Talent in Management and sports

This article is published in the September’2008 issue of the magazine The Management Compass

The fear factor

What is stopping Indian sportsmen from emulating the chinese and US success story?

China had been going all out to put in an impressive performance at the Beijing Olympics. China’s leaders have had a long tradition of using sports to boost national pride. For china, a significant victory at Beijing would enhance its potential superpower status. Its vast multibillion sports machine has only one goal in mind — grooming Olympic champions. At the time of writing this piece, they seem to be succeeding in their mission; currently, China is at the top with 35 Golds, 13 silver and 13 bronze (on August 18).

The heartening thing about the Beijing Olympics is that India too finally managed to produce an Individual Olympic champion, 108 years after the Olympics restarted, Abhinav Bindra received the first individual gold medal in shooting in the 10ms Air rifle category from a strong field of 122 shooters from nearly 100 countries. His impressive performance got him the kind of adulation that is normally reserved for cricket and Bollywood stars in India. Apart from being feted for his achievements both by the President and the Prime Minister, the manner in which the newspapers and news channels covered him made him a national hero and an eligible bachelor overnight. However, considering that it was the first individual gold medal for a nation of a billion plus population in such a long time, everything said in his praise would seem like an understatement.

Bindra mentioned in one of his interviews that our country’s sports administration needs to be brushed up in a way that winning such medals should be more a rule than the exception. How does one achieve that? The Mittal Steel Trust (MCT), with a corpus of $10 million set up by steel baron Laxmi Mittal to support talented Olympic aspirants, is a handsome initiative. Bindra was one of the beneficiaries of Mittal’s largesse. The Olympic gold quest by India’s sporting legends Geet sethi and Prakash Padukone backed by business funds is another such initiative. Apollo Tyres Mission hopes to create a Grand Slam champion in India in Tennis by 2018 and NIIT Mind Champion Academy has taken chess to 4,000 schools across India. While all these attempts are laudable and one hopes that other business houses follow their footsteps, will that be enough?

The China model

One needs to have look at the way China develops its champions. After 1959, when Rong Guotuan made history as China’s first world Table Tennis champion, to maintain ping pong supremacy, coaches fanned out across the countryside looking for kindergartners with quick reflexes and superior hand-eye co-ordination. In their table tennis school, kids train for four hours everyday in the morning and three times a week in the evening with academic classes in between. Many kids see their parents for only a couple of weeks each year. That maybe a little far fetched but a proactive talent spotting process has to be there in place to ensure that talent is spotted at a very young age and groomed on a continuous basis.

Retirement blues

That is one aspect of talent management in sports. There are deeper issues involved. Who shall take care of the sportsmen after they retire, is a prime worry that prevents many a talented sportsman from opting for a sports career or devote full time to it with a single minded focus.

The China Sports Daily estimates that 80 per cent of the world’s retired athletes are plagued by poverty, unemployment or chronic health problems, resulting from overtraining. India’s record is hardly impressive. Norman Gilbert Pritchard, who got silver medals for India for 200m sprint and hurdles in 1900 and was the first man to score a hat-trick in Indian football, died a physical and mental wreck in New York in 1929. Freestyle wrestler KD Jadhav won a bronze for India in the 57kg bantamweight category but got nothing on his return, apart from felicitation. He was killed in a road accident in 1988, for which his widow received a paltry for Rs 25,000. He was posthumously awarded the Arjuna Award in 2001. This is peanuts for people who win medals for the country. Hockey Wizard Dhyan Chand’s son Ashok Kumar had himself been in the Indian hockey team but he mentioned once that since Dhyan Chand did not get anything out of hockey, he did not want any of his sons to play after his playing days got over. Though Flying Sikh Milkha Singh’s son Jeev is now an established golfer, the father did not exactly approve of the son’s choice of career in sports because of his own experience of disappointment with the returns on his achievement.

Sportsmen from other disciplines may face problems of a different kind. Tennis ace Vijay Amritraj revealed in his autobiography that his worst nightmare after retirement would be to be forced in a business not of his liking just to support his family. India’s former coach John Wright had to actually live through that nightmare. In his book Indian Summers ,Wright explains his experience in the corporate world after retiring as a test cricketer, before he became coach for Kent and then, India. In his own words, “Working at Fletchers gave me a crash course on everyday reality, which for many people boils down to earning a living doing something they wouldn’t necessarily choose to do. I had gone from doing something I had a passion for to doing something completely different, which, with the best will in the world, I wasn’t passionate about.” Kapil Dev’s autobiography reveals how a senior cricketer like Chandu Borde was humiliated routinely by the board as he was dependent on them for a job.

Right choices

Fortunately, Bindra seems to have earned a fair amount of prize money from various sources. He is a rich man’s son but otherwise, would it suffice to sustain him for a lifetime? Who will take care of the responsibilities on retirement. Maybe other corporate houses would come forward to absorb them just the way some of them absorb cricketers. Bindra’s spectacular achievement is a good opportunity to look at talent management from a different perspective on how excellence can be achieved both in sports and other spheres. The book Welcome to the Talent Wars by Bruce Tulgan and Now, discover your strengths by Marcus Buckinhgam offer insights into talent management, which one can apply from sports to corporate management and vice- versa.

