A few days ago I was speaking to a dear friend of mine. He enquired after my work and I recounted to him how busy I had been these past few months helping drive a big global change program within my organisation which was taking me to various parts of the world, while also trying to keep pace with some other interests...like helping develop next generation HR professionals and my involvement with Madura Microfinance. He listened intently to me and then suggested that I begin to chronicle insights which I was gaining through my pursuits. The idea resonated and I assured him I would give it a shot. And - as often happens to me these days - when I finally sat down on my laptop, no bright ideas and inspiring insights sprouted from the brain! I fell into a reverie and images of my college days flashed by...the period of my life when I was searching for a vocation to pursue.
So here goes - a journey that began in 1990 when I was in the second year of my undergraduate degree, wondering what the future held for me...
As my college years were drawing to a close, the question of which profession to pursue had become of utmost importance. Most of my friends were intent on a career in management, which became a natural choice for me as well. Like everyone else, I began the groundwork...learning about eligibility criteria and selection processes, getting to know which institutions to apply to, etc. Over time, people began preparation in earnest and pressure began to mount. Most of our conversations centred around our scores in mock tests, and how we felt about our chances to secure admission in a good university. During those early days of economic liberalisation, very few career options were available. For the vast majority of graduates in liberal arts who would live and work in India, management was a highly sought after choice. Hundreds of thousands of people competed fiercely for few seats in coveted institutions. Which meant that each one of us needed to be able to distinguish ourselves from scores of applicants and impress the selectors with our stellar managerial potential. So this was make or break time...
Most of my friends were determined to specialise in Marketing or Finance, as these offered the most lucrative opportunities in the long run. They all seemed clear and confident on the direction to take. I, on the other hand, was confused. I struggled to see myself making a living selling soaps and shampoos. Nor was the prospect of juggling numbers on balance sheets entirely fascinating. To make matters worse, my academic record of the past two years was highly unlikely to impress a jury of academicians. The freedom of being in college had led me to explore several interests, most of which happened to be outside of the classroom! Finally, in the midst of all the noise and pressure, I decided to go back to the basics and determine where I could fit in the grand scheme of this universe. There were a few questions needing answers. Did I even know what a career in management would feel like? What would I actually do? Would that be meaningful and enjoyable? Would I be good at it?
One day I walked up to the majestic library building in the JNU campus - one of the few privileges of living on a university campus - to seek some answers. I located the section on Management and began to browse the vast collection in search of a basic book that would teach me what management was all about. When I got back to my desk, I had a small stack of books. Over the next few hours I read about the various disciplines in management - Finance, Marketing, Information Technology, Operations...and finally Personnel Management...which caught my attention! I began to dive further ... recruitment, training, performance management, compensation. My interest was piqued and I read more in the coming days. I came across theories of motivation and behaviour and how organisations sought to align the needs of individuals and groups with their overall goals. It was all very fascinating. Surely this was a very special area. Wasn't this all about unlocking the potential of human beings within organisations? How cool would that be...
One of the characteristics of student life in India is how the elders within one's social ecosystem surround you to share their wisdom on the path to take in life. I too was not short of well wishers and advisers. When people learnt about my new found interest, I was cautioned against pursuing it...Personnel Management was considered to be a second tier management function. There were varying opinions and none sounded very encouraging...some said that it was just a drag on revenues. Others felt it was a political hotbed to broker deals between the top management and trade unions. Perceptions of being the proverbial agony aunt abounded. I listened with attention - all these people meant well - but everything I heard failed to alter my position. I remained steadfast in my desire to become a human resources professional.
Gaining an entry though turned out to be a totally different ballgame. In my first attempt, nearly all the leading management institutes rejected me. I did make it past written tests and got called for interviews. But none of the sincerity with which I explained my interest cut muster with the selectors. They frowned upon my average academic track record. Or tested my knowledge on completely unrelated areas. In an interview with one of India's leading management institutions, I was asked to expound on the Wiemar Republic...only because I had happened to mention that my father was a professor of modern European history!
It would take almost two years, several rejections (in some cases twice), a failed attempt as an apprentice in a firm of Chartered Accountants, as well as a stint in marketing research, before I finally walked in for my first lecture in a Master's programme in Personnel Management. Two years during which I had all but lost hope of pursuing my passion and was reconciling to a life of compromise.
I was immensely grateful for this opportunity, given that it had come to me after a protracted struggle. As a management student I worked hard, often blurring the distinction between day and night. I involved myself in activities of the institute and established a strong work ethic, something that has stayed with me till today. I was idealistic and rebellious at the same time, attending only those classes where I felt I had something new to learn...which once almost resulted in expulsion as my professor did not entirely agree with my point of view.
But more on that another day.
My travels have brought me back to Bangalore, and a Sunday brunch at my favourite restaurant awaits. With some cherished friends. And a Martini or two. Or more.
Showing posts with label Talent. Show all posts
Showing posts with label Talent. Show all posts
Sunday, February 20, 2011
Sunday, July 25, 2010
Let's just get out of the way!
Twenty flights, mostly long haul and some less so, weaving in and out of airports some thirty odd times over a nine week period. That pretty much summed up my life this summer. My work, enjoyable as it was, had kept me on my toes and also up in the air.
So when I trudged into the Chennai office of Madura (http://www.maduramicrofinance.com/) a couple of days after returning from yet another grueling trip to US, I should have been a tired man. I was there for a Board meeting and to work with new members of the leadership team on their expansion plans. But the two days I spent there turned out to so energizing that fatigue evaporated even before it could set in. Some weeks have gone by since my visit but I still find myself smiling as I reflect on the conversations we had and the experiments we decided to enact.
My association with Madura began over a year ago. I had been looking for opportunities to work with people engaged in bridging the gap between those with education and access and those without. Madura was embarking on significant growth plans and wanted to have a person on the Board with experience of scaling an organisation. We found each other thanks to a helpful friend. Over the next few months, I made several visits and got an opportunity to see the impact of the organisation up close. Madura was preparing for the next phase of evolution with diligence and focus. They scouted for senior management professionals to complement the highly dedicated staff that had brought the organisation through its various phases of evolution. I participated as I could – joining in the selection process and decision making, sometimes in person and at other times over skype or phone, from whichever part of the world I happened to be in. In a surprisingly short time, new members of the management team had been recruited and they were ready and raring to go!
So the July meeting was of significance. The Board had shown up in full strength. The customary quarterly performance update was given and plans for the future were laid out. There were new ideas aplenty, confidently presented by a young and driven crop of managers. Their voices mingled with those of industry stalwarts who had spent their lifetimes building and nurturing some of the leading organisations in India. There were emotional moments. Senior Board members who had seen the organisation from its inception and deeply cared about the vision of its late founder were heartened to see the new generation propelling it forward with energy and conviction. By the end of the day, there was energy, optimism and warmth all around.
The day after the board meeting was all about people…what would our strategy be to grow the organisation? How would we preserve its culture as we grew manifold? A smaller group had gathered to deliberate on these matters. Still in the afterglow of the previous day's events, I had some nagging thoughts at the back of my mind. I was really trying to understand what made this organisation what it was…what was its secret sauce? How could I contribute to its future unless I really understood its DNA? So I decided to seek answers from people in the room. There was the Chairperson, Tara (check out http://physicsofpoverty.blogspot.com/ for some remarkable insights), Sandeep - Board member and Founder of Elevar (http://www.elevarequity.com/), and David, the new Executive Director (http://www.davidappasamy.blogspot.com/).
What happened thereafter was magical...
The picture of Madura that emerged was unique and paradoxical at the same time!
The company had been in the business of microfinance for the past fifteen years, operating within the villages of Tamil Nadu in south India. It had a long history of serving the rural poor. Over the years, the organisation had gone through difficult times as it changed hands, lost its revered founder, and rallied around to eventually emerge stronger. So much so that in 2007, Forbes ranked it as the world's most cost effective provider of microfinance. On any financial metric, Madura was off the industry charts for a company of that scale in India. Lowest rate of lending (by a significant margin compared to its nearest rivals), very low operating costs, excellent rate of loan repayment, high customer retention...
We had all been to the field and met frontline employees as well as customers. There was unanimity in our observations...never before had we met a more committed set of people who were so totally immersed in the mission of the organisation. Their emotional connect to the purpose was unparalleled. They had extreme cost sensitivity – not wanting to ever burden the poor. Employees went beyond the call of duty in serving their customers, who in turn regarded the field staff as one of their own. Several members of management had been with the organisation for decades in its earlier avatar as a bank. I had once witnessed a training session in progress and I couldn't believe how openly they embraced the new practices being propagated. Trust levels were obviously very high - not just between employees and management, but also how the borrowers looked upon the company. One defining, and unique, characteristic of Madura was blurring of the distinction between employee and customer...in many ways, they were practically the same! Several employees were women who had started out as borrowers, and over a period of time gained the means and skills to contribute. They imbibed the mission of helping others progress from poverty and eventually joined the company. As I learnt later, even senior functionaries had taken salary cuts to come on board.
