently announced in respect of a pan-India essay competition on Human Values in Present Day Organizations. The competition was organized by Spandan, a NGO which aims to spread the criticality of human values in management.
Vasu Garg of the Management Development Institute (MDI), Gurugram, Shreya Kumari of Patna Women’s College and Ankur Mahajan of KJ Somaiya Institute of Management, Mumbai, were declared winners of the first three positions, respectively.
Spandan: A Brief Note
Spandan Foundation for Human Values in Management and Society (Spandan in short) originated as a result of the academic and research interest of Prof G P Rao. It had been formed about two decades back. It is supported by a small group of industrial organizations, management institutions and individuals.
The word Spandan is drawn from the Sanskrit language. It means heartbeat, vibration, pulsation and echo. As a concept, the term is meant to convey that faith in the basic goodness and intrinsic altruism of human beings have both always been the driving force for human existence, growth and development.
The Mission
Propagation and inculcation of human values in education, management and society.
The Vision
‘Humanising self through a communion of hearts’.
The Belief
Businesses deliver suboptimal results when their ‘Results’ are viewed as being at odds to their ‘Relations’ with different stakeholders. An optimal balance between ‘Results’ and ‘Relations’ needs to be struck; this alone can enable an organization to achieve its goals effectively and efficiently on a sustainable basis.
The team at Spandan strongly feels that the need of the hour is to create Functionally Humane Organizations – a committed group of human beings doing their best in the interests of various stakeholders.
The Essay Contest (2021-22)
The contest was steered by Satish Sekhri, a senior management professional. Scholars and students from more than 100 management institutes were invited to participate. Fifty-eight entries from different institutes were received for the competition.
Of these, fourteen entries were short-listed and referred to a jury comprising Prof. Varun Arya, Founder Director of Aravali School of Ignited Minds, and Ashok Bhatia, a management thinker and author. The jury zeroed in onto five finalists. The criteria for evaluation were: The emphasis on human values, language and approach to the subject, and the practicality of the suggestions made.
The five short-listed essays were finally evaluated by Mr. Virender Singh, a former Chief Justice of the Chhattisgarh High Court. Thereafter, the three winners mentioned above were announced at a virtual event in the presence of Chief Justice Mr. Virender Singh, Jagesh Khaitan, who is the chairman of Kuantum Papers and of Spandan, and Anil Kohli, the NGO’s honorary secretary.
The winners were given cash rewards of ₹50,000, ₹30,000 and ₹20,000 respectively.
Future Activities
A series of lectures by eminent experts in the field of human values are on the anvil. As and when the dates are finalized, necessary details would be available at the Spandan website: spandanfhv.com.
Of Lockdowns, P G Wodehouse and the Milk of Human Kindness
Posted in What ho!, tagged Coronavirus, Gratitude, Guardian Angels, Human Values, Humour, Industrial Revolution 4.0, Lockdowns, Milk of HUman Kindness, P G Wodehouse, Pondicherry, SPANDAN, Spirituality on March 24, 2021| Leave a Comment »
On the first anniversary of the strict lockdown imposed in India on this day, a year back!
The 24th of March, 2020 dawned upon us as any other normal day. Denizens of India were going about their daily chores with as much zombiness as they could muster. Flowers were in bloom. Birds and bees were going about doing whatever they normally do. Trees were swaying in the gentle breeze coming in from the Bay of Bengal. In other words, God was in heaven and all was well with the world.
However, by 2030 hours in the evening, our world had turned upside down. The Indian government imposed a comprehensive lockdown across a country comprising 1.3 billion persons. The Prime Minister himself appeared on our TV screens and announced this decision. By the time he finished, a mere three and a half hours were remaining for the decision to take effect.
