Showing posts with label leadership. Show all posts
Showing posts with label leadership. Show all posts

Tuesday, August 31, 2010

12 things good bosses know

I read it from this source. A wonderful piece of wisdom given in most crisp manner.

The 12 Things All Good Managers Know
  1. I have a flawed and incomplete understanding of what it feels like to work for me.
  2. My success — and that of my people — depends largely on being the master of obvious and mundane things, not on magical, obscure, or breakthrough ideas or methods.
  3. Having ambitious and well-defined goals is important, but it is useless to think about them much. My job is to focus on the small wins that enable my people to make a little progress every day.
  4. One of the most important, and most difficult, parts of my job is to strike the delicate balance between being too assertive and not assertive enough.
  5. My job is to serve as a human shield, to protect my people from external intrusions, distractions, and idiocy of every stripe — and to avoid imposing my own idiocy on them as well.
  6. I strive to be confident enough to convince people that I am in charge, but humble enough to realize that I am often going to be wrong.
  7. I aim to fight as if I am right, and listen as if I am wrong — and to teach my people to do the same thing.
  8. One of the best tests of my leadership — and my organization — is "what happens after people make a mistake?"
  9. Innovation is crucial to every team and organization. So my job is to encourage my people to generate and test all kinds of new ideas. But it is also my job to help them kill off all the bad ideas we generate, and most of the good ideas, too.
  10. Bad is stronger than good. It is more important to eliminate the negative than to accentuate the positive.
  11. How I do things is as important as what I do.
  12. Because I wield power over others, I am at great risk of acting like an insensitive jerk — and not realizing it.
In my own words: A true leader isn't the one who gets the loudest applause when he enters, but the one who leaves many eyes wet when he exits.

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Saturday, December 5, 2009

Burglar father-son duo

A notorious burglar once took his growing up son also along with him for training in burglary.

Night time, pitch dark, they reached a bungalow, jumped over the compound and neared the building stealthily. Father burglar scanned & identified the spot for stealing. He lifted his son and dumped him through the window to reach the spot.

The son was silently stealing. He was about to finish when the father created a loud thud by pushing an object to the ground! Hearing the noise the inmates of the bungalow were alarmed of thieves and all lights were put on. The son burglar was frightened. He expected his father to rescue him, but was shocked to find his father taking to his heels!

Frustrated, frightened, and disappointed by his father’s attitude at the time of difficulty, the son decided to find his own way & at last wisely escaped from there.

Straight he came home & fought with his father & ridiculed his cowardice.

“My son", father explained "I was the one who made the noise to alarm the inmates when I found you were successful in your job. I deliberately ran out of the place leaving you alone so that you would find your own way of escaping. Had I helped, you would have been dependent on me when difficulties come. Now you have proved to yourself that you are capable of handling the situation alone. Even if you were caught they would have only beaten you & not put to death. If that be so I would have certainly helped you. Good job done my son!”

Only when things go wrong if one has the guts & grit to find ways to succeed, then success is worth its name.

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Tuesday, July 28, 2009

The coldest winter

It was autumn, and the tribals asked their new chief if the winter was going to be cold or mild.

But since he was a chief in a modern society, he had not much wisdom to predict what the weather was going to be unlike his wise ancestors. So to be on the safe side, he replied to his tribe that the winter was indeed going to be cold and that the members of the village should collect wood to be prepared.

But also being a practical leader, after several days he got an idea.

He went to the phone booth, called the National Weather Service and asked 'Is the coming winter going to be cold?'

'It looks like this winter is going to be quite cold indeed,' the weather man responded. So the chief went back to his people and told them to collect even more wood. A week later, he called the National Weather Service again.

'Is it going to be a very cold winter?'

'Yes,' the man at National Weather Service again replied, 'It's definitely going to be a very cold winter.'

The chief again went back to his people and ordered them to collect every scrap of wood they could find.

Two weeks later, he called the National Weather Service again.

'Are you absolutely sure that the winter is going to be very cold?'

'Absolutely,' the man replied, 'It's going to be one of the coldest winters ever.'

'How can you be so sure?' the chief asked.

The weatherman replied, 'The tribals are collecting wood like crazy!'

A lot of phenomena happens like this in real world as well, and the lesson in this story should teach us one simple thing: It is good to believe the trends, consult 'experts', but in the end.. there's no subsitute for the wise man sitting inside of you.

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Thursday, May 14, 2009

Actions are important

A Priest dies & is awaiting his turn in line at the Heaven's Gates. Ahead of him is a guy, fashionably dressed, in dark sun glasses, a loud shirt, leather jacket & jeans.

God asks him: Please tell me who are you, so that I may know whether to admit you into the kingdom of Heaven or not?

The guy replies: I am Pandi, Auto driver from Chennai, India!