Yet, in some aspects the way the company operated defied conventional management wisdom. Madura was not awash with a bevy of management practices...manuals, well documented role definitions, performance appraisal processes and the like. Until recently, they did not have formal heads for some of their key functional areas. The leadership team had not been driving 'top down' messages through the organisation. The obvious controls were financial and statutory in nature, with extensive use of mobile phone technology. Even field staff - the sales force - were not given set targets to perform to! They would simply go into the villages, form Self Help Groups (SHG) of women, mentor them in various aspects of entrepreneurship and provide useful information to enable them.
What then explains the results? How could this organisation outperform on every conceivable commercial parameter without embracing basic management practices?
We eventually agreed that it would be hard for us to understand till we ourselves unlearned…discarding the familiar so we could embrace the subtleties of this wonderful ecosystem. One decision was clear - until we knew any better, we would not impose upon it our myopic views and conditioned responses...in fact, we would do quite the opposite. The customers would decide and the employees would serve.
As for the Board and management, let’s just get out of the way!
So when I trudged into the Chennai office of Madura (http://www.maduramicrofinance.com/) a couple of days after returning from yet another grueling trip to US, I should have been a tired man. I was there for a Board meeting and to work with new members of the leadership team on their expansion plans. But the two days I spent there turned out to so energizing that fatigue evaporated even before it could set in. Some weeks have gone by since my visit but I still find myself smiling as I reflect on the conversations we had and the experiments we decided to enact.
My association with Madura began over a year ago. I had been looking for opportunities to work with people engaged in bridging the gap between those with education and access and those without. Madura was embarking on significant growth plans and wanted to have a person on the Board with experience of scaling an organisation. We found each other thanks to a helpful friend. Over the next few months, I made several visits and got an opportunity to see the impact of the organisation up close. Madura was preparing for the next phase of evolution with diligence and focus. They scouted for senior management professionals to complement the highly dedicated staff that had brought the organisation through its various phases of evolution. I participated as I could – joining in the selection process and decision making, sometimes in person and at other times over skype or phone, from whichever part of the world I happened to be in. In a surprisingly short time, new members of the management team had been recruited and they were ready and raring to go!
So the July meeting was of significance. The Board had shown up in full strength. The customary quarterly performance update was given and plans for the future were laid out. There were new ideas aplenty, confidently presented by a young and driven crop of managers. Their voices mingled with those of industry stalwarts who had spent their lifetimes building and nurturing some of the leading organisations in India. There were emotional moments. Senior Board members who had seen the organisation from its inception and deeply cared about the vision of its late founder were heartened to see the new generation propelling it forward with energy and conviction. By the end of the day, there was energy, optimism and warmth all around.
The day after the board meeting was all about people…what would our strategy be to grow the organisation? How would we preserve its culture as we grew manifold? A smaller group had gathered to deliberate on these matters. Still in the afterglow of the previous day's events, I had some nagging thoughts at the back of my mind. I was really trying to understand what made this organisation what it was…what was its secret sauce? How could I contribute to its future unless I really understood its DNA? So I decided to seek answers from people in the room. There was the Chairperson, Tara (check out http://physicsofpoverty.blogspot.com/ for some remarkable insights), Sandeep - Board member and Founder of Elevar (http://www.elevarequity.com/), and David, the new Executive Director (http://www.davidappasamy.blogspot.com/).
What happened thereafter was magical...
The picture of Madura that emerged was unique and paradoxical at the same time!
The company had been in the business of microfinance for the past fifteen years, operating within the villages of Tamil Nadu in south India. It had a long history of serving the rural poor. Over the years, the organisation had gone through difficult times as it changed hands, lost its revered founder, and rallied around to eventually emerge stronger. So much so that in 2007, Forbes ranked it as the world's most cost effective provider of microfinance. On any financial metric, Madura was off the industry charts for a company of that scale in India. Lowest rate of lending (by a significant margin compared to its nearest rivals), very low operating costs, excellent rate of loan repayment, high customer retention...
We had all been to the field and met frontline employees as well as customers. There was unanimity in our observations...never before had we met a more committed set of people who were so totally immersed in the mission of the organisation. Their emotional connect to the purpose was unparalleled. They had extreme cost sensitivity – not wanting to ever burden the poor. Employees went beyond the call of duty in serving their customers, who in turn regarded the field staff as one of their own. Several members of management had been with the organisation for decades in its earlier avatar as a bank. I had once witnessed a training session in progress and I couldn't believe how openly they embraced the new practices being propagated. Trust levels were obviously very high - not just between employees and management, but also how the borrowers looked upon the company. One defining, and unique, characteristic of Madura was blurring of the distinction between employee and customer...in many ways, they were practically the same! Several employees were women who had started out as borrowers, and over a period of time gained the means and skills to contribute. They imbibed the mission of helping others progress from poverty and eventually joined the company. As I learnt later, even senior functionaries had taken salary cuts to come on board.
Yet, in some aspects the way the company operated defied conventional management wisdom. Madura was not awash with a bevy of management practices...manuals, well documented role definitions, performance appraisal processes and the like. Until recently, they did not have formal heads for some of their key functional areas. The leadership team had not been driving 'top down' messages through the organisation. The obvious controls were financial and statutory in nature, with extensive use of mobile phone technology. Even field staff - the sales force - were not given set targets to perform to! They would simply go into the villages, form Self Help Groups (SHG) of women, mentor them in various aspects of entrepreneurship and provide useful information to enable them.
What then explains the results? How could this organisation outperform on every conceivable commercial parameter without embracing basic management practices?
We eventually agreed that it would be hard for us to understand till we ourselves unlearned…discarding the familiar so we could embrace the subtleties of this wonderful ecosystem. One decision was clear - until we knew any better, we would not impose upon it our myopic views and conditioned responses...in fact, we would do quite the opposite. The customers would decide and the employees would serve.
As for the Board and management, let’s just get out of the way!
Saturday, August 22, 2009
A trip to South India
It is my second evening in the Austrian mountains and a new bottle of wine. Tonight it’s a Cuvee – a delicious and smooth blend of different grapes from the region. I don’t know much about wines...just that they have recently caught my fancy and I have decided to explore them during my week in Europe. It has been raining since afternoon and the alpine air is wonderfully invigorating.
And as I sit in the hotel lounge, I again reflect on the events of the past few weeks.
The high point for me this summer was undoubtedly my visit to Chennai and Madurai last month. A visit that gave me an opportunity to see the impact being made by a microfinance organisation that was deeply committed to serving the poor by providing rural women with the means to achieve economic independence. When I visited the villages where they operated, I saw first hand how they had provided people the skills and means to emerge from poverty and attain a sustainable livelihood.
This opportunity arose thanks to a dear friend with whom I have worked closely for several years. She has now moved beyond the security and comfort of a career in the corporate sector and embarked upon a new journey as a social entrepreneur. Recently, she was approached by an acquaintance, a private equity investor in the social sector, whose fund had invested in this company and where he was a board member. They were looking for an experienced HR professional to serve as a strategic advisor, poised as they are for significant growth in the near future and felt they needed to really get the people equation right. She suggested my name and a few phone calls later introductions were made, connections established, and off I was to see how I could be of assistance in their noble venture.
What I experienced over the course of the next two days left a lasting impression on me and I came away with deep appreciation both for the dedication of these people, as well for their creativity and innovation.
I was received in Chennai by their Chairperson, a woman of very impressive credentials, who took me to a charming old house which served as the company headquarters. The private equity investor also flew in and over the next few hours, we had a spirited and absorbing discussion as they brought me up to speed on the nature of their work. By the end of the day, and several copious notes later, I had received my initiation into the fascinating world of microfinance. As I would realize a day later, this was just my ‘theory’ lesson. The ‘practical’ was to take place the following day through a field visit to the villages.
The next morning we took a 7am flight to Madurai, a small town in the very south of India. I had visited Madurai twenty years ago with my parents while on a summer vacation trip across south India and remember seeing the grand Meenakshi temple, which has lent fame to this town as it attracts both pilgrims and tourists from far and wide. This time though, the day was spent touring villages and branch offices of the company in and around the town. I was accompanied by the Chairperson, who also played the role of translator for most of the day as conversations took place in the local lingo - Tamil. I met with Self Help Groups (SHG) – clusters of 15-20 women organized by the microfinance company for the purpose of providing loans – and saw how they were educated and empowered to take charge of their lives. For most of these women, the journey to self-reliance began with an enrolment into a SHG, an entity that would form the edifice for much of their future existence and the foundation for lasting relationships with others united by a common desire to achieve economic independence and well being for their families. Each SHG would undergo months of training in entrepreneurship and basic finance and accounts. When considered ready, they would receive their group loan…which they would utilize to start a business venture. Some would purchase cattle, others would start a tailoring business, or else make trinkets and toys for children. Each month, the loan installment would need to be repaid and the group would be collectively responsible for ensuring timely payouts. The organisation has a quarter of a million women customers across the state, and an astounding recovery rate which would be the envy of mainstream banks. Just goes to prove the transformational power of enlightened and determined women.