Both Tuglan and Buckingham have emphasised the importance of knowing your one’s specific niche and planning accordingly. Buckingham has given the example of super golfer Tiger Woods and English soccer star David Beckham. Tiger woods knew that his bunker play was poor. Once he made sure that it reached acceptable levels, he focused totally on his dominant strength, his swing. Explaining how English soccer star David Beckham hit a 35 yard shot to beat Equador 1-0, Buckingham says that he had become so overwhelmingly good at bending long range free kicks into the net that this one strength virtually defined his entire role. He calls this rarefied specialisation and advises emulating it in the management world. Buckingham has written extensively on how silly it is to correct a weakness at the cost of building a strength. Whether before or after retirement, or in sports or other disciplines, nothing can be truer and if one discovers one’s niche at a young age, chances of success improve considerably.

Buckingham has also said that it is better to aim for well-rounded organisations with people complimenting each other’s weaknesses. The percentage of great all rounders to total number of cricketers is extremely low and even if one were to possess that kind of versatility, one can only focus at one area at a time. The core of talent management is to know your niche and build on it.

Phelps phenomenon

There will of course be honorable exceptions. Swimming superstar Michael Phelps is one. By winning eight gold medals, he conquered Mark Spitz’ record of seven gold medals and with the highest number of individual gold medals, became the greatest Olympian of all times. He is not great just because he got eight — he has achieved single handedly what India could achieve in 108 years. Phelps’ total tally — 16 golds and 2 bronzes — towers over India’s total tally in 108 years. Phelps has 14 golds against India’s nine. Without his contribution, the US gold tally would be halved.
Phelps was diagnosed with Attention deficit hyperactivity disorder (ADHD) in school but as his talent was spotted early, he focused only on that. I had read in one write- up how some ADHD children have a very high IQ but only in one or a few areas. Such people cannot afford to be in the wrong profession. If not handled properly, they can make a nuisance of themselves and even take to crime. Phelps has shown what is possible when they are in their prime, which is possible only with the right kind of talent management.
When people are in their right roles, they represent the strength, health and wealth of a nation. A person who could have been a zero is a superhero and what is a nation without its heroes?

If some superstars like the players mentioned above cannot afford not to know their sub niche within their main professions, can anyone afford to be in wrong profession at all?

Former seven times world Billiards champion Geet Sethi answers that both for sports and management. In his book Success v/s Joy, he states that after exposure to the game for only a few months, he got addicted to billiards at the age of 13. Though Sethi focused on billiards, his friend Sunil Aggarwal did the opposite. Though he shared his passion for billiards, he focused on his IIM and IIT and achieved the exalted social status as the managing director of a company. He declared that a feeling of inadequacy and failure dogged him continuously, which was primarily because of lack of achievement in what he considered to be his true passion — the billiards table. Considering that such well-qualified man can talk like this, can sportsmen or anybody for that matter afford to be in the wrong occupation?

Talent and passion

Former football superstar Pele, considered by many to be the greatest ever football player ever answers that when he says, “I felt a strange calmness… a kind of euphoria. I felt I could run all day without tiring, that I could dribble through any of their team or all of them, that I could almost pass through them physically.” Pele also said,
“Enthusiasm is everything. It must be taut and vibrating like a guitar string.” Which reminds one of former management leader Charles Schwab’s assertion, “Nothing great was ever achieved without enthusiasm”. Talent management in this perspective is nothing but locating and redirecting talent in the right areas, whether is management or in sports. Both our World cup winning captains, Mahendra Singh Dhoni and Kapil Dev are prime examples. Both were ardent footballers but switched to cricket because both discovered by chance that they could hit the ball very hard while trying another activity (batting) in another sport (Cricket).

Doesn’t that imply that training matters more than education in spotting and grooming talent? This is because talent is actually activity centric unless one is involved in research. According to Buckingham, “Whatever our job happens to be, it comprises several activities. Some invigorate us, some leave us neutral, some deplete us, bore us or drain us. There cannot a perfect job we love but the jobs can be sculpted around activities which strengthen us.” Buckingham has asserted in his book that 8 out of 10 people not using their strengths actually shows tremendous scope for talent management. In sports career switching is relatively easier as it is more activity centric.

A word of caution here. According to Buckingham, interest without adequate ability can also be dicey. Giving the example of Basketball superstar Michael Jordan, he says that even if he had not spent countless hours in the Gym, he would have still been a better player than most of us.. But without those hours in the Gym, he would not have become the star he was”. Talent management implies a healthy balance of both talent and passion. Buckingham has also explained what a waste of time and money it is to send people for training for talents that they do not possess. According to him, while skills and knowledge can be learnt, Talents are inborn and cannot.

Management lessons

Tuglan offers some valuable insights while comparing education with training. He says “General Electric alone — with its stunning college campus at New York — spends $500 a year on training and education, 10 times more than the total annual tuition paid by Harvard’s MBA student body in a typical year. Nobody can be stubborn and insist that the only way to train people is for the long haul, mimicking the obsolete pedagogy of yesteryear. Corporate training and distance learning will eventually wipe out many, if not most of the graduate business programmes in existence today.”