God consults his ledger, smiles & says to Pandi: Please take this silken robe & gold scarf & enter the Kingdom of Heaven. Now it is the priest's turn. He stands erect and speaks out in a booming voice: I am Pope's Assistant so & so, Head Priest of the so & so Church for the last 40 years.

God consults his ledger & says to the Priest: Please take this cotton robe & enter the Kingdom of Heaven.

'Just a minute,' says the agonized Priest. 'How is it that a foul mouthed, rash driving Auto Driver is given a Silken robe & a Golden scarf and me, a Priest, who's spent his whole life preaching your Name & goodness has to make do with a Cotton robe?'

'Results my friend, results,' shrugs God. 'While you preached, people SLEPT; but when he drove his Auto, people PRAYED'

Well, its a hilarious way to strike this message, but the bottom line is: It's 'performance' & not 'position' that ultimately counts.

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Saturday, February 7, 2009

Conflict in monastery

Conflict in your life and in your workplace? What is a person to do? The answer may lie in the following story.


The head of a cloistered monastery became very frustrated with the bickering and conflict among the monks who were in his charge. He felt helpless in finding a solution to this ongoing problem. One day, he was brilliantly inspired with the right and perfect solution. Knowing that behaviors can change if there is a compelling reason to do so, he called all of the monks together.

He said, "I am so pleased to share this wonderfully exciting news with you today. I have learned that one among you is a divinely chosen and blessed being who is one of God's specially selected ministers. We are so fortunate to have this person among us. I know that each of you shares this excitement with me." With no further word, he turned and left the monks alone.

The monks sat for a moment and looked around at each other. The puzzlement and then the wondr in their eyes were evident as they looked to each other for some sign of the "blessed one." There was outer silence, but each monk experienced similar inner dialog. "I wonder who it is? Who among us seems most likely to be God's special being? I wonder if I have insulted the blessed one?..." On and on went the inner dialog.

The bickering among the monks seem to cease almost immediately as they did their best not to insult or antagonize the one who was held in special esteem by God. Since there was no indication of who the special monk was, all of the monks treated each other with respect, courtesy, and great fondness.

Weeks went by. The excitement and curiosity abated and the monks settled down into their usual routine. However, the habit of bickering had been replaced with the habit of respect, courtesy, and a willingness to explore solutions to their problems. There was peace in the monastery.

This wonderful story reflects what actually takes place every day in the workplace. What if we treated our co-workers as though they are "divinely special beings" with our motive not being one of fear, but simply wanting peace in the workplace more than we want anything else?

When we begin to look at others with compassionate eyes, speak words of kindness, and think of others with a desire to understand them, we will begin to change. And, interestingly enough so will they. What goes around, comes around.

Just for this moment, this day, this week, look for the goodness in others, as you look for and celebrate the goodness in myself.

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Thursday, April 24, 2008

APJ Kalam on managing failures

On March 22,2008, former President of India Dr. APJ Abdul Kalam was asked this question at Wharton India Economic forum in Philadelphia:

Could you give an example, from your own experience, of how leaders should manage failure?

And what Dr. Kalam said is worth reading again and again. He started by saying..

"Let me tell you about my experience. In 1973 I became the project director of India's satellite launch vehicle program, commonly called the SLV-3. Our goal was to put India's "Rohini" satellite into orbit by 1980. I was given funds and human resources -- but was told clearly that by 1980 we had to launch the satellite into space. Thousands of people worked together in scientific and technical teams towards that goal.

By 1979 -- I think the month was August -- we thought we were ready. As the project director, I went to the control center for the launch. At four minutes before the satellite launch, the computer began to go through the checklist of items that needed to be checked. One minute later, the computer program put the launch on hold; the display showed that some control components were not in order. My experts -- I had four or five of them with me -- told me not to worry; they had done their calculations and there was enough reserve fuel. So I bypassed the computer, switched to manual mode, and launched the rocket. In the first stage, everything worked fine. In the second stage, a problem developed. Instead of the satellite going into orbit, the whole rocket system plunged into the Bay of Bengal. It was a big failure.

That day, the chairman of the Indian Space Research Organization, Prof. Satish Dhawan, had called a press conference. The launch was at 7:00 am, and the press conference -- where journalists from around the world were present -- was at 7:45 am at ISRO's satellite launch range in Sriharikota [in Andhra Pradesh in southern India]. Prof. Dhawan, the leader of the organization, conducted the press conference himself. He took responsibility for the failure -- he said that the team had worked very hard, but that it needed more technological support. He assured the media that in another year, the team would definitely succeed. Now, I was the project director, and it was my failure, but instead, he took responsibility for the failure as chairman of the organization.

The next year, in July 1980, we tried again to launch the satellite -- and this time we succeeded. The whole nation was jubilant. Again, there was a press conference. Prof. Dhawan called me aside and told me, "You conduct the press conference today."