One of the truly remarkable aspects of this organisation was their conscious desire to employ people from the very strata they serviced. This serves a dual purpose…of building trusting relationships within their customer base by being deeply etched in their lives; and underscoring their commitment to improving the lives of people in the rural areas by providing gainful employment to deserving candidates. The results - strong trust based relationships, a stellar reputation and a lasting impact on society!
I came across some astounding tales of human accomplishment.
We were accompanied in our field visit by the regional manager, a middle aged lady who oversaw operations across several branches. She spoke to me of her humble beginnings, from the time she had been a beneficiary of microfinance from this company 15 years ago. Starting off from a meager background (her husband was a daily wage labourer with a low and inconsistent income stream), this lady not only found a means to livelihood for her family, she took greater initiative by first becoming an employee of the company and forming more SHG’s, and in parallel pursuing higher studies, eventually completing a Master’s degree in commerce. Her three sons were now based in countries in the Middle East – all gainfully employed, with the eldest enrolled into a Ph.D. programme! This woman has worked tirelessly and risen to the position of regional head with oversight of several of the company’s branch operations. Recently, she has bought a computer and an internet connection and is learning to operate it.
There were more such stories…
The other revelation was the creativity and innovation in the social sector. The network of SHG’s is an extremely effective distribution channel and can be used as a conduit for several other ‘products’ – basic mobile phones, insurance plans, education and healthcare being a few examples. As technological advancements take effect, some of these will have a significant effect on the fabric of rural society. Imagine the impact of people in remote villages with access to information on their fingertips, combined with the ability to transmit it real time anywhere across the world. I feel this can lay the ground for transformation at the grassroots level. Such technology gives power in the hands of people and can help expose corruption, lay bare inefficiencies, and fight injustice…instantly and without censorship from any governing body!
I witnessed one such innovation. We had reached one of their branch offices in a semi-urban area of Madurai. This was in the upper floor of a small house in a narrow street reachable only on foot. On the day I was there, there had been a load shedding – long hours of electricity shut down - in that part of town. As we looked across the office, I noticed a printer on a table…this was their ‘collections’ room where they kept records of loan disbursement and repayment. The standalone printer was unaccompanied by a computer, something one would naturally expect to see in an operation that dealt with finances. When I enquired about how they managed accounts, the answer left me stunned with amazement. The collections officer, a 30 year veteran of the company whipped out his mobile phone and activated an application. Upon punching in a password, the screen came alive with up-to-date information on every SHG supported by the branch and the current status of loan repayment of each individual member! This information was fed and refreshed at the company headquarters in Chennai and all that was needed was for him to jack up the phone to the printer, produce the latest records and issue receipts to the customers every month! In one fell sweep, this innovation had significantly reduced the need physical infrastructure, reliance on electricity, and also the risk of fraud by unscrupulous employees. Grassroots technology at its very best!
My trip was an eye opener. I came away energized and refreshed from my interactions with these wonderful people. I spent the next few days thinking about how this organisation could harness its human potential and further its impact on the society. My past experiences provided some answers, but more came from friends who have immersed themselves to such causes. Today I see capable and highly qualified people who have chosen to dedicate themselves to bringing about sustainable and equitable development, rather than pursue the path of purely personal gains.
The wheels...they are surely turning!
And as I sit in the hotel lounge, I again reflect on the events of the past few weeks.
The high point for me this summer was undoubtedly my visit to Chennai and Madurai last month. A visit that gave me an opportunity to see the impact being made by a microfinance organisation that was deeply committed to serving the poor by providing rural women with the means to achieve economic independence. When I visited the villages where they operated, I saw first hand how they had provided people the skills and means to emerge from poverty and attain a sustainable livelihood.
This opportunity arose thanks to a dear friend with whom I have worked closely for several years. She has now moved beyond the security and comfort of a career in the corporate sector and embarked upon a new journey as a social entrepreneur. Recently, she was approached by an acquaintance, a private equity investor in the social sector, whose fund had invested in this company and where he was a board member. They were looking for an experienced HR professional to serve as a strategic advisor, poised as they are for significant growth in the near future and felt they needed to really get the people equation right. She suggested my name and a few phone calls later introductions were made, connections established, and off I was to see how I could be of assistance in their noble venture.
What I experienced over the course of the next two days left a lasting impression on me and I came away with deep appreciation both for the dedication of these people, as well for their creativity and innovation.
I was received in Chennai by their Chairperson, a woman of very impressive credentials, who took me to a charming old house which served as the company headquarters. The private equity investor also flew in and over the next few hours, we had a spirited and absorbing discussion as they brought me up to speed on the nature of their work. By the end of the day, and several copious notes later, I had received my initiation into the fascinating world of microfinance. As I would realize a day later, this was just my ‘theory’ lesson. The ‘practical’ was to take place the following day through a field visit to the villages.
The next morning we took a 7am flight to Madurai, a small town in the very south of India. I had visited Madurai twenty years ago with my parents while on a summer vacation trip across south India and remember seeing the grand Meenakshi temple, which has lent fame to this town as it attracts both pilgrims and tourists from far and wide. This time though, the day was spent touring villages and branch offices of the company in and around the town. I was accompanied by the Chairperson, who also played the role of translator for most of the day as conversations took place in the local lingo - Tamil. I met with Self Help Groups (SHG) – clusters of 15-20 women organized by the microfinance company for the purpose of providing loans – and saw how they were educated and empowered to take charge of their lives. For most of these women, the journey to self-reliance began with an enrolment into a SHG, an entity that would form the edifice for much of their future existence and the foundation for lasting relationships with others united by a common desire to achieve economic independence and well being for their families. Each SHG would undergo months of training in entrepreneurship and basic finance and accounts. When considered ready, they would receive their group loan…which they would utilize to start a business venture. Some would purchase cattle, others would start a tailoring business, or else make trinkets and toys for children. Each month, the loan installment would need to be repaid and the group would be collectively responsible for ensuring timely payouts. The organisation has a quarter of a million women customers across the state, and an astounding recovery rate which would be the envy of mainstream banks. Just goes to prove the transformational power of enlightened and determined women.
One of the truly remarkable aspects of this organisation was their conscious desire to employ people from the very strata they serviced. This serves a dual purpose…of building trusting relationships within their customer base by being deeply etched in their lives; and underscoring their commitment to improving the lives of people in the rural areas by providing gainful employment to deserving candidates. The results - strong trust based relationships, a stellar reputation and a lasting impact on society!
I came across some astounding tales of human accomplishment.
We were accompanied in our field visit by the regional manager, a middle aged lady who oversaw operations across several branches. She spoke to me of her humble beginnings, from the time she had been a beneficiary of microfinance from this company 15 years ago. Starting off from a meager background (her husband was a daily wage labourer with a low and inconsistent income stream), this lady not only found a means to livelihood for her family, she took greater initiative by first becoming an employee of the company and forming more SHG’s, and in parallel pursuing higher studies, eventually completing a Master’s degree in commerce. Her three sons were now based in countries in the Middle East – all gainfully employed, with the eldest enrolled into a Ph.D. programme! This woman has worked tirelessly and risen to the position of regional head with oversight of several of the company’s branch operations. Recently, she has bought a computer and an internet connection and is learning to operate it.
There were more such stories…
The other revelation was the creativity and innovation in the social sector. The network of SHG’s is an extremely effective distribution channel and can be used as a conduit for several other ‘products’ – basic mobile phones, insurance plans, education and healthcare being a few examples. As technological advancements take effect, some of these will have a significant effect on the fabric of rural society. Imagine the impact of people in remote villages with access to information on their fingertips, combined with the ability to transmit it real time anywhere across the world. I feel this can lay the ground for transformation at the grassroots level. Such technology gives power in the hands of people and can help expose corruption, lay bare inefficiencies, and fight injustice…instantly and without censorship from any governing body!
I witnessed one such innovation. We had reached one of their branch offices in a semi-urban area of Madurai. This was in the upper floor of a small house in a narrow street reachable only on foot. On the day I was there, there had been a load shedding – long hours of electricity shut down - in that part of town. As we looked across the office, I noticed a printer on a table…this was their ‘collections’ room where they kept records of loan disbursement and repayment. The standalone printer was unaccompanied by a computer, something one would naturally expect to see in an operation that dealt with finances. When I enquired about how they managed accounts, the answer left me stunned with amazement. The collections officer, a 30 year veteran of the company whipped out his mobile phone and activated an application. Upon punching in a password, the screen came alive with up-to-date information on every SHG supported by the branch and the current status of loan repayment of each individual member! This information was fed and refreshed at the company headquarters in Chennai and all that was needed was for him to jack up the phone to the printer, produce the latest records and issue receipts to the customers every month! In one fell sweep, this innovation had significantly reduced the need physical infrastructure, reliance on electricity, and also the risk of fraud by unscrupulous employees. Grassroots technology at its very best!