This sudden whammy left all of us twiddling our thumbs trying to figure out as to…
View original post 1,898 more words
Corona Virus: Leadership Traits and Human Values
Posted in Management Lessons, tagged Brain Stilling, Compassion, Concern for Environment, Coronavirus, Decentralization, Delegation, Empathy, Equanimity, Flexibility, HUL, Human Values, IndiGo, Leadership, Management, Motivation, Peace, People, Personality Traits, Resilience, SPANDAN, Sustainability, Teamlease Services, Xiaomi on September 8, 2020| 1 Comment »
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/2020/09/14/corona-virus-some-lessons-from-bhagavad-gita)
Of Lockdowns, P G Wodehouse and the Milk of Human Kindness
Posted in What ho!, tagged Coronavirus, Gratitude, Guardian Angels, Human Values, Humour, Industrial Revolution 4.0, Lockdowns, Milk of HUman Kindness, P G Wodehouse, Pondicherry, SPANDAN, Spirituality on June 20, 2020| 12 Comments »
The 24th of March, 2020 dawned upon us as any other normal day. Denizens of India were going about their daily chores with as much zombiness as they could muster. Flowers were in bloom. Birds and bees were going about doing whatever they normally do. Trees were swaying in the gentle breeze coming in from the Bay of Bengal. In other words, God was in heaven and all was well with the world.
However, by 2030 hours in the evening, our world had turned upside down. The Indian government imposed a comprehensive lockdown across a country comprising 1.3 billion persons. The Prime Minister himself appeared on our TV screens and announced this decision. By the time he finished, a mere three and a half hours were remaining for the decision to take effect.
This sudden whammy left all of us twiddling our thumbs trying to figure out as to how to survive the depressing phase staring us in the face. This was one of the harsher slings and arrows of fate which had hit us. Initially, a sense of shock and awe prevailed. Gradually, reason started reoccupying its throne. Travel plans had to be junked. Medical issues came to the forefront. For the digitally illiterate, banking transactions went for a toss. Gadgets at home needing urgent repairs were left in a limbo. Some missed their daily dose of morning newspapers. Our hearts might have bled realizing the plight of migrants, but we took a jaundiced view of the humble house maid coming in to earn a living. Many other challenges tested our grey matter no end.
Even today, the virus continues to offer a unique experience to most of us, whether by way of making us fearful of its ferocity or by snatching away many of the degrees of freedom we have always taken for granted.
The Guardian Angels
It is not that yours truly has been very brave or wise in handling the depressing effect of virus-induced extended lockdowns so far. Much like the V-shaped and W-shaped depressions which plague many of our economies – developed or otherwise – these days, the dark forces of depressing thoughts have been frequently snapping at my heels.
As a loner whose cooking abilities are limited to boiling milk and eggs, and whose procurement related negotiation skills are outdated, life only got tougher in the post-lockdown phase. The horizon of mundane challenges expanded to include sourcing of fruits, vegetables, groceries and medicines. For someone like me who is battered by multiple health risks and is rather shy and diffident, especially in the presence of the members of the fairer sex, the challenge is even mightier.
Luckily, my Guardian Angels who, I am told, go around these days with their fancy i-Pads keeping a track of their favoured ones, noticed my name flashing in a deep red colour on their screens and decided to pitch in. Gradually, a host of characters straight out of the many narratives of P G Wodehouse started popping up around me, making me smile – even laugh occasionally – assisting me in keeping my body and soul together, besides keeping me emotionally afloat and cheerful. Thanks to the virus, a transient family came into existence, with the tantalizing possibility of lingering bonds of friendship which may survive the vagaries of time.
Some Supporting Characters
Here are some of the honourable mentions in this context:
Aunt Dahlia and Uncle Tom, my next door neighbours, who keep offering delicious lunches in a routine manner. Their large house is surely not a patch on Brinkley Court. Nor do they have Anatole around. The lavish spreads are an outcome of the culinary skills of Aunt Dahlia, who only calls me a blot on the landscape if she finds me not tucking in enough of the lavish spreads she whips up.
Uncle Tom, besides worrying about taxation blues, could share a great deal of spiritual knowledge. One of his tips to invite a state of happiness is to sing one of his favourite songs at least three times a day without worrying about the reaction of either the humans or the asses around.