I learned a very important lesson that day. When failure occurred, the leader of the organization owned that failure. When success came, he gave it to his team. The best management lesson I have learned did not come to me from reading a book; it came from that experience.

Leaders, are you listening?

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Tuesday, February 5, 2008

You are fired!

Does management know their staff as much as they should? Well, not in this story at least!

On walking into the company, the CEO noticed a young guy leaning against the wall, doing nothing. He approached the young man and calmly said to him, "How much do you earn?"

The young man was quite amazed that he was asked such a personal question, he replied, none the less, "I earn Dhs. 2000.00 a month, Sir. Why?"

Without answering, the CEO took out his wallet and removed Dhs. 6000.00 cash and gave it to the young man and said, "Around here I pay people for working, not for standing around looking pretty! Here is 3 months' salary, now GET OUT and don't come back".

The young man turned around and was quickly out of sight. Noticing a few onlookers, the CEO said in a very upset manner, "And that applies for everybody in this company".

He approached one of the onlookers and asked him, "Who's the young man that I just fired?"

To which an amazing reply came of, "He was the pizza delivery man, Sir!"

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Wednesday, January 2, 2008

Koi

Koi is a species of Japanese fish. The fascinating thing about the Koi is that if you keep it in a small fish bowl, it will grow to be only about two to three inches long. Place the Koi in a larger tank or small pond and it will reach six to ten inches. Put it in a large pond, and it may get as long as a foot and a half. However, if you put it in a huge lake where it can really stretch out, it has the potential to reach sizes up to three feet.

People, like the Koi, will grow to the dimensions of their boundaries. Fortunately, unlike Koi, we have the advantage of helping our people select their boundaries. And it is the leader's job to set the kind of boundaries that allow people to reach their full potential.

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Tuesday, December 25, 2007

Jim, Frank & George

Some years ago, three brothers left the farm to work in the city. They were all hired by the same company at the same pay.

Three years later, Jim was being paid $500 a month, Frank was receiving $1,000, but George was now making $1,500.

Their father decided to visit the employer. He listened to the confused father and said, "I will let the boys explain for themselves."

Jim was summoned to the supervisor's office and was told "Jim, I understand the Far East Importers has just brought in a large transport plane loaded with Japanese import goods. Will you please go over to the airport and get a cargo inventory?"

Three minutes later, Jim returned to the office. "The cargo was one thousand bolts of Japanese silk," Jim reported. "I got the information over the telephone from a member of the crew."

When Jim left, Frank, the $1,000 a month brother, was called. "Frank," said the supervisor, "I wish you'd go out to the airport and get an inventory of the cargo plane which was just brought in by Far East Importers."

An hour later, Frank was back in the office with a list showing that the plane carried 1,000 bolts of Japanese silk, 500 transistor radios, and 1,000 hand painted bamboo trays. George, the $1,500 a month brother, was given identical instructions. Working hours were over when he finally returned.

"The transport plane carried one thousand bolts of Japanese silk," he began. "It was on sale at sixty dollars a bolt, so I took a two-day option on the whole lot. I have wired a designer in New York offering the silk at seventy-five dollars a bolt. I expect to have the order tomorrow. I also found five hundred transistor radios, which I sold over the telephone at a profit of $2.30 each. There were a thousand bamboo trays, but they were of poor quality, so I didn't try to do anything with them."

When George left the office, the employer smiled. "You probably noticed," he said, "that Jim doesn't do what he's told, Frank does only what he'd told... but George does without being told."

The future is full of promise for those who show initiative.

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Tuesday, November 6, 2007

Now that's called leadership

It was in the early sixties when I met Wing Commander A Suares for the first time. He was the Commanding Officer of a Canberra Bomber Squadron of Indian Air Force, a very prestigious appointment. I was posted there as a navigator. We had heard numerous tales of gallantry of our CO. Amongst his chest-full of decorations were two Vir Chakras. We were proud to be working with him.

Behind the gentle and pleasant exterior of Suares was hidden a very resolute and bold interior, exposed only when necessary. On such occasions we were awe-struck by his spontaneous leadership qualities.

It was a refreshingly clear winter day. Bubbles of spotless white clouds floated in the blue sky. Our CO ordered the whole squadron to fly a practice mission. The squadron was to take off in two flights (groups of aircraft), the Flight Commander was to lead the first flight and Suares the
second.

After thorough planning and briefing the squadron took off and proceeded to the mission in two flights. On completion we returned and landed safely. Satisfied that the mission was successful, we were returning to our residence, when almost suddenly the weather turned foul. Dark smoke-like fog had rolled in from one side over the runway and within minutes the entire area was covered with thick dense fog, reducing the visibility to almost nil, in Air Force parlance 'Poor Visibility'.