My trip was an eye opener. I came away energized and refreshed from my interactions with these wonderful people. I spent the next few days thinking about how this organisation could harness its human potential and further its impact on the society. My past experiences provided some answers, but more came from friends who have immersed themselves to such causes. Today I see capable and highly qualified people who have chosen to dedicate themselves to bringing about sustainable and equitable development, rather than pursue the path of purely personal gains.
The wheels...they are surely turning!
Saturday, June 27, 2009
The 'demographic dividend' in India
It was fantastic to hear from an old friend and colleague some days ago, when she called me wanting to know if I wished to participate in efforts to help address the needs of skill development and training in India. She had recently returned to India along with her husband after spending a couple of years studying in an ivy league institution and pursuing her efforts in global healthcare and other related areas. She was concerned about the issues of youth employability in India and felt that urgent and concerted initiatives were required to help create employbility at scale for the youth of the country. Studies have indicated that India has a "demographic dividend" for the next 25 years or so - the 325 million people in the age group of 15 - 29 years - making India the country with the youngest workforce, with a median age well below that of China and other developed economies. Failure to reap this dividend, she felt, would have difficult consequences for the society over a period of time as unemployed and misguided youth would turn to other means for sustainance.
The conversation with her led to some further research on my part. I learnt how out of the 13 million new entrants to the workforce in India, currently no more than 20% receive skill training. And in our existing workforce, only 2% have skill training. In other developed countries, this figure ranges from 70% to over 90%. It appears that this is now becoming a key priority for the government and they are looking to make policy changes and encourage investment by the private sector as well. This is indeed encouraging. However, the overall picture still appears unclear in terms of concrete steps and action.
I have been privileged to work in an organisation and an indistry which has contributed towards employment of youth in a significant way, not only in India but in other countries around the world. My perspective (as a layman) is that for a country to progress, it requires the articulation of a clear and all encompassing vision which can then be executed by different nodes of the economy, working in conjunction and complemeting each other. An opportunity of this scale cannot be achieved unless various parties are galvanised into action - the government, civil services, educational institutions, not-for-profit organisations, as well as the private sector. The government ought to set the direction and policy, and take away bureacratic hurdles to the creation of new and collaborative models for skill development and employment; the private sector needs to be incented to participate with the promise of longer term benefits rather than immediate gains. Partnerships and helpful networks will lay the foundation of this progress...between each of these nodes. This is no different from how any corporation to operate...first by articulating its vision, and then aligning its various functions to execute to the vision.
But even doing all of that does not necessarily achieve sustainability. For that I continue to believe that in our next generation we need to focus on building Competence, Character and a Desire to Excel...which I consdier to be three pillars of sustainable all round development in society. Sustainability will necessarily require our people to discharge their obligations towards one another and to the society at large. And it is time we inculcated that in our people.
I was grateful to her for having thought of me and we ended the call with a resolve to think further about this and engage with some other like minded people. I hope to contribute in any small and humble way to this cause that I am capable of.
The will surely exists...now to find the way!
The conversation with her led to some further research on my part. I learnt how out of the 13 million new entrants to the workforce in India, currently no more than 20% receive skill training. And in our existing workforce, only 2% have skill training. In other developed countries, this figure ranges from 70% to over 90%. It appears that this is now becoming a key priority for the government and they are looking to make policy changes and encourage investment by the private sector as well. This is indeed encouraging. However, the overall picture still appears unclear in terms of concrete steps and action.
I have been privileged to work in an organisation and an indistry which has contributed towards employment of youth in a significant way, not only in India but in other countries around the world. My perspective (as a layman) is that for a country to progress, it requires the articulation of a clear and all encompassing vision which can then be executed by different nodes of the economy, working in conjunction and complemeting each other. An opportunity of this scale cannot be achieved unless various parties are galvanised into action - the government, civil services, educational institutions, not-for-profit organisations, as well as the private sector. The government ought to set the direction and policy, and take away bureacratic hurdles to the creation of new and collaborative models for skill development and employment; the private sector needs to be incented to participate with the promise of longer term benefits rather than immediate gains. Partnerships and helpful networks will lay the foundation of this progress...between each of these nodes. This is no different from how any corporation to operate...first by articulating its vision, and then aligning its various functions to execute to the vision.
But even doing all of that does not necessarily achieve sustainability. For that I continue to believe that in our next generation we need to focus on building Competence, Character and a Desire to Excel...which I consdier to be three pillars of sustainable all round development in society. Sustainability will necessarily require our people to discharge their obligations towards one another and to the society at large. And it is time we inculcated that in our people.
I was grateful to her for having thought of me and we ended the call with a resolve to think further about this and engage with some other like minded people. I hope to contribute in any small and humble way to this cause that I am capable of.
The will surely exists...now to find the way!
Wednesday, May 20, 2009
Competence, Character and a Desire to Excel
For a while now, my mind has been occupied by thoughts on the nature of leadership we need in society. Perhaps it has to do with my workplace which has given me an opportunity to interact with people from diverse backgrounds. Or my profession, which in essence is about helping unlock the inherent potential of people. Or, as is likely, it may be a deeper, latent desire to contribute to development of people in a setting in a broader sense than I have been able to do thus far. Whatever be the reason, I often find myself contemplating on this subject. And in an attempt to progress from thought to action, I have decided to put pen to paper and see where that leads me.
So here goes…
Leadership conjures up many different images, and there are literally millions of views out there about what it means and how it can be developed. There are theories which on the one end of the spectrum derive lessons from history and ancient scriptures, and on the other end offer instant ‘leader-in-a-minute’ solutions. I don’t intend to enter into any debate on the meaning or definition of leadership, nor propound new theories. In my simplistic mind, I think about leadership in a pretty wide ranging sense…from the political arena to the creative and the professional. My thoughts are about leadership that benefits the society and humanity…hence it encompasses a vast array of fields including government, politics, academics, science and technology, arts, sports, business, philanthropy and entrepreneurship.
The question that has been twirling around in my brain is – what traits should our next generation of leaders embody?
There are three that resonate most with me – Competence, Character and a Desire to Excel. Here is what I mean by each of these…
Competence is the culmination of skills, knowledge and aptitude. We commonly focus on helping people acquire skills and knowledge which are considered essential for them to be employable and productive. However, I feel this focus addresses only one dimension of the equation. By providing skills and knowledge to millions of people, we can create a society where individuals can be self-sufficient. And also self-serving. Skills and knowledge can be effectively imparted through education and experience. The other part of the equation is aptitude, i.e. the innate abilities that each human being on this planet possesses. If we are able to provide skills and knowledge to people in line with their aptitude, we get competence. As a society, we can create a generation of competent leaders if we are able to identify the aptitude of people early, and then power it with the right set of skills and knowledge.
Character is all about doing the right thing. And to do the right thing, one needs to know what is right, and also who it is right for. Contemporary institutions of learning (certainly several that I am familiar with) teach people to do the right thing for themselves. This is further reinforced when people enter the professional arena and learn the harsh realities of the real world, which incentivises and recognizes material individual success over all else. As to those less fortunate who do not have access even to basic education, such lofty questions don’t arise as they fight with fellow human beings every step of the way and for every morsel of food. However, building character in leaders is important for societies that want to progress. Character is about knowing and doing what is right for oneself, one’s immediate surroundings (family, friends, organization, etc.), as well as the community in which we grow up, live and work. Character is about knowing one’s obligations and discharging those obligations. Character has to do with achieving alignment between one’s beliefs, intentions and actions.
A Desire to Excel is a desire to continuously push the boundary of creativity and innovation. It is an innate need to surpass one’s own limitations and those set by others. It is borne out of an unrelenting focus and the application of one’s craft, and dedicating oneself to the creation of wonderful products and solutions. Inculcating in people the desire to excel is to get them to reject mediocrity and lethargy. For those that choose the pursuit of excellence, it means learning to accept challenges, roadblocks and rejection as a necessary and welcome part of the path to progress. Finally, a desire to excel can be stoked only once people learn to value the virtues of industriousness and perseverance, and the knowledge that that there is no quick and clear destination…but that the journey itself is significant and joyous.
Why do we need to have leaders with Competence, Character, and a Desire to Excel?
I have grown up in India, a country of over a billion people. A country which now prides itself as an emerging global power and is regularly making headlines around the world…as the world’s largest thriving democracy, for having a uniquely talented workforce with skills that are globally relevant, and now also as the home to some of the world’s richest and most powerful people. Yet, it is also a country of rampant corruption, a society lacking in basic civic sense, a land of extreme poverty and vast polarization between the rich and the poor.
There are many reasons for why India is the way it is, but one piece of the puzzle lies in how we educate people, the values we instill in them and how we define, recognize and reward achievement.