One of the chapters in Tuglan’s book is Turn Managers into Coaches. According to him, personal coaching is much more effective in getting the best out of people. Tuglan says “If it takes your organization months on end of years to get people up to speed into meaningful roles, you have a serious problem in today’s short term environment. Neither individuals or organizations that employ them have any more time for long term knowledge acquisition. It is no longer sufficient for anybody to receive their education up front through formal schooling and expect that education to last them very long. You have to identify quickly what a person is capable of, choose the right role for that person, teach that person exactly what he needs to know to play that role and then require that he gives it all. Depending upon his, there should ba a multiplicity of opportunity for you.” He gives the examples of US Marines on how in 11 weeks, they can get a person ready. Explaining a training programme for a new trainee, an example of one company was given with a training programme from week to week, where the individual is assessed at the end of every month. According to the company “Every day is meant to be like an MBA crash course because we have hired you to run our business”

Such emphasis on training rather than formal education may allay some of the fears that sportsmen have about what to do after retirement. I had once come across the businessman father of a promising Tennis player who was wary of going all the way because of the risks that it entailed. When one reads of the difficulties of career switching at sites like http://www.careerswitchers.org or books like Working Identity even in the western world, one can hardly blame him. That apart, career switching can sometimes bring out very promising talent — Amitabh Bachchan is also a case of lateral career transition who came up more because of hands-on coaching rather than formal education in acting.
The word education comes from the latin word educere which implies to bring out what is already in, which perhaps can be done better in some cases by hands-on coaching.

Following the philosophy of “The best are worth accommodating”, Tuglan states that in the current scenario, companies have to bend backwards to accommodate aspirations of the best talent. The book mainly talks of how the most talented people in management are now thinking like free agents (like professional athletes and actors) and how it is not possible to achieve excellence without catering to their specific needs, whether it is a three way workweek or sticking to one location instead of shifting them around etc. It talks of fluid and flexible staffing: “Learn to employ people wherever, whenever and however they are willing… Where and when people work matters much less in the new economy than what people actually do and how they do it… In the new economy, career customization will be the norm, not the exception”.

If these are the new standards of talent management, we can hardly afford to mistreat our sports or other superstars before or after retirement. The people who make the country proud can hardly be treated as the rest of the crowd.

True to his name

The word Abhinav means brand and uniquely new and one must say that with his achievement, he has lived up to his name. Though old is gold in a certain context, we should ensure that his gold never becomes old and continuously inspires us to better performance. The name of the first citizen of the country, the President of India, is Pratibha or talent, which should symbolise our conduct. Bindra has set a healthy precedent. Following letter and spirit, President and precedent, it is better if we pull up our socks in talent management to live up to the new Olympic spirit everywhere. Otherwise the saying Chak de India may end up meaning more like chuck (leave Olympic aspirations) de India.. And instead of our players being on song, “Hum honge Kamyaab” will remain what it is — just a song.
———————–End of Published Article——————————–
Though perhaps not evident in the way the article has been edited, much of Bindra’s success has come from some of the factors mentioned in the article- discovering his passion(talent) at a young age, having the flexibility to devote to it with a single minded focus, having no worries of life after the sport etc. Competency based systems which have a people orientation rather than a task orientation are more likely to detect talent at a young age.

That apart the chapters of Tuglan’s books is clearly indicative of a sports model for training which can be applied in management:-

Talent is the show,
Staff the work, not the jobs,
Pay for performance and nothing else
Turn Managers into coaches


Emotional Inteliigence and Life purpose

This article was published in the June’2008 issue of the magazine Management Compass. The magazine version pdf file is eintelligence-and-life-purpose-june-08

When work’s delight

It’s better to do what we love doing, even if rewards are greater elsewhere

In addition to my previous article on concentration that appeared in the May issue which made it to the Times Wellness Book , another article titled Emotional intelligence and life purpose I had written for the Times of India also made it to the Times Wellness Book. This is the elaborate version of that article:

“There was once a salesman, who because of his predisposition to be authoritative hated his job, as he had to be continually subservient to customers, which revolted against his primary nature. After he opted for a career switch and became a policeman, all his complaints vanished because in the new occupation, he was calling the shots.

“Research has revealed that our emotions, more than anything else, make us tired and cause serious health problems. Daniel Goleman, in his book Working with Emotional Intelligence, says ‘Great work starts with great feeling.’

“Psychologists use the word “temperament” to describe the emotional aspect, which can be a reflection of the person’s personality. Type A personalities by their very nature strive for achievement and personal recognition, and are aggressive, hasty, impatient, explosive and loud in speech. They should be careful because they are prone to stress and heart disease.”

Since the title and thrust of the article is emotional intelligence and life purpose, it is preferable to focus on this part. In my personal opinion, if the person concerned is struggling hard with himself like the example of the salesman above, any further analysis or expecting emotional intelligence out of that person is useless unless one gets to the root of the problem and solves that first, which in this example was to a drastic change in profession. Emotional intelligence and life’s purpose inevitably form a virtuous circle in the sense that if you are engaged in your life purpose for a majority of waking hours, you are in a better position to be emotionally intelligent, which in turn can rebound and result in high quality work or fulfillment of your life purpose.

Daniel Goleman’s book is virtually considered a Bible on emotional intelligence. His views on the same are worth reflecting:-

“Except for the financially desperate, people do not work for money alone.. What also fuels their passion for work is a larger sense of purpose or passion. Given the opportunity, people gravitate to what gives them meaning, to what engages to their fullest commitment, talent, energy and skill. That can mean changing jobs to get a better fit with what matters to us”

I once came across a site called careerspice.com, where they had actually listed the options in the order of passion, strengths and skills. Though earlier, a list of passions, skills and strengths were listed on the website in that order, they have made the passion module more specific while maintaining the overall order, which only goes to show the wisdom of Mr Goleman’s words. In the previous decades, strengths and skills used to matter more. Another site worth mentioning in this context is passioncatalyst.comwhich again makes passion the main focus.