Soon we heard the sound of the Canberras of the second flight returning after their mission. Sensing the gravity of the situation we headed towards the Air Traffic Control (ATC) Office. When we reached there, we found that the Senior Air Traffic Control Officer (SATCO) had already rushed in and was in his seat controlling the aircraft. We waited anxiously on one corner, watching. The SATCO transmitted on radio telephony, 'SIERRA 1 (the flight leaders call sign), the visibility is 300 metres. You will hold on and await further instructions'. On checking the weather of the airfields where the aircraft (ac) could be diverted, it was found that there too the weather was grim.

With systematic instructions from the SATCO all the ac were spaced 1000 feet above each other, Suares being the lowest, awaiting further instructions.

Silence of a few minutes, which seemed like hours, was finally broken by the calm and collected voice of Suares- "Permission to carry out a circuit and land". The SATCO again reminded Suares the visibility was 300 metres. Knowing Suares' flying ability he finally permitted him to make an attempt.

Seconds ticked past. Then we heard the faint sound of an ac coming gradually closer to the runway. Suares was unable to align his ac with the runway on three attempts, but carefully correcting himself every minute with the assistance of the SATCO on radio telephony, he finally did it on the fourth attempt. We heard the ac approaching the runway very low and
finally the screeching sound of the tyres of the ac wheels touching the runway surface. Though we could not sight the ac yet we were relieved. But our relief was short-lived. Suares did not stop his ac. He accelerated and took off again and informed the SATCO that he would make another attempt.

He made three more perfect low-level circuits close to the runway, landed smoothly and took off.

We stood amazed. He was demonstrating to the other pilots who were in the air with him, that it was indeed possible to handle the ac perfectly, even in such low visibility. After his fourth take-off, he transmitted to the other ac, 'It is easy. Make a few approaches; align yourself with the runway and land. I have done it four times." The SATCO smiled at us and said "Son, that is leadership" and got on to his job of controlling and assisting the remaining ac.

The calm and courageous demonstration of our CO rejuvenated the entire flight of ac and gave a boost to their confidence. Emulating Suares, one by one all the ac landed safely. Suares was the last to land. Indeed, this was true leadership.

Some are respected, but there are some who are admired. Wing Commander A Suares was a leader of the rare brand who was loved, respected and admired for his distinct leadership abilities.

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Thursday, May 17, 2007

Rock Solid Leadership

'Rock-solid Leadership'.. let this beautiful presentation tell you what it is all about. Plug your earphones, click on the link below, then sit back and enjoy..

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Sunday, May 6, 2007

Line of fire

Vivek Pradhan wasn't a happy man. Even the plush comfort of the First Class air-conditioned compartment of the Shatabdi express couldn't cool his frayed nerves. He was the Project Manager and still not entitled to air travel. It was not the prestige he sought, he had tried to reason with the admin guy, it was the savings in time. A PM had so many things to do! He opened his case and took out the laptop, determined to put the time to some good use.

"Are you from the software industry sir," the man beside him was staring appreciatively at the laptop. Vivek glanced briefly and mumbled in affirmation, handling the laptop now with exaggerated care and importance as if it were an expensive car.

"You people have brought so much advancement to the country sir. Today everything is getting computerized."

"Thanks," smiled Vivek, turning around to give the man a look.

He always found it difficult to resist appreciation. The man was young and stocky like a sportsman. He looked simple and strangely out of place in that little lap of luxury like a small town boy in a prep school. He probably was a Railway sportsman making the most of his free traveling pass.

"You people always amaze me," the man continued, "You sit in an office and write something on a computer and it does so many big things outside."

Vivek smiled deprecatingly. Naivety demanded reasoning Not anger. "It is not as simple as that my friend. It is not just A question of writing a few lines. There is a lot of process that Goes behind it."

For a moment he was tempted to explain the entire Software Development Lifecycle but restrained himself to a single statement. "It is complex, very complex."

"It has to be. No wonder you people are so highly paid," came the reply. This was not turning out as Vivek had thought. A hint of belligerence came into his so far affable, persuasive tone.

"Everyone just sees the money. No one sees the amount of hard work we have to put in." "Hard work!" "Indians have such a narrow concept of hard work. Just because we sit in an air-conditioned office doesn't mean our brows don't sweat. You exercise the muscle; we exercise the mind and believe me that is no less taxing."

He had the man where he wanted him and it was time to drive home the point. "Let me give you an example. Take this train. The entire railway reservation system is computerized. You can book a train ticket between any two stations from any of the hundreds of computerized booking centers across the country. Thousands of transactions accessing a single database at a given time; concurrency, data integrity, locking, data security. Do you understand the complexity in designing and coding such a system?"

The man was stuck with amazement, like a child at a planetarium. This was something big and beyond his imagination. "You design and code such things?"

