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“Un-tempered temper, the worst bane”- 3 July 2013
Dinesh always wanted to be in marketing. So, when he passed his MBA from a decent B-school, he pressed for and got a job in the marketing division of a mid-size company. During his college days, Dinesh was known for what he described in his self-assessment form for the job “straight-forward approach”. However, his colleagues in the MBA programme often described Dinesh as a person with explosive temper. During those two years in B-school, and also before that at the engineering undergrad level, Dinesh was known to have ‘bought’ many a fight with people known or even unknown to him, for reasons often very flimsy. Yet, his academic credentials were impeccable and got him the job he wanted so badly.
When he joined with 11 other fresh MBAs, Dinesh wanted to be Numero Uno among them. He was smart and understood things quickly. So, whenever a problem arose, his solution would emerge in almost no time. On most occasions, that solution was acceptable to the bosses. So, in the first 5-6 months, Dinesh started enjoying a decent reputation for his efficiency.
So far so good. But when the youngsters started getting more and more tough assignments, their personal qualities started weighing more than their professional expertise. And the person in the biggest difficulty was Dinesh, thanks to his explosive temper that would spare none -- from bosses to peers to even Class IV employees. On one occasion, Dinesh picked up an unending and heated argument right with the Division Vice President.
The VP who was on the verge of retirement could not understand the reason for Dinesh’s outburst. He said, “Young man, I realise that you have a point. But at this particular stage, we cannot adopt such strategies in the market because our product is new in the market and has to compete against established brands. So, we will wait for a few months and then push your idea into practice. So, just have a little patience”. However, Dinesh was in no mood to listen to the wise man’s counsel and shouted back, sending shock waves in the team that had gathered for discussion. Ultimately, the Division VP asked Dinesh to shut up, and directed the team to do things as per his instructions. Then he left, calm and composed.
Dinesh, however, kept fuming, and did not listen to his friends’ advice to calm down. In subsequent days, whenever the Division VP came to the section, Dinesh picked up arguments, mostly without much substance, with the old man. Yet, the old man ignored all the outbursts and kept doing things in a calm manner.
Then came the time of the old man’s retirement. On that day, he gave a list of youngsters he wanted to be promoted. Dinesh did not find his name in the list. Yet, he was called by the CEO for an interview.
When Dinesh turned up at the CEO’s chamber, he was all eager to pick up a fight. For, he was not being promoted. He was not being given the raise he felt he deserved.
The CEO, however, was calm and smiling. He said, “Dinesh, I am happy to meet you after you have established your superior marketing skills. The Division VP is retiring and he has given a list of promotions etc. Your name figures there, but only after I have talked to you. If I am satisfied with you, then you will get your promotion, in fact two promotions put together. But I must tell you that even when he has praised your skills, the VP has cautioned the management about your explosive temper that stops you from thinking logically. When I read this adverse remark, I talked to a few others and all of them confirmed the correctness of the remark.
“So, here I am having been left with no choice but to heed the word of caution. But I must advise you to cool down your temper. It does not pay to be so angry all the time. The Division VP has said in his report about you that you have superior skills but those get clouded by your angry outbursts. In fact, he has been very kind to you. Perhaps, in his place, I would have advised your termination. But the old man has left a good word for you. I must thank him.
“But, Dinesh, I have to wait for at least a year before I reconsider your case. But I would request you to understand what I am saying, and mould yourself accordingly. That will help you, not only now but also later in life. So, hold on. Calm down and master your un-tempered temper. At the right moment, I will call you over and do the right thing”
Dinesh was dumb-founded. On one hand, he was realising that the big boss was right. On the other hand, his temper was rising for being sidelined.
As he walked back to his section, his head down and shoulders sagged, CEO’s secretary came following him. She said, “Boss wants you to see him three days later. Don’t miss the time -- at 12 noon exactly when the boss has his lunch.”
Dinesh spent the three days all in a huff. He did not speak even to his parents at home. On the third morning, he confided with them about what had happened. Father said only one sentence, “Listen to him. You will be benefitted.”