Though flow is a term introduced by psychologist and social scientist Mihaly Czikszentimihalyi who described it as being totally absorbed in whatever one is doing at the moment, Goleman’s comments on it in the context of management are worth noting:-

“Flow blossoms when our skills are fully engaged… by work that stretches us in new and challenging ways. The challenge absorbs us so much that we lose ourselves in our work, becoming so totally concentrated that we may feel out of time. In this state, we seem to handle everything effortlessly, nimbly adapting to shifting demands. Flow itself is a pleasure. Flow is the ultimate motivator. Activities we love draw us in because we get into flow as we pursue them. When we work in flow, the motivation is built in — work is a delight in itself. Though there are rewards in terms of salaries, bonuses and stock options , the most powerful motivators are internal, not external. It feels better to do what we have passion for, even if the rewards are greater elsewhere.”

Though the above contents of the book Working with Emotional Intelligence were first published in 1998, even now, 10 years later, one keeps bumping into new sites which reveal the wisdom of those words. One recent site that I came across is careershifters.org, a UK-centric site, where more than 15 career coaches have come together to inspire and facilitate lateral career shifts. The very fact that so many people have come together on one platform indicates that it is a serious problem in that country.

There is one more thing that Daniel Goleman has said which deserves a mention:

“By midlife, there are many many corporate executives and lawyers pulling down seven-figure salaries who wish instead that they were doing social work or running a restaurant. People who feel that their skills are not used well on the job or who feel that their work is repetitive and boring run a higher risk of heart disease than those who feel that their best skills are expressed in their work.”

Goleman’s above extract brings to mind an American consultant, Craig Nathanson of the vocationalcoach.com/ who specialises in helping the kind of people that Goleman has mentioned in his article, who maybe facing a midlife crisis in their early Forties. The irony in all this is that despite it being such a problem in the western world, despite their comprehensive recruitment systems, one wonders how bad the situation in India is. When one talks to HR consultants on lateral career transition or mid- life crisis, one gets an indifference response.. It is almost as if the problem does not exist.

The book The Art of Happiness at Work, which Howard Cutler has co-written along with the Dalai Lama, mentions several other psychologists who have done research on the subject, which again reflects the magnitude of the problem. As for the work being repetitive and boring, even if one is in the profession of one’s liking, some of it is inevitable. Professor Debashis Chatterjee quotes Mother Teresa in his book Break Free, “When you do small work with great love, your work will automatically become great.” Chatterjee advises ‘watch as you work’ and says that to be fully alive is to be fully functional in mind, body and spirit. The real motivation is to be fully alive and to be fully absorbed in the work. This is a kind of voluntary forced flow and even if the work does not become great, one can at least feel great if one is able to do this successfully. One has to face a reality that a lot of work is repetitive and either one tries to do them with full attention or makes games out of them as some management books suggest.

The Dalai Lama also suggests that if one thinks one’s work is boring and repetitive, one should see things in a wider perspective and see how one’s work benefits a lot of other people. This shall enable one to pursue one’s work as a calling if it is not so. If it is, all this can be managed but if one feels completely out of place in the major activity itself, this can be an additional burden. It is like that expression in Hindi- aate me namak ya namak me aata. It is the matter of a sense of proportion. The Dalai Lama says that certain kinds of fruits have a bit of sourness in them and the sweetness cannot be separated from the sourness as they are bound to be mixed. Therefore, one has to brace oneself for repetitive tasks.

As for the state of flow, the Dalai Lama indicated that while it may be possible to achieve flow by meditation and engaging in the work of one’s liking, one should remember that it is not possible to remain in that state throughout the day. One can improve upon one’s emotional intelligence in this context if one tries to apply what all is written above.

India seems to be on the threshold of an economic expansion but if countries, which have achieved material prosperity, are talking about non-materialistic fulfilment to such a degree, one wonders what is in store for us, especially considering the articles that keep appearing from time to time on how executives face stress and burnout. The Dalai Lama pointed out that a career orientation with primary focus on promotions, job titles and designations can be an acute source of misery. In his book Authentic Happiness, Martin Seligman while asserting that personal satisfaction is rapidly gaining on financial rewards as a determining factor for choice of work, says, “Our economy is rapidly changing from a money economy to a satisfaction economy” which is actually a paradigm shift in emotional intelligence.

With achievement of 9 per cent growth rate achieved in the past few years and bright prospects envisaged for the future, the Indian economy is becoming a money economy all right but whether it becomes a satisfaction or happiness economy is the moot point.
Since prevention is better than cure, we have a lot to learn from the developed western world. When Japan prospered economically, it also faced a lot of social problems. The Japanese term Karoshi, implying death from overwork, and Pokuri Byo, meaning sudden death, are a reflection of that time. They actually indicate a deeper malaise — a distorted emotional intelligence; Goleman has indicated above how people not fully engaged in work are more prone to heart disease and it is a well-known fact that the impact of negative emotions are manifested in the body in one form or another.

With our size and population, we cannot afford to miss the wood for the trees. One wonders what is in store in the long run. Will the collective emotional intelligence of a country known for its spiritual legacy go hand in hand with economic progress? Will Individuals flow and India glow, or a truly prosperous economic boom turn out to be some kind of doom ?

Lead India; don’t Bleed India

This article is published in the March’2008 issue of the magazine Management compass

What is an idea without execution?

RK Mishra’s readiness to get hands dirty made him Lead India winner

The lead India campaign launched by The Times of India to provide an alternative platform for those desirous of joining politics culminated on February 9, 2007 when RK Mishra from Bangalore was declared winner and Dewang Nanavati was declared the runner up. The manner in which the entire campaign was conducted and the kind of response it drew made it seem that the process itself was the biggest winner. No wonder former President Abdul Kalam declared, “Lead India is the best movement I have come across in the recent past.”