At their doorstep, one is apt to find Augustus catching up on its beauty sleep. If awake, his supercilious body language does not encourage one to endeavour to tickle it behind the ears.
Piggy and Maudie, who take care of my pangs of hunger at dinner time, ensure that their dinner spreads are full of nutrients and soluble vitamins, a sentiment that would meet a hearty approval of Laura Pyke.
Piggy happens to share my passion for poetry, books, movies and general affairs, and a personal meeting with him never fails to uplift my spirits. Likewise, a brief session with Maudie on spiritual matters is invariably enriching.
When it comes to being woolly headed, I could offer competition to Lord Emsworth. But I have neither a big castle nor a large estate to take care of. Nor do I have the need to hire a bevy of supporting staff to take care of my affairs. However, someone cast in the mould of Beach the butler, my Man Friday, takes care of mundane upkeep of my modest abode. On this angel falls the burden of ferrying my dinner from Piggy and Maudie’s home every night. How he dodges the ‘oh’s and ‘ho’s of cops enroute in these locked up days and manages to bring home the bacon, so to say, is praiseworthy.
Emerald Stoker, a long time friend and a tough cookie on some days, is otherwise one of those soothing and sympathetic ladies you can take your troubles to, confident of having your hand held and your head patted. She keeps calling me up frequently, not only to check if I am still alive and kicking but also if I happen to be under the grip of any depressive thoughts and need to see Sir Roderick Glossop. I have reason to believe that she keeps a distant track on my emotional peaks and troughs, often directing Guardian Angels in my immediate vicinity to ensure that I remain in a cheerful state of mind.
An architect by profession, she also happens to be a passionate cook. On several occasions, she has shared with me the exotic vegan stuff whipped up by her for the day. All this support from her comes even as she battles severe problems in her personal life.
Jeeves in my life during this phase happens to be a movie maker. He also wears many other hats. His driving and networking skills are exemplary. A globe trotter, he, like all others on this list, suffers from an abundance of the Milk of Human Kindness.
He has the knack of ferreting out sensible movies from the many online streaming options which are in vogue these days. When he shimmers in with a cup of his spiced tea or lays out a lavish breakfast spread, one would need to have a ready supply of tissue papers handy so as to keep one’s drooling under control. Whenever the Guardian Angels are in a celebratory mood, he ensures a ready supply of tissue restoratives.
Angela and Tuppy Glossop
At the start of the lockdown, Jeeves introduced me to Angela, a sprightly spinster who popped up in Pondicherry to soak in its unique ambience, but got stuck due to severe mobility restrictions imposed then. The same fate befell Tuppy Glossop, a friend of hers and a space scientist to boot. My house was blessed by their presence.
Besides a sense of decency and an ample supply of the Milk of Human Kindness coursing through their veins, their sincere efforts at dishing out something which I would find to be palatable endeared my heart. They took over the procurement as well as the household management functions rapidly, the result being that one never had to miss one’s vitamins.
As someone who relishes the pleasures of the table and also aspires to be a sous-chef, Tuppy, in one of his finer culinary experiments, even succeeded in making a ‘perfect circle’ puffed-up chapatti. Angela was quick on the uptake and sharpened her skills at cooking delicious lentils and kheer (a kind of pudding popular in India).
Both have been going out for beach walks together but I am not aware if any dispute concerning Angela having spotted a shark in the waters ever arose between them. Perhaps the credit goes to the sharks which avoid being in shallow sea waters around Pondicherry.
Pauline Stoker, a fashion designer, a marketer and a fitness enthusiast, keeps popping up with her home-cooked stuff on several days, brightening up the evenings with her effervescence and charm. Often accompanied by her well-mannered Kid Clementina who is sorely missing opportunities to put sherbet in ink pots these days and is invariably struggling to complete her home work online.