At 12 noon in the CEO’s office, Dinesh was asked join the Big Boss for lunch. And then the boss declared, “Dinesh, your promotion will take place exactly three months later. But until then, you will have to demonstrate that you have controlled your unbridled temper. That is the only assignment for you. Once you do that, I will promote you and send you to another Division where you will head a section. But until then, behave.”
What happened thereafter is not the issue in point. The point is that one’s qualifications hold no water if one’s qualities as a human being do not match with those.
“Of sharpening the axe”- 18 June 2013
The company had garnered a great project after much convincing and canvassing. It would fetch crores of rupees on completion in about one year. All the project needed was a dynamic leader, and so the President appointed Pradeep Kumar to head the new project, by calling him off from another assignment. Pradeep Kumar was allowed to choose his team and prepare his own time-table for the implementation.
Thus began the work on the prestigious project.
However, instead of choosing people from anywhere in the company to make the special project team, Pradeep Kumar adopted an entirely different approach. The project was to be implemented by one particular division of the company. That division had all the manpower, and Pradeep Kumar decided to make use of the available team.
So far so good. But what happened next was something unexpected. For, all the new project chief did was to call a meeting of his colleagues and talk to them for one or even two hours. He did not utter a word about the project which the company treated as very critical and sensitive to its future growth. Meetings continued for weeks, without any discussion whatsoever about the new project.
The Board would enquire about the progress and Pradeep Kumar would smile and say, “Everything in step, Sir”
But slowly, as weeks turned into months, the Chairman started becoming uneasy. He talked about the project to a few other people who reported that nothing was happening. There was a distinct unease in the company. The project was important, and stakes high. Yet, Pradeep Kumar was patiently holding meetings with no discussion about the project.
Then one day, the Chairman called him. “Yes Pradeep, what is happening? Why are not you proceeding with the project? What is your problem?”
Pradeep Kumar realised that the Chairman had been fed with some distorted information. So, he chose to share with the boss a few details: “Sir, the project is very critical and needs a very careful handling. Technology is less important in this project. What will count most is how the team works. So, I am in the process of preparing the team for the project. Yes, you had allowed me to pick up my team from any corner of the company. So, I chose to get going with the men available in the division. Therefore, I am going ahead with the members, preparing their correct mindset.”
The boss was surprised, but still confused.
So, Pradeep Kumar said, “Sir, already two months have passed, and we have barely eight months for the execution of the project to its final stage. For the next one month, I am still going to continue with our meetings. Then I would take the plunge. All I would require is only four months to do the job well. So, please don’t worry”.
The boss worried himself sick, however. How can Pradeep complete the project in just four months after having wasted three-four months in meetings that do not even discuss the project details? -- he wondered.
Yet, he was a wise old man and chose to watch. For, in Pradeep Kumar’s approach, he saw seeds of great leadership. So, he opted to wait rather than jump to wrong conclusions.
In a few more days, Pradeep requested the boss to attend his morning meeting. The boss came. All stood up and said “Good Morning, Sir”. And then Pradeep Kumar stood up and spoke, for the first time, about the project -- all details, well planned schedule of work, and gave each member a specific assignment. He also explained the reporting system -- who will report to which boss etc.
Then came a round of responses from each member of the team. All spoke in precise language, and felt proud that they were given the responsibility. Each one also asked for one day to think about the details of individual assignment and then explain respective lines of action the next day.
In the meeting the next, the Chairman found everybody fully ready to accept the assignment. All details were in perfect order. Obviously, Pradeep Kumar had done well to prepare the team for the assignment.
Rest is history -- of a great project executed with clock-like precision, in much shorter time and much lesser cost.
“What is the secret of all this, Pradeep””, the boss asked when he invited all Board members and senior staff for celebration. Pradeep Kumar was simple in response: “Sir, I know one reality. With the help of an axe, we can fell a tree in just one hour. But that axe must be sharp enough, and that sharpening of the axe takes seven hours. Through the first three months, I was only sharpening the axe.”