Over the past fifty years, we have made tremendous strides in emerging from subjugation into a global power. Today, India can produce two and a half million graduates every year and over ten million people enter the labour pool annually. We have clearly demonstrated the ability to produce a vast number of capable individuals…engineers, lawyers, technicians, academics, doctors, scientists, actors and sportspersons. We are blessed with having the youngest workers in the world at a time when most countries are dealing with issues of an ageing workforce. But as a society we have failed to be progressive. Our education system can produce masses of talented individuals, the values we inculcate in our children are about pursuing material individual gain, and what we recognize and reward are individual success stories. But we neither teach, nor value the role of individuals to act as a collective…thereby requiring the forthcoming generation to understand and discharge obligations as members of a society. We have been able to provide skills to our people and give them a livelihood, but we have not created vibrant and ethical citizens who can collectively propel a nation forward.
I believe it is possible to change this. It is possible for us to create the next generation of leaders who are talented and committed to a broader purpose and in a manner that is beneficial to the society and the country. And that this can be done in every arena – politics, government, judiciary, business, sciences, liberal arts, creative fields, as well as in sports.
I don’t have all the answers on how we can achieve this. I also don’t know whether this can be achieved at scale, or is a utopian concept which can only take root within a cocooned environment. But I do have some ideas which are slowly taking shape in my brain. These ideas have to do with helping build a new generation of leaders who will be Competent, have Character and a Desire to Excel.
I know there are people out there with similar intentions, and who may have taken many more strides in acting upon such ideas. I hope to find them so I can lend a helping hand. As I hope to progress my thinking into action…
So here goes…
Leadership conjures up many different images, and there are literally millions of views out there about what it means and how it can be developed. There are theories which on the one end of the spectrum derive lessons from history and ancient scriptures, and on the other end offer instant ‘leader-in-a-minute’ solutions. I don’t intend to enter into any debate on the meaning or definition of leadership, nor propound new theories. In my simplistic mind, I think about leadership in a pretty wide ranging sense…from the political arena to the creative and the professional. My thoughts are about leadership that benefits the society and humanity…hence it encompasses a vast array of fields including government, politics, academics, science and technology, arts, sports, business, philanthropy and entrepreneurship.
The question that has been twirling around in my brain is – what traits should our next generation of leaders embody?
There are three that resonate most with me – Competence, Character and a Desire to Excel. Here is what I mean by each of these…
Competence is the culmination of skills, knowledge and aptitude. We commonly focus on helping people acquire skills and knowledge which are considered essential for them to be employable and productive. However, I feel this focus addresses only one dimension of the equation. By providing skills and knowledge to millions of people, we can create a society where individuals can be self-sufficient. And also self-serving. Skills and knowledge can be effectively imparted through education and experience. The other part of the equation is aptitude, i.e. the innate abilities that each human being on this planet possesses. If we are able to provide skills and knowledge to people in line with their aptitude, we get competence. As a society, we can create a generation of competent leaders if we are able to identify the aptitude of people early, and then power it with the right set of skills and knowledge.
Character is all about doing the right thing. And to do the right thing, one needs to know what is right, and also who it is right for. Contemporary institutions of learning (certainly several that I am familiar with) teach people to do the right thing for themselves. This is further reinforced when people enter the professional arena and learn the harsh realities of the real world, which incentivises and recognizes material individual success over all else. As to those less fortunate who do not have access even to basic education, such lofty questions don’t arise as they fight with fellow human beings every step of the way and for every morsel of food. However, building character in leaders is important for societies that want to progress. Character is about knowing and doing what is right for oneself, one’s immediate surroundings (family, friends, organization, etc.), as well as the community in which we grow up, live and work. Character is about knowing one’s obligations and discharging those obligations. Character has to do with achieving alignment between one’s beliefs, intentions and actions.
A Desire to Excel is a desire to continuously push the boundary of creativity and innovation. It is an innate need to surpass one’s own limitations and those set by others. It is borne out of an unrelenting focus and the application of one’s craft, and dedicating oneself to the creation of wonderful products and solutions. Inculcating in people the desire to excel is to get them to reject mediocrity and lethargy. For those that choose the pursuit of excellence, it means learning to accept challenges, roadblocks and rejection as a necessary and welcome part of the path to progress. Finally, a desire to excel can be stoked only once people learn to value the virtues of industriousness and perseverance, and the knowledge that that there is no quick and clear destination…but that the journey itself is significant and joyous.
Why do we need to have leaders with Competence, Character, and a Desire to Excel?
I have grown up in India, a country of over a billion people. A country which now prides itself as an emerging global power and is regularly making headlines around the world…as the world’s largest thriving democracy, for having a uniquely talented workforce with skills that are globally relevant, and now also as the home to some of the world’s richest and most powerful people. Yet, it is also a country of rampant corruption, a society lacking in basic civic sense, a land of extreme poverty and vast polarization between the rich and the poor.
There are many reasons for why India is the way it is, but one piece of the puzzle lies in how we educate people, the values we instill in them and how we define, recognize and reward achievement.
Over the past fifty years, we have made tremendous strides in emerging from subjugation into a global power. Today, India can produce two and a half million graduates every year and over ten million people enter the labour pool annually. We have clearly demonstrated the ability to produce a vast number of capable individuals…engineers, lawyers, technicians, academics, doctors, scientists, actors and sportspersons. We are blessed with having the youngest workers in the world at a time when most countries are dealing with issues of an ageing workforce. But as a society we have failed to be progressive. Our education system can produce masses of talented individuals, the values we inculcate in our children are about pursuing material individual gain, and what we recognize and reward are individual success stories. But we neither teach, nor value the role of individuals to act as a collective…thereby requiring the forthcoming generation to understand and discharge obligations as members of a society. We have been able to provide skills to our people and give them a livelihood, but we have not created vibrant and ethical citizens who can collectively propel a nation forward.
I believe it is possible to change this. It is possible for us to create the next generation of leaders who are talented and committed to a broader purpose and in a manner that is beneficial to the society and the country. And that this can be done in every arena – politics, government, judiciary, business, sciences, liberal arts, creative fields, as well as in sports.
I don’t have all the answers on how we can achieve this. I also don’t know whether this can be achieved at scale, or is a utopian concept which can only take root within a cocooned environment. But I do have some ideas which are slowly taking shape in my brain. These ideas have to do with helping build a new generation of leaders who will be Competent, have Character and a Desire to Excel.
I know there are people out there with similar intentions, and who may have taken many more strides in acting upon such ideas. I hope to find them so I can lend a helping hand. As I hope to progress my thinking into action…
Thursday, April 30, 2009
A new generation of leaders?
I chanced upon something I found truly thought provoking and enlightening - building leaders of character and calibre.
This talk by Patrick Awuha is the story of one man's endeavour to build the next generation of leaders in Africa. As one listens to him, the issues he highlights are not isolated to his home country, Ghana. Much of this resonates with me given the part of the world that I come from. And his approach is simple, elegant and built on strong conviction. Couldn't help posting it here...http://www.ted.com/index.php/talks/patrick_awuah_on_educating_leaders.html
This talk by Patrick Awuha is the story of one man's endeavour to build the next generation of leaders in Africa. As one listens to him, the issues he highlights are not isolated to his home country, Ghana. Much of this resonates with me given the part of the world that I come from. And his approach is simple, elegant and built on strong conviction. Couldn't help posting it here...http://www.ted.com/index.php/talks/patrick_awuah_on_educating_leaders.html
Saturday, February 14, 2009
A word of advice
Last week my 20 year old niece visited us from Sydney. She was en route to India where she would spend the next few days traveling and meeting with relatives. It was her first break since passing out of high school and she intended to explore the country of her birth.
As was to be expected, both of us received a set of instructions from her mother (my dear elder cousin sister) who is hopeful that her daughter finds her way to a meaningful and rewarding career. The young lady received her share of do's and dont's...as did I. She on what she ought to do, or otherwise. And mine were to behave like a responsible "uncle" and give her some advice and coaching. Receiving such instructions from my sister was not new for me. Many a time during my teenage years, when she felt I was going astray, she would patiently sit me down extolling the virtues of hard work and urging me to study diligently. How the exertions during one's formative years would pave way for life of comfort and ease. She had been a role model in our family...consistently achieving top ranks during her school, college and university years, even going on to obtain a Ph.D. Much to my sisters dismay, I never came anywhere close to the standards set by her. So it was strange to me that she felt her daughter had something to gain through exposure to me.