Captain Biggar and Galahad happen to be neighbours who pitch in occasionally to spice up the proceedings. One ensures a ready supply of several works of P G Wodehouse borrowed by him from a library nearby. Another offers a fresh perspective on current affairs over a steaming hot cup of tea. He has even ensured home delivery of farm fresh milk, duly sourced from contented cows.
All this is not to say that my immediate family, stationed about 8,000 kms away, does not bring in emotional succour by ardent enquiries made almost every other day. Each interaction with them is akin to a tiny drop of the elixir of inner bliss. Then there are relatives, friends and cousins who are keeping in touch, sharing their experiences during the lockdowns.
Meditation and Spiritual Upliftment
Twice a week, the group gathers for a spot of meditation at my place, thereby retaining the members’ sanity and equipoise.
The positive spin-offs of the virus are many. Lesser noise pollution. Minimal traffic. Greener environment. Virtual meetings. A unique time to relook at ourselves and our priorities in life closely. Better sharing and caring between neighbours. A hastening of the onset of Industrial Revolution 4.0.
On the flip side, at least three friends have so far handed in their dinner pails during the 90-day period under reference. For yours truly, some fresh challenges have popped up on the health front. I shall be deceiving the public if I were to say that such incidents do not dampen my spirits. However, help is at hand to pull me out of a deep emotional pit whenever necessary.
The eventual result is a kind of spiritual upliftment, perhaps of the kind that vicars experience when someone like Thos happens to be around.
An Abundance of the Milk of Human Kindness
To sum up, the Guardian Angels are keeping loneliness, depression and negativity at bay. An openness in making new friends, a tendency to help others nearby in whatever way one can and a positive frame of mind facilitate a healthy dose of laughter, mirth and joy. All efforts are being made to keep the body and soul together, so there is no shortage of feel-good hormones in one’s system.
As we gear ourselves to getting used to a long term presence of the virus, or its subsequent off-shoots which it plans to unleash upon us in the days to come, we would do well not to forget that it is here to teach us a rich lesson: that true happiness lies not in material comforts but in sharing a part of what we have with others who, at that point in time, may be in dire need of. Of being able to put ourselves into others’ shoes, anticipating their needs and trying to address the same. Adjusting to what is and not repenting what is not; accepting that life is never perfect. Cultivating a sense of gratitude.
To put it simply, keeping human values on the top of our dealings with those who deserve the same; being humane. As one of my professors would put it, by adopting the Spandan (heartbeat) approach to life.
(Allusions to characters from the works of Wodehouse are purely imaginary; depending upon some personality traits of the real persons alluded to here. No offence is meant to either of the two categories.)
(Illustrations courtesy Mr Sanjay Mohan and the world wide web)
Key Takeaways from the book on Leader Mindsets
Posted in Management Lessons, tagged Book, Human Values, Leadership, Management, SPANDAN on February 19, 2019| 4 Comments »
The Spandan (Heartbeat) perspective
- Innate divinity, intrinsic altruism and basic goodness of human beings are determinants of human existence and growth.
- Spandan (Heartbeat, vibration, pulsation, echo) is the binding element of the entire universe and its living organisms.
- A Maternalistic style of Management: The Mother as a symbol of – among others – (a) Nurturing – caring, sharing and compassionate; (b) Faith in basic goodness of others; and (c) Empathy of the highest order.
- Spandan approach, with emphasis on a high degree of sensitivity towards others’ needs (like a mother) as the quality of a leader.
- Spandan Spectrum of Human Values 2013.
- Spandan 3D Process of Diagnosis, Discovery and Development; Inculcation of Human Values in Organisations for sustained success.
- Functionally Humane Leadership (FHL).
- Functionally Humane Organisation (FHO).
‘I Am Something’ leader mindset
- Leaders operate in three kinds of mindsets: ‘I Am Everything’; ‘I Am Nothing’; ‘I Am Something’.
- ‘I Am Something’ believes that I am neither above you, nor below you. I am neither in front of you, nor behind you. I am neither away from you, nor near to you. I am along with you. I am however different and distinct. So are you.