Victory apart, Mr Mishra has an interesting profile and is quite a role model for young people. Born in 1965, he is an ME graduate from the Indian Institute of Technology, Kanpur. Having been a successful entrepreneur, he left the lucrative corporate world in 2005 to bring about large-scale social change. Mishra specialises in policy planning and investments and works with the governments of Karnataka and Rajasthan among others. He is obsessed with making a difference in infrastructure and rural education, as reflected in his blog http://rajendramisra.blogspot.com.

What clinched the victory was a plan that he outlined to set up a co-operative dairy farm to transform the life in the village where he was born. He presented a well thought- out plan with time-bound targets and actionable goals, which impressed both the audience and the jury. The Times of India further reports, “The combination of Mishra’s story — rags to riches to social service — and his successful track record both as serial entrepreneur and activist proved to be unbeatable. His ability to think big, coupled with his willingness to roll up his sleeves and get his hands dirty, made a big impact in the one sided 6-1 verdict.”

He reminds you of Shah Rukh Khan’s role in Swades, where he plays an NRI who becomes determined to help bring prosperity to his village. Around the time the movie was released, India Today, in one of its issues, highlighted how some other NRIs in reality were actually doing the same thing. It is not everyday that real life follows reel life in such matters and it should form a complete virtuous circle when they are again highlighted on reel — on television. Shah Rukh had said in one of his interviews, “It takes a show off to be a show on.” Who would have known about Mishra if Lead India and TV had not highlighted him. Such committed people can do a world of good to politics.

Both the winner and the runner-up complimented each other’s strengths. Nanavati conceded that “RK is a doer, not a talker” which probably gave him the edge. Mishra acknowledged Nanavati’s skills “Dewang argues his case well. I must learn from him.” Their comments reminds one of the Japanese proverb “Vision without action is a daydream. Action without vision is a nightmare.” Articulating one’s vision effectively and implementing the same are equally important. Even venture capitalists say that they fund teams and execution, not ideas. Our entrepreneurs are now being respected in boardrooms and markets all over the world for their ability to combine vision and ambition with execution. There is no reason why it should be different in politics; the hand is the cutting edge of the mind.

Samajwadi Party leader Amar Singh made an interesting remark
“Lead India is a very good concept. But it deals with the classes. Only when these finalists have their share of blending with the masses, will a real leader emerge.” Being proved competent is one thing but that need not always translate into votes. Former Pakistani captain Imran Khan is a case in point. Being a national icon because of being a very good all rounder and a great cricket captain, who won them the world cup in 1992, he also took the initiative of having a cancer hospital constructed, which also won him a lot of appreciation. But when he joined active politics, he could not translate his achievements into votes. Even accounting for the fact that Pakistan is not really a successful democracy, one cannot take the voters or a mass base for granted.

Talking of Pakistan in this context brings to mind Fatima Bhutto, the daughter of Murtaza and grand daughter of former prime minister Zulfiqar Ali Bhutto. An established newspaper columnist in her own right, this is what Fatima had to say about dynastic politics after the recent death of her aunt, Benazir, “The idea that it has to be a Bhutto, I think, is a dangerous one. It doesn’t benefit Pakistan. It doesn’t benefit a party that’s supposed to be run on democratic lines and it doesn’t benefit us as citizens if we think only about personalities and not about platforms.” She also rejected her own claim to the Bhutto legacy. The Times initiative has created a kind of alternative platform of sorts in India at least and it is only a matter of time before other personalities emerge.

In India’s context, a prominent former US secretary of state had once said, “The most powerful job in the world is that of the president of the United states but the most difficult job in the world is that of the prime minister of India.” He probably said that because of the different kinds of diversities that we have in India which can make a politician’s job tougher and implies the need for really talented people. Whether somebody should come from a political family or not, he should be and seen to be competent. Ability should be supported by visibility and the Lead India has shown how TV can be used effectively for this to fructify.

One of the best performing politicians in recent times has been Gujarat chief minister Narendra Modi. Being a Delhi based Gujarati, one cannot know the ground reality in Gujarat but whenever I go to Ahmedabad, I am amazed at the kind of popular support he enjoys. The people there not only keep reiterating that he knows how to run the government but also speak about his clean image. Having won the election for the third time in succession, he has proved that the anti-incumbency syndrome can be an exception, not the rule. The February 18 latest issue of India Today has reported that voters across the country voted him as the best chief minister. Though 77 per cent of the voters in Gujarat rated him the best chief minister ever, he got a nationwide approval rating of 19 per cent and polled double the number of votes than his nearest rival, UP chief minister Mayawati. This shows that for people, development and not emotive issues is the prime agenda. Maybe television could also be used to highlight the good points of Modi’s governance for everybody’s benefit, just as young MBAs used to go to Karasanbhai Patel’s Nirma once upon a time to learn about how it took on Hindustan lever.

Unfortunately, unlike the two major forces that unite India, Bollywood and cricket, politics is not transparent enough for the wrong kind of people to be weeded out. Unlike the corporate world, where in addition to short and long term goals, job description, competencies and role analysis are identified and followed up by performance management, nothing like that takes place in politics, which is strange because the scale of operations and implications are far greater in a country than a company. One gets to read several newspaper reports that the public in the US is not only disenchanted with President Bush but also dissatisfied with the kind of leadership options that they have in the current Presidential elections. When people like Sachin Tendulkar and Yuvraj singh can be criticised strongly for non-performance, there should be no scope for poor performance in politics even in the short term and there should be a mechanism for removing non performers instead of waiting for five years. Such mechanisms should also prevent them from taking grossly unpopular moves like the Iraq war for instance.