Whenever I am asked to give guidance or advice to youngsters, I feel overwhelmed by the expectations from me. The burden of responsibility seems heavy for my shoulders. I am a tad awkward and out of place. After all, how could anyone benefit by listening to me?? For one, I dont feel very grown up myself. And my life is hardly the story of conventional success. A quick glance would make it obvious that
...there are no academic achievements to boast of. I have attended institutions of reasonable repute and performed above the norm, but nothing that could be considered a sterling example for others to strive for
...my work life while in India is a study in sheer imbalance. During a substantial part of my career, I have worked to the detriment of everything else, neglecting even my health to an extent that I very nearly lost my life a few times and was subsequently required to undertake considerable repair work
...I have not achieved exceptional financial success. In fact, I cant even recall my salary and I would be quite clueless about my assets or net worth. After having worked for close to fifteen years, I still do not own an inch of land anywhere on the planet leaving people to wonder what actually motivates me to work
...I have some weird notions about life which most sane humans cannot comprehend. Even my closest friends have not understood them, much less accepted. Some have wisely suggested that I ought to visit a psychiatrist and have my brain rewired. For example, I am unable to fathom why men and women feel compelled to reproduce. Like we do not already have enough human beings on the planet! And this discomfort takes extreme forms including an inability to be in the presence of pregnant women...and I dont even feel an affinity towards children
So it is indeed curious that people would want advice from me. But despite all my shortcomings, and unmindful of the risks to their own sanity, sometimes they still insist on it! And at such times I feel equally compelled to be of assistance as I hate to let people down when they reach out for help. However, my thoughts on giving and receiving advice have changed over the years. I have now come to believe that we are utterly incapable of giving meaningful and genuine advice to another individual. Hence, I try to refrain from doing so. Instead, I seek to understand the person...their life and experiences, their desires and dreams, their failures, shortcomings and heartaches. Which is exactly what I did with my niece.
One night after a long day at work, I sat and listened to her story. How she had got to where she did. What she had struggled with. She spoke lucidly about herself, her successes and her failures. And expressed confusion about the choices of career to consider. Which is when she turned to ask for my advice...and I had none to offer. Instead I gave her some homework...I was the uncle after all, and had some authority over this captive audience in my house! I asked her to list down - at a very granular level of detail - everything she was good at and everything she was not. She was not to give her own opinions or attempt any interpretations. Rather, she needed to delve into her childhood and think about what her friends, family, teachers and co-workers had told her over the years. She could take as much time as she wanted, use as much paper as she needed, and no amount of detail would be excessive. This was to be a long list! When she completed it, I gave her another assignment. Which was to review the list as if it were someone else's and to think of possibilities. What was the message in the list? How could she draw upon her strengths and interests? What was she likely to excel at? What would she love doing? What pitfalls must she avoid? What ought to be the story of her life? And then, as we got into the cab to go to the airport, she was leaving for India and I was off to the Philippines, we talked about whether the path she was currently on would provide her joy and fulfillment. Was it building on her strengths, interests and passions? Or did she need to change course and look afresh for a new one?
When we parted there was a sparkle in her eyes and a spring in her step. She was energised and felt she had rediscovered aspects of herself that had gotten lost over time. Perhaps, she had been heading down a path more suited for someone else... And needed to pause and reflect whether it was what she really wanted or would excel at. This young lady has talent. As do we all. Her talent is for her to find, to exploit and to develop. She needs to chart out her own path and to do so she needs to explore. Her explorations may take her to different places. And at times she may trip and fall. Often, it may not lead to a destination at all. Challenges and barriers will come...some quite early and from unexpected quarters. They are hers to accept and overcome.
My niece boarded her flight without receiving any pearls of wisdom or valuable words of advice from me. Had I let her mother down yet again?
It is my fervent hope that while she was here, she was able to discover a little bit of herself. And that as she travels in the coming days, she finds out a lot more. If new thoughts have arisen, I hope they will be elevated. If an idea has been triggered, may many more germinate. I wish her success and I also wish her struggle. As I would wish anyone I care about.
As for my advice?? I am clear that I ought to keep it to myself. Most people are better off without it...
As was to be expected, both of us received a set of instructions from her mother (my dear elder cousin sister) who is hopeful that her daughter finds her way to a meaningful and rewarding career. The young lady received her share of do's and dont's...as did I. She on what she ought to do, or otherwise. And mine were to behave like a responsible "uncle" and give her some advice and coaching. Receiving such instructions from my sister was not new for me. Many a time during my teenage years, when she felt I was going astray, she would patiently sit me down extolling the virtues of hard work and urging me to study diligently. How the exertions during one's formative years would pave way for life of comfort and ease. She had been a role model in our family...consistently achieving top ranks during her school, college and university years, even going on to obtain a Ph.D. Much to my sisters dismay, I never came anywhere close to the standards set by her. So it was strange to me that she felt her daughter had something to gain through exposure to me.
Whenever I am asked to give guidance or advice to youngsters, I feel overwhelmed by the expectations from me. The burden of responsibility seems heavy for my shoulders. I am a tad awkward and out of place. After all, how could anyone benefit by listening to me?? For one, I dont feel very grown up myself. And my life is hardly the story of conventional success. A quick glance would make it obvious that
...there are no academic achievements to boast of. I have attended institutions of reasonable repute and performed above the norm, but nothing that could be considered a sterling example for others to strive for
...my work life while in India is a study in sheer imbalance. During a substantial part of my career, I have worked to the detriment of everything else, neglecting even my health to an extent that I very nearly lost my life a few times and was subsequently required to undertake considerable repair work
...I have not achieved exceptional financial success. In fact, I cant even recall my salary and I would be quite clueless about my assets or net worth. After having worked for close to fifteen years, I still do not own an inch of land anywhere on the planet leaving people to wonder what actually motivates me to work
...I have some weird notions about life which most sane humans cannot comprehend. Even my closest friends have not understood them, much less accepted. Some have wisely suggested that I ought to visit a psychiatrist and have my brain rewired. For example, I am unable to fathom why men and women feel compelled to reproduce. Like we do not already have enough human beings on the planet! And this discomfort takes extreme forms including an inability to be in the presence of pregnant women...and I dont even feel an affinity towards children
So it is indeed curious that people would want advice from me. But despite all my shortcomings, and unmindful of the risks to their own sanity, sometimes they still insist on it! And at such times I feel equally compelled to be of assistance as I hate to let people down when they reach out for help. However, my thoughts on giving and receiving advice have changed over the years. I have now come to believe that we are utterly incapable of giving meaningful and genuine advice to another individual. Hence, I try to refrain from doing so. Instead, I seek to understand the person...their life and experiences, their desires and dreams, their failures, shortcomings and heartaches. Which is exactly what I did with my niece.
One night after a long day at work, I sat and listened to her story. How she had got to where she did. What she had struggled with. She spoke lucidly about herself, her successes and her failures. And expressed confusion about the choices of career to consider. Which is when she turned to ask for my advice...and I had none to offer. Instead I gave her some homework...I was the uncle after all, and had some authority over this captive audience in my house! I asked her to list down - at a very granular level of detail - everything she was good at and everything she was not. She was not to give her own opinions or attempt any interpretations. Rather, she needed to delve into her childhood and think about what her friends, family, teachers and co-workers had told her over the years. She could take as much time as she wanted, use as much paper as she needed, and no amount of detail would be excessive. This was to be a long list! When she completed it, I gave her another assignment. Which was to review the list as if it were someone else's and to think of possibilities. What was the message in the list? How could she draw upon her strengths and interests? What was she likely to excel at? What would she love doing? What pitfalls must she avoid? What ought to be the story of her life? And then, as we got into the cab to go to the airport, she was leaving for India and I was off to the Philippines, we talked about whether the path she was currently on would provide her joy and fulfillment. Was it building on her strengths, interests and passions? Or did she need to change course and look afresh for a new one?
When we parted there was a sparkle in her eyes and a spring in her step. She was energised and felt she had rediscovered aspects of herself that had gotten lost over time. Perhaps, she had been heading down a path more suited for someone else... And needed to pause and reflect whether it was what she really wanted or would excel at. This young lady has talent. As do we all. Her talent is for her to find, to exploit and to develop. She needs to chart out her own path and to do so she needs to explore. Her explorations may take her to different places. And at times she may trip and fall. Often, it may not lead to a destination at all. Challenges and barriers will come...some quite early and from unexpected quarters. They are hers to accept and overcome.
My niece boarded her flight without receiving any pearls of wisdom or valuable words of advice from me. Had I let her mother down yet again?
It is my fervent hope that while she was here, she was able to discover a little bit of herself. And that as she travels in the coming days, she finds out a lot more. If new thoughts have arisen, I hope they will be elevated. If an idea has been triggered, may many more germinate. I wish her success and I also wish her struggle. As I would wish anyone I care about.
As for my advice?? I am clear that I ought to keep it to myself. Most people are better off without it...
Sunday, January 18, 2009
Saturday evening with friends
It has not yet been a year in Singapore, and I realise how privileged I am to have met nice people whose company embellishes some of our weekends. People that I have come to like and respect in a surprisingly short period of time. For a person who is reticent and takes a while getting comfortable with human beings, I consider myself lucky to have found good company in a new country. And now that we have been meeting periodically, I find that our evenings have taken on a distinct character...they almost have a pattern to them. Here is how they generally flow:
...there is the meet and greet. Warm hugs and smiles all around. Pleasantries exchanged. Ladies resplendent in their elegant dresses. Men dapper and relaxed.