"I used to," Vivek paused for effect, "But now I am the Project manager,"

"Oh!" sighed the man, as if the storm had passed over, "so your life is easy now." It was like being told the fire was better than the frying pan. The man had to be given a feel of the heat.

"Oh come on, does life ever get easy as you go up the ladder. Responsibility only brings more work. Design and coding! That is the easier part. Now I don't do it, but I am responsible for it and believe me, that is far more stressful. My job is to get the work done in time and with the highest quality. And to tell you about the pressures! There is the customer at one end always changing his requirements, the user wanting something else and your boss always expecting you to have finished it yesterday."

Vivek paused in his diatribe, his belligerence fading with self-realisation. What he had said was not merely the outburst of a wronged man, it was the truth. And one need not get Angry while defending the truth. "My friend," he concluded triumphantly, "you don't know what it is to be in the line of fire."

The man sat back in his chair, his eyes closed as if in realization.When he spoke after sometime, it was with a calm certainty that surprised Vivek..

"I know sir, I know what it is to be in the line of fire," He was staring blankly as if no passenger, no train existed, just a vast expanse of time. "There were 30 of us when we were ordered to capture Point 4875 in the cover of the night. The enemy was firing from the top. There was no knowing where the next bullet was going to come from and for whom. In the morning when we finally hoisted the tricolor at the top only 4 of us were alive."

"You are a..."

"I am Subedar Sushant from the 13 J&K Rifles on duty at Peak 4875 in Kargil. They tell me I have completed my term and can opt for a land assignment. But tell me sir, can one give up duty just because it makes life easier. On the dawn of that capture one of my colleagues lay injured in the snow, open to enemy fire while we were hiding behind a bunker. It was my job to go and fetch that soldier to safety. But my captain refused me permission and went ahead himself. He said that the first pledge he had taken as a Gentleman Cadet was to put the safety and welfare of the nation foremost followed by the safety and welfare of the men he commanded. His own personal safety came last, always and every time. He was killed as he shielded that soldier into the bunker. Every morning now as I stand guard I can see him taking all those bullets, which were actually meant for me. I know sir, I know what it is to be in the line of fire."

Vivek looked at him in disbelief not sure of his reply. Abruptly he switched off the laptop. It seemed trivial, even insulting to edit a word document in the presence of a man for whom valor and duty was a daily part of life; a valor and sense of duty which he had so far attributed only to epical heroes. The train slowed down as it pulled into the station and Subedar Sushant picked up his bags to alight.

"It was nice meeting you sir."

Vivek fumbled with the handshake. This was the hand that had climbed mountains, pressed the trigger and hoisted the tricolor. Suddenly as if by impulse he stood at attention, and his right hand went up in an impromptu salute.It was the least he felt he could do for the country.

The incident he narrates during the capture of Peak 4875 is a true life incident during the Kargil war. Major Batra Sacrificed his life while trying to save one of the men he commanded, as victory was within sight. For this and his various other acts of bravery he was awarded the Param Vir Chakra - the nation's highest military award.

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Monday, April 30, 2007

Make this decision

Imagine this: a group of children are playing near two railway tracks, one still in use and the other unused. Only one child is playing on the unused track, the rest on the operational track. A train comes and you are just beside the track changer. You can make the train change its course to the unused track and save most of the kids. However that would also mean the lone child playing on the unused track would be killed. Will you let the train go on its way or switch its tracks?

Please pause for a minute and take a decision.

Many of us might choose to divert the course of the train and sacrifice only one child because to save most of the children at the expense of only one child is a rational decision that most people would make morally and emotionally. But have you ever thought the child choosing to play on the unused track had in fact made the right decision to play at a safe place?

Nevertheless, he had to be sacrificed because of his ignorant friends who chose to play where the danger was. This kind of dilemma happens around us everyday. In the office, in the community, in politics and especially in a democratic society, the minority (here the word does not mean the contempory political word-'minority') is often sacrificed for the interest of the majority, no matter how ignorant the majority is, and how far-sighted and knowledgeable the minority is. The child who chose not to play with the rest on the operational track was sidelined. And in case he was sacrificed, no one would shed tear for him.

The kids playing on the operational track should have known very well that the track was still in use, and that they should have run away if they heard the train's sirens. If the train was diverted, that lone child would definitely die because he never thought the train could come over to that track! Moreover that track was not in use probably because it was not safe. If the train was diverted to the track, we could put the lives of all the passengers on board at stake! And in your attempt to save a few kids by sacrificing one child, you might end up sacrificing hundreds of people to save these few kids. While we are all aware that life is full of tough decisions that need to be made, we may not realize that hasty decisions may not always be the right ones.