At the same time, one should have realistic expectations from politicians. The book Mind of a Manager, Soul of a Leader says that charismatic leaders get organisations started and then pass on the baton to the bureaucrats, professionals or scientific managers who can run them. In the BJP, while Vajpayee is credited with brilliant oratory and charisma, it is Advani who is perceived as the capable organisation man. Thought leadership and executive leadership does not necessarily have to emanate from the same person. There should be a proper follow —through to ensure that they are performing to their potential.

Modi had said in one of his interviews that development without security does not have much meaning. In a similar vein, talent without transparency does not have much meaning. In the past 15 years, business has increasingly discovered the virtues of good governance, not necessarily because of a sudden stab of conscience, but because of the premium that foreign investors place on transparency Why should voters not do the same? In the age of mass communication, if the media does not make latent political talent transparent, who will? Lead India is an effective rebuttal to those who say that the media only focuses on negative events. The rest of the media should follow the lead of The Times of India, which in turn should also try to highlight non —performers — Lead India; don’t Bleed India.


In my original submission to the editor, I had mentioned in the context of different thought and executive leaderhship that the current ruling party team of Sonia Gandhi and Manmohan Singh also reperesent different leaderships. While Mrs Gandhi can sway the masses with the background of her political legacy of the Gandhi family, Mr Manmohan singh is the head of the government on merit. The orator/charmer/rabble rouser does not have to be a part of the govt and vice versa. One can only hope for the day, when like our cricket and filmstars, politicians too acquire a mass base on good governance instead of parochial emotive issues or diversities fuelled by the illiteracy of our masses.

For those interested I had also covered Talent Management in Politics in my earlier article Pahle Aandhi Phir Gandhi published in the same magazine in October’2007.

Ability and Visibility- Education and Training

This article is published in the March’2008 of the Education magazine Educare.

Style and substance

Skills that you need to work upon to succeed in life

In my previous article, I had tried to bring to light certain wrong perceptions connected to practical life that may aggravate the already over-stressed students. It was more focused on negatives -what to avoid doing. This article is about positives — what to do to be abreast of the realities of practical life in the current world.

When I did my postgraduate management course in 1991 from the International Management Institute, one of the first golden thumb rules that we were taught in the corporate context was “Produce that which can be sold and not sell what you have produced”. It seems that management institutes are violating this principle because a lot of institutes are coming up to promote employability training or employability enhancing to supplement the efforts of conventional education, which is proving to be grossly inadequate.

The situation is best explained by one such company, Hero Mindmine’s employability enhancement module on their website http://www.heromindime.com :-

Hero Mindmine’s finishing school initiative got born out of one of India’s most recalcitrant problems – the dearth of employable talent, despite huge numbers of engineers and MBAs graduating from thousands of institutions. This problem has assumed dangerous proportions now and threatens to jeopardise the very growth of the Indian industry and economy.

Researches carried out by several independent agencies, including NASSCOM and CapitalH, have all converged to the conclusion that the professionally-educated Indian fresh talents (engineers, MBAs etc.) display severe competence handicap in areas that are most critical for entry level positions in jobs.

Apart from gaps in technical, subject related skills and knowledge, there are glaring soft-skills and personality-linked inadequacies in the young professionals, which hinders their ability to comprehend their roles in the correct perspective and therefore impacts their professional performance in their first job.

Hero Mindmine and CapitalH together have created and tested a slew of highly-focused and effective employability enhancement programmes for graduating engineers and MBAs. These programmes run parallel to the academic activities of a student and clinically focus on developing her exactly in the areas that a typical entry-level job in a large organisation demands.

Using specially-developed training and skill-building techniques and methodologies, Hero Mindmine trainers carefully guide students away from theory and into the application environment. Numerous top recruiters have responded extremely favourably to this initiative and Hero Mindmine plans to launch the finishing school concept in selected engineering and business management institutions.

Another module explains how the IT Employment Suitability Test (ITEST), based on assessments in nine critical employability dimensions, aims at testing the employability of fresh engineers in the IT Industry. Similarly, the BizTest assesses fresh MBAs on five general parameters and five function-specific parameters to spot the best available talent among students.

It almost seems that they are running some kind of parallel education, which is more skill and talent than knowledge-oriented or in the exact words used above, the aim is “to guide students away from theory and into the application environment.”

In addition to saying the same thing about the inadequacy in the above mentioned skills in students for entry level jobs, another company, www.astrumonline.com goes a step further in its section on youth training:

Astrum’s experience in working with corporates provides it the unique advantage of understanding the industry expectations from the new joinees and training them even before they are employed through mid-to-long-term phased interventions across India. We are also designing and delivering faculty development programmes at various educational institutes. This is something like the cart pulling the horse; they are trying to influence conventional education.

I had the privilege of spending a couple of days with Astrum in an engineering institute on the outskirts of Faridabad. They had modules on communication skills, which involved ex-tempore public speaking, creative writing, mock interviews, group discussions etc, and last but not the least, problem solving in maths. When I expressed surprise that third and fourth year engineering students were doing problems which I do with my 12-year-old son who is in class VII, one student told me that it is not that they don’t know these things but they are expected to be direct and fast in solving problems. The emphasis was on speed along with accuracy and another issue was that they were a little out of touch as they had not done such problems since high school. The speed and accuracy reminded me of my practical management course where they tried to cover the entire MBA curriculum in nine months. The idea, they said, was to simulate real life situations where one has to think on one’s feet with little time and sometimes limited information. That turned out to be true because practical management life is a lot like one-day cricket.