...quickly settling into the primary business of the day. Which usually means sampling of a new bottle of single malt or occasionally a highly recommended wine. Yes, we have simple tastes! Yesterday it was the Auchentoshan. Opened by excited fingers, followed by the customary ritual involving nose and mouth...and then joy as the golden liquid spreads its goodness from the palette and fills into our beings. Pure bliss!
...the starters and finger food. Duly appreciated and consumed
...and then the conversation begins!
These conversations, which have become a mainstay of our gatherings. We talk about work. We discuss the economy, the recent doom and the gloom. And the grim outlook ahead. We share perspectives on where the world is heading. Recent events are commented upon. A newly released movie critiqued. At times, practical issues surface and get addressed with people offering advice and help. At other times we discuss life and what it means to each of us. Often we make plans - to get together for a short vacation or indulge in sport. Few of which see the light of day the following morning as we nurse a hangover, though I suspect our track record is finally threatening to improve! There is plenty of friendly banter and jokes...and some vociferous debates. In this short span of time, we seem to have coalesced and become comfortable as a group, appreciative of each others perspectives. And in our own way, I am quite certain we look forward to these evenings and the conversations, which often carry on till early hours of the morning.
Yesterday was about how we see ourselves in the future...what would define us as individuals, what we would like to do, and what we would like to be. Excellent conversation. Interrupted several times, digressing wildly at moments, and swinging from the philosophical to the comic. But despite the twists and turns, some of us delved deep and shared ideas of our vision, aspirations and desires.
One of us wants to be able to achieve greater balance in coming years. To be able to excel at the workplace, but also expend energy in bringing goodness and well being to people beyond the immediate proximity. Like helping those with less means attain financial independence. An existence that would be productive, comfortable and meaningful to more people than just those attached to the self.
Another friend was candid in admitting that the future vision was as yet unclear. There was a strong desire to make this life count, and that in the near term it needed to be about attaining wealth of a vastly different magnitude. Equally there was a feeling that this was only part of the story. A strong desire to mentor and share knowledge with upcoming generations was palpable. Surely, there is a lot yet to come from this talented young person!
One friend has been doing a remarkable job of raising two young children as a single parent and sole provider. Having known the person from my college years I marvel at the transformation, the steely resolve and singularity of purpose. Another has taken a career break to explore creative pursuits.
When asked the same question, I had a short answer...expressing a desire to work with youth in my country and to make this life matter for a greater proportion of humanity than it does currently. Those who now know me felt some of my past actions and inclinations pointed in that direction. And gave me their insights on paths to consider. Which I am grateful for and have taken on board for further consideration.
Within our small little ecosystem, it feels wonderful to hear about dreams and desires of people we know. These interactions leave me with a pleasant aftertaste. I come away energised by the emotion and the inherent desire of my friends wanting to make a difference...to create and to excel. To strive. To leave a legacy. It strengthens my conviction in the talent of people, in their unique perspectives and distinctive abilities. Each one of us wants to make this life count. The paths vary, the goals are divergent, yet there is a strong positive undercurrent within. I feel proud that in a very small way, and to a very limited extent, even in these social gatherings we are able to create a forum for such expression. One of us felt, rightly so, that these conversations are great, but what next? How will we translate these lofty thoughts into action? A very sincere and genuine concern. And my response was that if we take away something from here which we can internalise and reflect upon - thoughts that may lead us to act, in a big or small way, so be it! That in itself, would provide greater purpose and meaning to our lives. What may have been latent desires thus far, covered under the veil of our daily existence and self-preoccupation, have now found expression among friends in an environment of trust and respect. Thus giving rise to a new opportunity to bring forth our energy and talent.
Great evening! A word of gratitude to our hosts. The single malt has done its magic, as has the delicious food prepared lovingly by the lady of the house. May these evenings continue for times to come. May there be laughter, geity and camaraderie. And may wonderful thoughts and ideas emerge and propel us forward into action!
...there is the meet and greet. Warm hugs and smiles all around. Pleasantries exchanged. Ladies resplendent in their elegant dresses. Men dapper and relaxed.
...quickly settling into the primary business of the day. Which usually means sampling of a new bottle of single malt or occasionally a highly recommended wine. Yes, we have simple tastes! Yesterday it was the Auchentoshan. Opened by excited fingers, followed by the customary ritual involving nose and mouth...and then joy as the golden liquid spreads its goodness from the palette and fills into our beings. Pure bliss!
...the starters and finger food. Duly appreciated and consumed
...and then the conversation begins!
These conversations, which have become a mainstay of our gatherings. We talk about work. We discuss the economy, the recent doom and the gloom. And the grim outlook ahead. We share perspectives on where the world is heading. Recent events are commented upon. A newly released movie critiqued. At times, practical issues surface and get addressed with people offering advice and help. At other times we discuss life and what it means to each of us. Often we make plans - to get together for a short vacation or indulge in sport. Few of which see the light of day the following morning as we nurse a hangover, though I suspect our track record is finally threatening to improve! There is plenty of friendly banter and jokes...and some vociferous debates. In this short span of time, we seem to have coalesced and become comfortable as a group, appreciative of each others perspectives. And in our own way, I am quite certain we look forward to these evenings and the conversations, which often carry on till early hours of the morning.
Yesterday was about how we see ourselves in the future...what would define us as individuals, what we would like to do, and what we would like to be. Excellent conversation. Interrupted several times, digressing wildly at moments, and swinging from the philosophical to the comic. But despite the twists and turns, some of us delved deep and shared ideas of our vision, aspirations and desires.
One of us wants to be able to achieve greater balance in coming years. To be able to excel at the workplace, but also expend energy in bringing goodness and well being to people beyond the immediate proximity. Like helping those with less means attain financial independence. An existence that would be productive, comfortable and meaningful to more people than just those attached to the self.
Another friend was candid in admitting that the future vision was as yet unclear. There was a strong desire to make this life count, and that in the near term it needed to be about attaining wealth of a vastly different magnitude. Equally there was a feeling that this was only part of the story. A strong desire to mentor and share knowledge with upcoming generations was palpable. Surely, there is a lot yet to come from this talented young person!
One friend has been doing a remarkable job of raising two young children as a single parent and sole provider. Having known the person from my college years I marvel at the transformation, the steely resolve and singularity of purpose. Another has taken a career break to explore creative pursuits.
When asked the same question, I had a short answer...expressing a desire to work with youth in my country and to make this life matter for a greater proportion of humanity than it does currently. Those who now know me felt some of my past actions and inclinations pointed in that direction. And gave me their insights on paths to consider. Which I am grateful for and have taken on board for further consideration.
Within our small little ecosystem, it feels wonderful to hear about dreams and desires of people we know. These interactions leave me with a pleasant aftertaste. I come away energised by the emotion and the inherent desire of my friends wanting to make a difference...to create and to excel. To strive. To leave a legacy. It strengthens my conviction in the talent of people, in their unique perspectives and distinctive abilities. Each one of us wants to make this life count. The paths vary, the goals are divergent, yet there is a strong positive undercurrent within. I feel proud that in a very small way, and to a very limited extent, even in these social gatherings we are able to create a forum for such expression. One of us felt, rightly so, that these conversations are great, but what next? How will we translate these lofty thoughts into action? A very sincere and genuine concern. And my response was that if we take away something from here which we can internalise and reflect upon - thoughts that may lead us to act, in a big or small way, so be it! That in itself, would provide greater purpose and meaning to our lives. What may have been latent desires thus far, covered under the veil of our daily existence and self-preoccupation, have now found expression among friends in an environment of trust and respect. Thus giving rise to a new opportunity to bring forth our energy and talent.
Great evening! A word of gratitude to our hosts. The single malt has done its magic, as has the delicious food prepared lovingly by the lady of the house. May these evenings continue for times to come. May there be laughter, geity and camaraderie. And may wonderful thoughts and ideas emerge and propel us forward into action!
Monday, January 12, 2009
Talent
Given that my professional life has had much to with this topic, I have been thinking of penning down my thoughts on how I view talent and what it has meant for me.
In my growing years, I was often described as a good boy - well behaved, well read, reasonably well rounded - but with no particular talent. Here is what I mean:
...I was above average academically (I know this is left wide open for interpretation...but then that is the best description that comes to mind)
...I could never sing
...did not know how to play any musical instrument. I did learn tabla for a while but parted with my instructor after a difference of opinion - must have been in standard seven or eight
...was mediocre at sport (with the exception of badminton). Not because I did not have the knack for it, but my severe asthmatic condition did not allow me to exert physically
...no histrionic ability
...less said the better about my performances on the dance floor. Even now I would be hopeless without copious amount of alcohol. After which I really coudn't care less, and others have been too polite to tell me the morning after - or more realistically they themselves have vague memories of the night before - other than a throbbing head to serve a painful reminder!