REMEMBER: "What's right isn't popular..... And what's popular isn't always right"

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Wednesday, January 3, 2007

The impossible bridge

In 1883, a creative engineer named John Roebling was inspired by an idea to build a spectacular bridge connecting New York with the Long Island. However bridge building experts throughout the world thought that this was an impossible feat and told Roebling to forget the idea. It just could not be done. It was not practical. It had never been done before.

Roebling could not ignore the vision he had in his mind of this bridge. He thought about it all the time and he knew deep in his heart that it could be done. He just had to share the dream with someone else. After much discussion and persuasion he managed to convince his son Washington, an up and coming engineer, that the bridge in fact could be built.

Working together for the first time, the father and son developed concepts of how it could be accomplished and how the obstacles could be overcome. With great excitement and inspiration, and the headiness of a wild challenge before them, they hired their crew and began to build their dream bridge.

The project started well, but when it was only a few months underway a tragic accident on the site took the life of John Roebling. Washington was injured and left with a certain amount of brain damage, which resulted in him not being able to walk or talk or even move.

"We told them so."

"Crazy men and their crazy dreams."

"It`s foolish to chase wild visions."

Everyone had a negative comment to make and felt that the project should be scrapped since the Roeblings were the only ones who knew how the bridge could be built. In spite of his handicap Washington was never discouraged and still had a burning desire to complete the bridge and his mind was still as sharp as ever. He tried to inspire and pass on his enthusiasm to some of his friends, but they were too daunted by the task.

As he lay on his bed in his hospital room, with the sunlight streaming through the windows, a gentle breeze blew the flimsy white curtains apart and he was able to see the sky and the tops of the trees outside for just a moment.

It seemed that there was a message for him not to give up. Suddenly an idea hit him. All he could do was move one finger and he decided to make the best use of it. By moving this, he slowly developed a code of communication with his wife.

He touched his wife's arm with that finger, indicating to her that he wanted her to call the engineers again. Then he used the same method of tapping her arm to tell the engineers what to do. It seemed foolish but the project was under way again.

For 13 years Washington tapped out his instructions with his finger on his wife's arm, until the bridge was finally completed.

Today the spectacular Brooklyn Bridge stands in all its glory as a tribute to the triumph of one man's indomitable spirit and his determination not to be defeated by circumstances. It is also a tribute to the engineers and their team work, and to their faith in a man who was considered mad by half the world. It stands too as a tangible monument to the love and devotion of his wife who for 13 long years patiently decoded the messages of her husband and told the engineers what to do.

And perhaps... this is one of the best examples of a never-say-die attitude that overcomes a terrible physical handicap and achieves an impossible goal. Often when we face obstacles in our day-to-day life, our hurdles seem very small in comparison to what many others have to face. The Brooklyn Bridge shows us that dreams that seem impossible can be realised with determination and persistence, no matter what the odds are.

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Sunday, December 31, 2006

A boss to work for

There were about 70 scientists working on a very hectic project at Thumba. All of them were really stressed due to the pressure of work and the demands of their boss...

One day, one scientist went to request his boss "Sir, I have promised to my children that I will take them to the exhibition going on in our township. So I want to leave the office at 5:30pm". The boss replied "Ok, You're permitted to leave the office early today".

The gentleman started working, and continued his work after lunch. But as usual he got involved to such an extent that he looked at his watch only when he felt he was close to completion. The time was 8.30PM!

He looked for his boss. He was not there. He closed everything and dragged himself towards home, feeling guilty for having disappointed his children. As he reached home, children were not there, and his wife alone was sitting in the hall and reading magazines. The situation was explosive, any talk would boomerang on him, he knew that.

But he was surprised as his wife said "Would you like to have coffee or shall I straight away serve dinner if you are hungry?"

Half dumbfounded, the man could only manage to say "Well... if you would like to have coffee, I too will have... but what about children?"

"You don't know?? Your manager came hereat 5.15 PM and has taken the children to the exhibition!" wife replied.

What had really happened was this: the boss who granted him permission was observing him working seriously at 5.00 PM. He thought to himself, this person will not leave the work, but if he has promised his children they should enjoy the visit to exhibition. So he took the lead in taking them to exhibition. That is why all the scientists at Thumba continued to work under their boss even though the stress was tremendous.

By the way, can you hazard a guess as to who the boss was?


He was none other than Dr. APJ Abdul Kalam, President of India.

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Wednesday, December 20, 2006

Lessons in life: Azim Premji

Address by Azim Premji, Chairman, Wipro Corporation, in the "Shaping Young Minds Program" (SYMP) organized by the All India Management Association (AIMA) in collaboration with the Bombay Management Association (BMA) on February 9, 2004 at NCPA in Mumbai on 'My Lessons in Life'.