That apart, I have seen engineers in my working life who don’t have what is called commercial sense or financial savvy, which dents their career prospects considerably. In previous articles, I have referred to my super efficient boss, an engineer-MBA who got several double promotions and then went on to establish a business of his own; in my last meeting he told me how he had joined a software company run by four engineers as they still felt uncomfortable with balance sheets despite practical experience of years of operation.

Where English in general and as one of the favorable legacies of the British rule is concerned, it is perhaps the shortsightedness of the education system that even so many years after independence, even though we have English as one of the main mediums of imparting education, students passing out of colleges are not confident of communicating fluently. This is because colloquial English is quite different from English as an education imparting tool and can be learnt only by practising conversational speaking and writing in English, which in many semi-urban and rural parts of India is more an exception than a rule.

The English barrier can be quite a formidable. My father, a chartered accountant who passed out in 1963, told me once how even after years of apprenticeship in CA, in his first job, he did not initially have the confidence to dictate letters and would write the whole letter himself before reading it out, which wasted a lot of time. One of his assistants, who is a brilliant accountant, is still not able to write simple inter-office memos properly or able to lead English speaking people under her, which affects her career prospects adversely, apart from causing inter-personal problems. When my father got transferred in 1972, as a seven-year-old, I was catapulted to upper middle class Delhi from lower middle class Bombay and it took me 11 years to break the English barrier despite studying in one of the best schools and staying in a posh locality. My mother-in-law, even at 70, laments not being able to communicate in English when both her English speaking daughters concede that she is far more versatile than them. An extremely active social worker, it is as if not knowing English nullifies her achievements. My son studies in Sardar Patel Vidyalaya, where Hindi is the medium of education till secondary school, after which English takes over for both the local and global effect.

The problem these days is that with business process outsourcing proving to be India’s core-competence and with all the multinationals coming to India because of the economic boom, English has become an absolute necessity. In China, English has been made compulsory from kindergarten. That itself shows how the stock of English as an International link language has grown considerably over the past few years. The problem is not just communication skills. One of the faculties at Astrum pointed out to me that some of the engineers in the rural and semi-urban areas were good technically but would not even read the newspaper regularly, with the result that they had very little to contribute in a group discussion of substance, which could make them feel alienated and out of place in the current work ambience. That makes it more of a culture problem as well. Both form and content or style and substance have to improve and they have to be encouraged to be well read as well.

Some institutes believe in tackling the problem from a young age. Dinesh Victor, the managing director of Chennai-based SIP academy, says, “The latest findings in the growing body of medical research on early brain development reveal that social sensory experiences during the early years have a direct effect on children’s capacity to learn in the future. The findings confirm that early interactions and experiences play a vital role in brain development. Our programmes help in brain development in children, who are just beginning to learn and discover. This is only possible by making both sides of the brain to work, so that any major puzzle can be solved in seconds.” According to their website, their SIP Abacus and Brain Gym programme, is currently available in eight countries, in which more than 2,50,000 children have benefited across 1,000 learning centres. In India since 2002 more than 50,000 children were trained in 20 states by October 2007 and they plan to penetrate the smaller towns to help children improve life skills.

Their Global art programme aims at developing the artistic and creative potential of children. The SIPAmal programme (accelerated mental learning) recognises that each of us has a preferred way of learning that suits us best. When you learn the techniques that exactly match your personal learning style, you will be learning in the way that is most natural for you. Bill Gates has mentioned this in one of his books. Because it is natural, it is easier; because it is easier, it is faster. Accelerated Mental Learning uses the five senses of the children to develop and balance their mental, physical, social interaction, emotional, personality and self-confidence. It also helps children to overcome
‘numeric phobia’ and enhance their confidence towards their academic excellence. Their mikids and orator programmes are geared towards developing language skills. In Delhi, a programme with the same objectives is conducted by www.creativeeducationalaids.com/

The world famous authority on thinking, Edward de Bono has explained in his wonderful book Teach your Child How to Think, how thinking is a skill which needs to be imparted instead of blindly stuffing facts and information. A good intellectual is not necessarily a good thinker and it is one’s thought process that can differentiate in the internet era where knowledge is easily available. Analysing uniquely well or having a good synergistic understanding of one’s subject with other factors is what is needed than mere knowledge of facts. It seems that this parallel system of education is more geared to achieve all this. Some of their techniques also enhance memory, concentration and application skills, which actually give an insight into the child’s innate potential which is the main purpose of education.

Where communication is concerned, it is up to the students to decide where they want to end up. Some of the Pakistani cricket captains, though equally great in terms of ability vis-à-vis their Indian counterparts, have cut a sorry figure in the post-match presentations because of their inability to communicate effectively. One excellent example from the cricketing world is our current one-day captain, Mahendra Singh Dhoni. Considering the fact that he comes from a lower middle class background from a small town, he speaks very well and can be a role model in this context for similar people with rural and semi urban backgrounds.

Though having communicating ability without the requisite intelligence is actually missing the wood for the trees, in practical life, vice-versa can be equally dangerous. One has to know how to project and sell oneself, as ability without visibility has no meaning. One can flatter to deceive badly and fatally — that first impression can turn out to be the last impression.