- Self is the pivot: For any meaningful change to take place, leaders themselves have to take the initiative.
- The process of transformation involves three steps: Remaking the Self to adopt the ‘I Am Something’ mindset; Facilitating others remake themselves along similar lines; Initiating a mindset change across an organisation.
- An empirical study done by the author found that as many as 75.55% of those who participated were operating as per the ‘I Am Something’ mindset.
- A practical roll out of the ‘I Am Something’ mindset is already underway at a company in India.
- Globally, several businesses show a tendency to veer around the ‘I Am Something’ mindset. Some of the existing theories of leadership match the concept of this mindset.
- Teachings of Gautama Buddha and Ramana Maharishi relate to the ‘I Am Something’ mindset.
- With the onset of such technologies as AI, Robotics, Machine Learning, and the like, the importance of human values and ethics in management is bound to go up in the times to come. ‘I Am Something’ is a mindset concept of which the time has already arrived. Leaders of tomorrow need to hone their skills and attitudes in tandem with the impending changes.
The Book on Leader Mindsets: Some Comments
Posted in Management Lessons, tagged Book, Comments, feedback, Leadership, Management, SPANDAN on June 1, 2019| Leave a Comment »
“Little did I imagine that someday Professor Rao will do an empirical study and bring out a book on this subject. The book brings out leadership mindsets so clearly and analyses these based on research and experiential wisdom. The thing that struck me most was the linkage of these styles with the three gunas in Hindu scriptures: Sattva, Rajas and Tamas. The book does not prescribe any style but makes the reader think through what his style is and what he would like it to be. Then, it provides the reader with a pair of new glasses and suddenly one starts seeing things in a different perspective.”
Satish Sekhri
Formerly Managing Director
Bosch Chassis Systems Ltd,
Pune, India
(An excerpt from the Foreword to the book)
“I think the leader mindset proposed in the book is “Indian tinted”. As someone from the “West”, I am pleased to enrich my understanding with “your views”. You make a good contribution to enlarge our perspectives on how you see the leader mindset.
Very few of us are internally STRONG to accept negativity; also, the contexts that most of us live with is toxic. So, “I Am Something” approach can be extremely healthy.
When you try to explore the role of human values in the face of Industrial Revolution 4.0 (AI, Robotics, etc), you may consider the fact that the drivers of technology ARE weak in terms of human values.
I think that we are headed towards a phase of self-inflicted extermination, possibly leading to the emergence of a new species. Before the end of this century, we will have ourselves and the others species. We will be creating living beings among us and, little by little, we (little and fragile creatures) will fade away, hopefully graciously. We do not wish to change ourselves. We also do not have the collective will power to change the context in which we operate. So, the next evolutionary step of our civilization may get taken much earlier than most of us may think.”
Marco Paulo Abrunhosa Cardoso
Serving in boards in different jurisdictions
Finland
“The writing is excellent. As the editor of a journal, I rarely see papers with no errors. Your book is thus a rarity. I initially wondered why some words like “Student” and “Maternalistic” are capitalized. I now realize that there is a meaningful reason behind it.
I see that the style is half-way between a discourse and a scholarly
paper. If you are positioning it as a scholarly paper (like a journal
article or academic book), it certainly needs more references. The book has some quotations which too need references.
This book is obviously positioned as to not tap into management
literature on leadership a lot (at least in part 1). Rather, it offers another way to look at leadership.”
Ram Mohan Pisharodi
Marketing Professor/Chief Editor, Alliance Journal of Business Research at Oakland University
Greater Detroit Area, USA
“From an Australian’s point of view, I found that the thesis of the book provides a fresh perspective on the issue of leadership – a very sub-continental perspective and interpretation.
It appears that the intent of the book is to provide aspiring (or current) leaders with a way for them to become a happier and more contented person. Greater contentment would lead to a warmer and more positive individual. The thesis is supported by research and empirical observation.
My conclusions include the following issues:
Dr Jack Jacoby
Executive Chairman
Jacoby Consulting Group, Australia
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