"I am very happy to be here with you. It is always wonderful to be with young people. The funny thing about life is that you realize the value of something only when it begins to leave you. As my hair turned from black, to salt and pepper and finally salt without the pepper, I have begun to realize the importance of youth. At the same time, I have begun to truly appreciate some of the lessons I have learnt along the way. I hope you will find them useful when you plan your own career and life.

The first thing I have learnt is that we must always begin with our strengths. From the earliest years of our schooling, everyone focuses on what is wrong with us. There is an imaginary story of a rabbit. The rabbit was enrolled in a rabbit school. Like all rabbits, it could hop very well but could not swim. At the end of the year, the rabbit got high marks in hopping but failed in swimming. The parents were concerned. They said, "Forget about hopping. You are anyway good at it. Concentrate on swimming." They sent the rabbit for tuitions in swimming. And guess what happened? The rabbit forgot how to hop! As for swimming, have you ever seen a rabbit swim? While it is important for us to know what we are not good at, we must also cherish what is good in us. That is because it is only our strengths that can give us the energy to correct our weaknesses.

The second lesson I have learnt is that a rupee earned is of far more value than five found. My friend was sharing me the story of his eight year-old niece. She would always complain about the breakfast. The cook tried everything possible, but the child remained unhappy. Finally, my friend took the child to a supermarket and brought one of those ready-to-cook packets. The child had to cut the packet and pour water in the dish. After that, it took two minutes in the microwave to be ready. The child found the food to be absolutely delicious? The difference was that she has cooked it! In my own life, I have found that nothing gives as much satisfaction as earning our rewards. In fact, what is gifted or inherited follows the old rule of come easy, go easy. I guess we only know the value of what we have if we have struggled to earn it.

The third lesson I have learnt is no one bats a hundred every time. Life has many challenges. You win some and lose some. You must enjoy winning. But do not let it go to the head. The moment it does, you are already on your way to failure. And if you do encounter failure along the way, treat it as an equally natural phenomenon. Don't beat yourself for it or any one else for that matter! Accept it, look at your own share in the problem, learn from it and move on. The important thing is, when you lose, do not lose the lesson.

The fourth lesson I have learnt is the importance of humility. Sometimes, when you get so much in life, you really start wondering whether you deserve all of it. This brings me to the value of gratitude. We have so much to be grateful for. Our parents, our teachers and our seniors have done so much for us that we can never repay them. Many people focus on the shortcomings, because obviously no one can be perfect. But it is important to first acknowledge what we have received. Nothing in life is permanent but when a relationship ends, rather than becoming bitter, we must learn to savour the memory of the good things while they lasted.

The fifth lesson I learnt is that we must always strive for excellence. One way of achieving excellence is by looking at those better than ourselves. Keep learning what they do differently. Emulate it. But excellence cannot be imposed from the outside. We must also feel the need from within. It must become an obsession. It must involve not only our mind but also our heart and soul. Excellence is not an act but a habit. I remember the inspiring lines of a poem, which says that your reach must always exceed your grasp. That is heaven on earth. Ultimately, your only competition is yourself.

The sixth lesson I have learnt is never give up in the face of adversity. It comes on you suddenly without warning. One can either succumb to self-pity, wring your hands in despair or decide to deal with the situation with courage and dignity. Always keep in mind that it is only the test of fire that makes fine steel. A friend of mine shared this incident with me. His eight-year old daughter was struggling away at a jigsaw puzzle. She kept at it for hours but could not succeed. Finally, it went beyond her bedtime. My friend told her, "Look, why don't you just give up? I don't think you will complete it tonight. Look at it another day." The daughter looked with a strange look in her eyes,"But, dad, why should I give up? All the pieces are there! I have just got to put them together!" If we persevere long enough, we can put any problem into its perspective.

The seventh lesson I have learnt is that while you must be open to change, do not compromise on your values. Mahatma Gandhiji often said that you must open the windows of your mind, but you must not be swept off your feet by the breeze. You must define what your core values are and what you stand for. And these values are not so difficult to define. Values like honesty, integrity, consideration and humility have survived for generations. Values are not in the words used to describe them as much as in the simple acts. At the end of the day, it is values that define a person more than the achievements. Because it is the means of achievement that decide how long the achievements will sustain. Do not be tempted by short cuts. The shortcut can make you lose your way and end up becoming the longest way to the destination.

And the final lesson I learnt is that we must have faith in our own ideas even if everyone tells us that we are wrong.

There was once a newspaper vendor who had a rude customer. Every morning, the customer would walk by, refuse to return the greeting, grab the paper off the shelf and throw the money at the vendor. The vendor would pick up the money, smile politely and say, "Thank you, Sir." One day, the vendor's assistant asked him, "Why are you always so polite with him when he is so rude to you? Why don't you throw the newspaper at him when he comes back tomorrow?" The vendor smiled and replied, "He can't help being rude and I can't help being polite. Why should I let his rude behaviour dictate my politeness? In my youth, I thought of myself as a rebel and was many times, a rebel without a cause. Today, I realize that my rebellion was another kind of conformity. We defined our elders to fall in line with our peers! Ultimately, we must learn to respond instead of reacting. When we respond, we evaluate with a calm mind and do whatever is most appropriate. We are in control of our actions. When we react, we are still doing what the other person wants us to do. I wish you all the best in your life and career. I hope you achieve success in whatever way you define it and what gives you the maximum happiness in life.

