Sunday, October 19, 2003


LIFE TIES
Leading with vision
Taru Bahl

VIKAS and Bharat were good friends. Heading different departments in the same organisation they defied the cautionary advice "You must not make friends at the work place if the relationship has to be cordial" They shared what happened in office and had plans of setting up something of their own in the future. Having joined the organisation on the same day, their bond was sentimental.

With a public school background and an MBA degree, they were star performers in their company. After five hectic years, promotions, high-profile launches and initiatives they earned for the reputation of being "bright kids on the block". Working in the same office was no longer possible since their profile and skills required their moving onto bigger things. Bharat went to Washington to set up a US desk while Vikas was sent to Chennai to take charge of a project with the entire Southern region under his wing.

They married, had children, switched jobs and places but kept in touch via a stray phone call or e-mail. Their paths did not cross again till much later. Being in positions of authority impacted both differently. Power, responsibility, clout, ambition and success were things they experienced early in life though both related to them differently. Bharat translated his growth curve into a personal learning model, evolving and becoming a multi-dimensional person. He managed to strike a balance between his work, home and leisure. He earned a respectable status in the society that he moved about in and after years of voluntary service took up honorary Mayorship of the small US town he resided in. His staff loved him and his employers did not allow him to take premature retirement, creating new slots which could hold his interest.


Vikas had developed notoriety for being "impossible to work with". His staff, if they stayed on beyond probation, dreaded him. He was a slave driver who refused to understand a person’s intrinsic shortcomings. His expectations from people were unrealistic and when he found they had not delivered, he humiliated them in public.Stories of his high handedness, bad mouthing and arrogance were beginning to spill over to areas beyond the confines of the office.

The scene was worse at home. His children and wife could only be seen, never heard. They moved about zombie-like, taking his verbal tongue lashings. Since he was a performer who managed to turn in good results for the company, his services were not terminated. It was impossible to have a functional working relationship with him.

While transiting through Chennai, Bharat happened to meet some common friends and heard unbelievable horror stories about his old friend. He decided to extend his stay and meet him. He could understand that Vikas, inspite of wanting to, could not extricate himself from the "truckloads" of work. On his suggestion, he decided to join and sit in through a full working day and snatch time in between to chat. This presented Bharat an opportunity to watch his friend at work. He could see how he had changed over the years. He also noticed though Vikas was blissfully unaware of being on a self- created disaster route, results of which would soon be coming. If he carried on he would soon be without a job, friends and social respect. Bharat was worried about the kind of personal life his friend had and knew it couldn’t be happy. Yet, there was hope if he a few fundamental things could be set right. Like a chain reaction everything else would begin to heal and get better.

What were the issues which Vikas felt were critical to his existence ? According to him, "I am surrounded by nincompoops. I pay them salaries which are better than the prevailing market rate and yet have to suffer their foolishness and inefficiency. They gang up and unionise themselves so that they can bluff me. All they need is a regular danda. That is the only way to get them to work". To Bharat, his staff seemed sincere and genuinely involved. There was no reason why any self respecting person would take Vikas’s bullying.

Although Vikas’s life seemed a mess, Bharat could see a clear pattern. It was basically his inability to acknowledge people’s strengths and to realistically assess their limitations. As a leader he had to not just see their qualities but position them in areas which exploited them. Shortcomings could be overcome by training or counselling. He should have capitalised on their strong traits and thus kept their morale, motivation and performance at peak levels. What he had done was only to step up their frustration.

For example, he refused to see that his secretary was actually not a public relations person. She was good with correspondence, phone and administration. Her English-speaking skills were not polished but written English was strong. By putting her in a position where she was upfront with dignitaries and delegations, pushing her to put up a bright and energetic front for the company he was asking her to do what she was intrinsically incapable of. He should have used her for documentation or groomed her for research since she had a Masters in Biotechnology, an allied area of his business. By discarding her trained and inherent skills he also lost out on what she could have offered.

He obviously did this at home and with his friends too which is why he had isolated himself from people. He was out of touch with all that it took to be a gentle, compassionate, understanding human being. When people could not deal with him, he felt they were challenging his authority, when they left him, he felt they were thankless, and when they got together to say something to him collectively, he felt they had turned against him. All of this was made him extremely difficult to work and live with. He had to re-learn the art of living, trusting and believing in himself and in others. Unless he wanted to turn into a lonely, unloved wreck.

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