...to top it all, I did not have much of a physique - a frail 54 kilograms during my undergrad days
Yet my entire professional life has been about talent...finding the right talent, training and developing it, and rewarding and retaining talent.
My views on talent have evolved much over the years - and I suspect will continue to for time to come. My initial ideas were shaped by my surroundings. Growing up in a famously competitive school in Delhi which churned out achievers by the dozen, and bred in an intellectual university atmosphere, talent and education went hand in hand. During my student years, having talent equalled being in the top percentile academically and obtaining admission to top class institutions. I would marvel at people who had the ability and perseverance to do that. And when I began my professional life, this translated into being able to attract and retain highly qualified professionals within the organisation. Our measures of success were ranking in top business schools of the country and our ability to manage to very low levels of attrition. Most of my initial years at work went in this pursuit and my team mates and I did our utmost to achieve these results. From meticulously planned recruiting campaings which would focus on positioning us in the 'right' peer set, to ensuring we had attractive compensation packages, we did all that we could to plan and manage the careers of the best and the brightest. And when competition became intense with more and more multinational companies discovering Indian talent, newer companies lured away that talent with the promise of overseas postings and sky high pay packages for top graduates. The wide media coverage on how the best talent was leaving the shores of India in almost every field of education further strengthened the view that talent was indeed scarce.
However, my notion that talent was resident in the very top academic strata was restrictive for several reasons. The first of which have to do with sheer numbers.
India has:
- 380 universities
- 11,200 higher education institutes
churning out annually:
- 6,000 PhD’s
- 200,000 engineers
- 300,000 science grads and post grads
- over 2 million graduates all put together!!
Furthermore, more often than not, the highest educational institutions are occupied by people that have had the means to access them. Again the numbers are indicative. The average annual per capita income in India is US $2,600 (IMF estimate - 2007), hence it is conceivable that gaining access to top institutions is not always possible for everyone. The economic boom of the past decade has certainly increased that access, however wide income disparities and abject poverty still remain...making it difficult for vast majority of people to these hallowed institutions.
Finally - and this may have been most obvious to the vast majority of humanity - I have learnt that talent is bigger and broader than academic achievement or material success. Over the years, I have met people from many different backgrounds - people with different academic qualifications and specialisations. People from a variety of cultures, socio-economic conditions, languages, provinces, races and nationalities. About a year ago, my colleagues and I spent a day working with street children who were rehabilitated and being taught life skills in a non-governmental institution in Bangalore. We encountered incredible talent that day...children sewing, working the printing press, crafting stuff, or doing mechanics. At the end of the day, one of them sang a song for us...and some did an amazing rendition of hot bollywood dance numbers - choreographed to perfection! And so I realized that talent does not equal academic qualifications or educational pedigree. What should have been clear from the start took me years of get to, but then I explained that I was never talented, didn’t I? Talent exists in many different places and in almost every person...it is up to us to recognise it and to be able to do something with it. When we encounter someone who can think systematically and sequentially, we see talent. When they can think destructively and discontinuously, we see talent. When people visualise possibilities, there is talent. There is talent in the stroke of the brush. In sculptures, images, in song, dance and theatre. There is even talent in disagreement...because it is almost always easier to agree and to conform than it is to challenge.
As my views on talent have evolved, it has not in any way diminished my respect for people who have excelled and graduated from the finest institutions. Far from it. I believe these are very hard working people - incredibly gifted and truly deserving of the success they achieve. What has changed is that I now respect people with myriad talents. I marvel at the different things people can do. I am fascinated by their abilities. And I am inspired by them…to an extent that I aspire to make my own little contribution to help people realize their potential. At a very personal level, it is increasingly about getting to assist people that have less access to education and economic well being. After all, isn't unlocking the potential of people at the very core of our profession. We, who call ourselves practioners and experts in Human Resource Management!
But all this will stand for naught it I couldn't walk the talk. I need to live my beliefs. So I decide to start with recognising talent in my immediate proximity. Perhaps it shall manifest in a future post…after all, don't they say charity begins at home? Or some such thing.
Goodnight. At 3.30am. Hopefully, some shuteye would induce sanity on the morrow!
In my growing years, I was often described as a good boy - well behaved, well read, reasonably well rounded - but with no particular talent. Here is what I mean:
...I was above average academically (I know this is left wide open for interpretation...but then that is the best description that comes to mind)
...I could never sing
...did not know how to play any musical instrument. I did learn tabla for a while but parted with my instructor after a difference of opinion - must have been in standard seven or eight
...was mediocre at sport (with the exception of badminton). Not because I did not have the knack for it, but my severe asthmatic condition did not allow me to exert physically
...no histrionic ability
...less said the better about my performances on the dance floor. Even now I would be hopeless without copious amount of alcohol. After which I really coudn't care less, and others have been too polite to tell me the morning after - or more realistically they themselves have vague memories of the night before - other than a throbbing head to serve a painful reminder!
...to top it all, I did not have much of a physique - a frail 54 kilograms during my undergrad days
Yet my entire professional life has been about talent...finding the right talent, training and developing it, and rewarding and retaining talent.
My views on talent have evolved much over the years - and I suspect will continue to for time to come. My initial ideas were shaped by my surroundings. Growing up in a famously competitive school in Delhi which churned out achievers by the dozen, and bred in an intellectual university atmosphere, talent and education went hand in hand. During my student years, having talent equalled being in the top percentile academically and obtaining admission to top class institutions. I would marvel at people who had the ability and perseverance to do that. And when I began my professional life, this translated into being able to attract and retain highly qualified professionals within the organisation. Our measures of success were ranking in top business schools of the country and our ability to manage to very low levels of attrition. Most of my initial years at work went in this pursuit and my team mates and I did our utmost to achieve these results. From meticulously planned recruiting campaings which would focus on positioning us in the 'right' peer set, to ensuring we had attractive compensation packages, we did all that we could to plan and manage the careers of the best and the brightest. And when competition became intense with more and more multinational companies discovering Indian talent, newer companies lured away that talent with the promise of overseas postings and sky high pay packages for top graduates. The wide media coverage on how the best talent was leaving the shores of India in almost every field of education further strengthened the view that talent was indeed scarce.
However, my notion that talent was resident in the very top academic strata was restrictive for several reasons. The first of which have to do with sheer numbers.
India has:
- 380 universities
- 11,200 higher education institutes
churning out annually:
- 6,000 PhD’s
- 200,000 engineers
- 300,000 science grads and post grads
- over 2 million graduates all put together!!
Furthermore, more often than not, the highest educational institutions are occupied by people that have had the means to access them. Again the numbers are indicative. The average annual per capita income in India is US $2,600 (IMF estimate - 2007), hence it is conceivable that gaining access to top institutions is not always possible for everyone. The economic boom of the past decade has certainly increased that access, however wide income disparities and abject poverty still remain...making it difficult for vast majority of people to these hallowed institutions.
Finally - and this may have been most obvious to the vast majority of humanity - I have learnt that talent is bigger and broader than academic achievement or material success. Over the years, I have met people from many different backgrounds - people with different academic qualifications and specialisations. People from a variety of cultures, socio-economic conditions, languages, provinces, races and nationalities. About a year ago, my colleagues and I spent a day working with street children who were rehabilitated and being taught life skills in a non-governmental institution in Bangalore. We encountered incredible talent that day...children sewing, working the printing press, crafting stuff, or doing mechanics. At the end of the day, one of them sang a song for us...and some did an amazing rendition of hot bollywood dance numbers - choreographed to perfection! And so I realized that talent does not equal academic qualifications or educational pedigree. What should have been clear from the start took me years of get to, but then I explained that I was never talented, didn’t I? Talent exists in many different places and in almost every person...it is up to us to recognise it and to be able to do something with it. When we encounter someone who can think systematically and sequentially, we see talent. When they can think destructively and discontinuously, we see talent. When people visualise possibilities, there is talent. There is talent in the stroke of the brush. In sculptures, images, in song, dance and theatre. There is even talent in disagreement...because it is almost always easier to agree and to conform than it is to challenge.
As my views on talent have evolved, it has not in any way diminished my respect for people who have excelled and graduated from the finest institutions. Far from it. I believe these are very hard working people - incredibly gifted and truly deserving of the success they achieve. What has changed is that I now respect people with myriad talents. I marvel at the different things people can do. I am fascinated by their abilities. And I am inspired by them…to an extent that I aspire to make my own little contribution to help people realize their potential. At a very personal level, it is increasingly about getting to assist people that have less access to education and economic well being. After all, isn't unlocking the potential of people at the very core of our profession. We, who call ourselves practioners and experts in Human Resource Management!
But all this will stand for naught it I couldn't walk the talk. I need to live my beliefs. So I decide to start with recognising talent in my immediate proximity. Perhaps it shall manifest in a future post…after all, don't they say charity begins at home? Or some such thing.
Goodnight. At 3.30am. Hopefully, some shuteye would induce sanity on the morrow!
Friday, December 5, 2008
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