Remember, those who win are those who believe they can."

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Friday, December 1, 2006

King Mahendra's successor

A King wanted one honest successor to pass his throne to, and he had to choose the man of character amongst thousands of candidates. How did he do that? Quite impressively! Read along..

A king in ancient times, by the name of Mahendra, was famous for his wisdom and righteousness. People in his kingdom were very happy because their great king ruled justly, and looked after the needs of his subjects.

Alas, each episode of happiness has its flipside also. The king had one regret. He had no children. The question about the successor to the throne was worrying the king. His ministers were becoming anxious because the king was advancing into old age and his subjects were also becoming unsure about their own future.

To solve the dilemma, the King came up with an idea. He invited people throughout his kingdom that people to the palace grounds announcing that amongst those people, a successor to the throne will be chosen. No wonder huge flocks of people assembled at the palace grounds on the appointed day.

The King declared that he would hand out few seeds to each candidate. The seeds were to be planted and whoever brought back the best-grown and most colourful flowers would be chosen as the crown prince. A person that can take care of plants and make them prosper can also make the kingdom prosper.

The people rushed forward to have the seeds and ran back home.

Some weeks later, people started bringing flowerpots with some amazing results. There were happy plants all around. Each pot plant was bearing the name of the owner written in big bold letters on a tag. Some of the ministers even appointed a team of judges to help select the winner on the appointed day.

One man, however, had not succeeded in growing any plant in his flowerpot. There was just the soil and not even a tiny plant in his flowerpot. When he brought his empty flowerpot to the palace grounds, people stared at him in disbelief. He was ridiculed. His flowerpot with no plant in it was drowned in a sea of colourful flowers. He could only attach his tag to the side of the flowerpot.

Speculations were getting rife as to which flowerpot would get chosen. The ministers looked at the judges and the judges again went into last minute consultations. The harbinger then announced the imminent arrival of his majesty, king Mahendra. There were loud cheers as the king entered the royal pavilion erected specially for this occasion. "Long live the king! Long live the king!" the people started singing in chorus. Accompanied by his staff, the king walked and observed each flower pot before the returning to his royal pavilion for his decision.

The final hour had arrived. The time for announcement about the successor to the throne was approaching by the minute. The king rose from his throne and in a sombre tone inquired about one failed entry where the flowerpot had only soil in it. A man from the back of the huge crowd raised his hand as the owner of that pot, and started to walk towards the king. His shoulders were bent, his eyes fixed to the ground, and his ears getting full of sarcasm and stinging words that were being tossed upon him by an unsympathetic crowd.

The king demanded explanation why his flowerpot had no plant. The man answered that he had tried his best, even adding more fertilizer and carefully watering the seeds, but that he was disappointed and sorry that he could not grow anything. Immediately the king stood up and told the people present that he had chosen his successor.. and it was none else than the man whose effort at growing flowers from the seeds was a total failure!

What?! The people were incredulous and the ministers and the judges were dumbfounded!

King Mahendra placed his hand upon the shoulder of the man that was chosen as his successor and explained "I was looking for a man with character and I have found him. I had all the seeds roasted before I gave them out. It was not possible for any seeds to germinate. People who received the seeds from me bought other seeds for their flowerpots when they did not see any plants growing in their flowerpots. I was on the lookout for that honest person who would produce the correct results and when I saw that one flowerpot without any plant, at that moment I knew that I had found that honest man. The man with the strength of character displaying purity of heart, fearlessness, straightforwardness, truthfulness, and absence of crookedness."

There was pin drop silence. The ministers and the judges stood there with their heads bowed in agreement. A sense of authority prevailed when king Mahendra bestowed the title of the crown prince upon the man whose honesty won over thousands of hearts in an instant.

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Thursday, November 30, 2006

Hold my hand

Once, a little girl and her father were crossing a bridge.

The father was kind of scared so he asked his little daughter, "Sweetheart, Please hold my hand so that you don't fall into the river."

The little girl said, "No Dad. You hold my hand."

"What's the difference?" asked the father, puzzled.

"There's a big difference," replied the little girl, "If I hold your hand and something happens to me, chances are that I may let your hand go. But if you hold my hand, I know for sure that no matter what happens, you will NEVER let my hand go."

In any relationship (parent-child, manager-coworker, coach-coachee), the essence of trust is not just in its bind, but in its bond.

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