The people present there took some time to emerge from a stunned silence and start clapping.
This story has much to tell about project execution and team work.
“Employee recognitions”- 4 June 2013
A friend Maitree who works in a multi- national company and lives abroad had a surprise call from her parents one day from India. They sounded very happy and excited after so long. She had never heard so much enthusiasm in their voices as they spoke to her about the reason for their call. Her mother and surprisingly her father were choking with pride as they told her about the letter that they had received from her office abroad. The company she worked for sent a mail by post to her parents in India without her knowledge of course, thanking her parents for giving them a wonderful gift in the form of their daughter. The letter stated how happy and grateful they were to them for raising such a lovely daughter and giving her the best of work values and good human nature. The letter went on singing praises about their daughter and expressing gratitude to them. Her parents really felt blessed and all their miseries of their young girl staying abroad vanished. That was such a thoughtful recognition from the company.
Most employees would love to receive recognitions and rewards. The rewards need not be always monetary and material gifts. Many companies would recognise their employees with variety of rewards programme such as gifts, retail vouchers, holiday packages etc. Increments, bonus which is expected is always much awaited by people but there ought to be surprise recognitions coming their way once in a while. Appreciation such as the above mentioned are equally effective if not more than material rewards.
A few persons would work only for job satisfaction and enhancement of creativity. Their main focus would be on self improvement and development. Such types would be eternally intrinsically motivated and would not look for rewards. Their source of inspiration lies deep within their heart and soul as they main goal in life would be self actualisation and nothing more. They are aware that once accomplished the material rewards will flow naturally and one does not have to fight for it really. They would search for organisations that would provide them the platform for such an action. They would search out companies that give their employees such opportunities for growth and development. They would aim for excellence alone as nothing else matters in life. Such evolved persons are certainly few in numbers who have clarity of goals and intrinsic motivation to achieve them. For such persons appreciation and rewards are important but not the final goal of work.
Mayank was in a great hurry to make it big. He had big dreams of being the richest Indian one day, owning many cars and having a huge palace to stay. He wanted to make it big by hook or crook as he said. He has many areas of interest which were as varied as chalk and cheese. He had a lot of goal confusion and no clarity of mind. He had enthusiasm but it all sounded misdirected. He had already changed many jobs as he found fault with all of them. He felt they did not recognise his talent and therefore did not promote him. He was frustrated and depressed with his progress. His mind was actually focused on the long term gains and material success but he had no work goal for which he was passionate about. He was only passionate about ‘money’. As a result he was not reaching anywhere at all. For, he was distracted and was chasing mental illusions. People such as Mayank do not make it big as they do not know what they want from life. Money does not come by asking for it from your employer or by praying to God. Money does not come by being focused on it. Neither do rewards and recognitions.
“Simple message, simple method”- 21 May 2013
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The reputation of the new boss preceded her. In her previous job, she had worked out near-miracles, they said. She was a no-nonsense person who did not like to smile, some others reported. She is strict, she is a stickler for time, she does not mix with colleagues, she does not use a driver --- all this gossip went on for weeks before the new boss arrived. Simple workers felt somewhat uncertain about what would happen to them in the new set up under a new boss. Manipulators started making plans to ‘befriend’ the new boss. All in all, the atmosphere was agog with rumours and loose talk. |
“Personal connect, a secret of good communication”- 30 April 2013
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The company launched two major internal projects simultaneously. Upon the success of both those projects depended the success of a major initiative to be unleashed about a year later. Two young managers, Arup and Mandaar, were put in charge of one project each. Both were smart, young men with MBA from good B-schools. Both had shown promise in their work and enjoyed good reputation with the management. But one project headed by Arup did very well, while Mandaar’s project dragged on somehow, so much so that the management had to look into the causes of its failure and ask a senior manager to take over. Both the projects offered a sharp contrast of leadership style. |