Dignified in defeat

This article is published in the February edition of the magazine, Management Compass

Defeat march

Bow out gracefully, and register a lasting positive impression in people’s mind

In the final of the Television dance programme Nach Baliye III, after Rakhi Sawant and her partner Abhishek lost, they faded away in the background and didn’t return to show up as runners-up. They neither congratulated the winners nor thought it necessary to be courteous to judges, who had encouraged them all along. Cinestar Salman Khan also had to comment that winning and losing is a part of life and they should show some sportsman spirit. In the other dance programme, Jhalak dikhla jaa, all the three judges spoke very highly of Sandhya Mridul throughout the programme but she still lost to Prachi Desai. Last year, it was more or less the same scenario, where, despite the judges speaking very highly of Shweta Salve, she still lost to Mona Singh. Both Shweta and Sandhya were more dignified in defeat. Why is one person able to take defeat so graciously and not everybody?

Talking of sportsman spirit brings to mind one of the finest sportsmen India produced, Tennis ace Vijay Amritraj. Though he was extremely talented and gave some of the most established players a run for their money in his time, he never ever won a single grand slam. Whenever he is asked whether or not he regretted it, his reply is, “That would be looking at the glass half empty. I try to look at it as glass half full. The atmosphere and the ambience at Wimbledon makes participation itself a great achievement.” In this context, one can also mention former cricket captain Sourav Ganguly. After being dropped from the Indian cricket team for poor batting form, it took him almost a year and a half to make a comeback. Considering that he had been playing for almost a decade and in the last five years as captain, being dropped must have been a huge disappointment. It is like a managing director of a company being removed and asked to try to rejoin along with other trainees in full public glare. Though in some quarters, he is deemed the greatest cricket captain ever, in metal strength and resilience, his stock he is even higher. If this is dadagiri (Ganguly is often referred to as dada), I am all for it.

Sawant hardly has such a reputation to speak of. Maybe, she could learn a thing or two from Amritraj. In the good old days when only Doordarshan was there or before that, a talented dancer could not even dream of such platforms to showcase her talent. That apart, despite the proliferation of reality shows on television, when one considers India’s total population, the percentage of people who actually get to display their talent is still abysmally small. One should consider oneself fortunate if one is able to participate and even if defeated, be thankful for the experience which is what Shweta Salve did when she said the despite the fact that she lost, this was her first big exposure despite trying for several years. One should also keep in mind that this is a reality show and though they are indicative of popularity, they may not reflect real merit. Lots of bad commercial films are hits and good art films struggle at the box office. In the practical world, a good actor like Govinda may do better commercially than a brilliant actor like Naseeruddin Shah but that cannot obviously be the sole criteria for judgment of success. Everything that is good is not necessarily successful and vice- versa. Though god alone how much of that applies to Ms Sawant, she could have also taken solace from that fact.

Apart from artists, scientists and inventors too are known for their patience and persistence. When a young reporter asked how it felt to fail 2000 times before he got the light bulb to work, Thomas Edison replied “ I never failed once. It just happened to be a 2000 step process”. This was rephrasing the experience in a way which reveals a positive attitude that enables such persistence. The Wright brothers had to try 805 times before they could achieve sustained flight. When he was constructing a rocket that the Germans hoped would destroy London and end World war II, Wemher von Braun was asked how many changes he had sent to the factories, the ridiculous figure was 65,121. Van braun acknowledged so many mistakes and estimated that it would take 5000 more before the rocket was ready. It takes real passion to go through all this and one wonders whether his bosses would have had second thoughts had they known it would take so many trials. All these people really live up to the famous saying “Failure is the stepping stone to

In this context, the most famous management example that comes to mind is that of Lee Iacocca, who was President of the Ford Motor Company before being humiliated and fired by Henri Ford II. The change in circumstances would have broken a lesser man. His new office at the Chrysler corporation was in a small cubicle in a warehouse with cracked linoleum floor and two plastics cups on his table. In contrast, at Ford, he was served by white collar workers at his huge, spacious office. This particular chapter of his autobiography makes the most compelling reading on how he motivated himself and bit by bit, step by step was able to gradually turn around Chrysler and become a national hero. He was even considered an ideal candidate for the Presidency of the United states for quite some time. None of this would have been possible had he not been able to keep his chin up when he was down in the dumps.

It would be a gross injustice if one were not to take an example from politics. The obvious example that comes to mind is the most revered President of United States, Abraham Lincoln. He failed in business at the age of 21 ; was defeated in a legislative race at age 22; failed again in business at age 24; overcame the death of his sweetheart at age 26; had a nervous breakdown at age 27; lost a congressional race at age 34; lost a senatorial race at age 45; failed in an effort to become vice-president at age 47; lost a senatorial race at age 49; and was elected president of the United States at age 52.. To face serious health, relationship repeated occupation failures and yet rise to the highest office in the land over a stretch of 32 years is a fantastic achievement. Another of their greatest Presidents Franklin. D, Roosevelt who is remembered for his leadership during both the great depression and World War II. He was stricken with Polio when he was 39. Yet he remained active in politics and was elected thrice the President of United States of America, the only President to be elected three times.

Talking of the handicapped President brings to mind Helen Adams Keller , the first deaf-blind person to graduate from college who went on to become an author, activist and lecturer. Her sight and hearing were destroyed by brain fever before she was two.. She was living as a deaf-mute apart from being blind. After her teacher Annie Sullivan was able to make contact with her mind through the sense of touch, she could read and write in Braille within three years. Though she could talk only in sign language upto the age of ten, her determination to speak enabled her to enter preparatory school by the time she was sixteen. She lectured on behalf of the blind and the deaf in more than twenty five countries and her books are best sellers and translated in more than fifty languages. On September 14, 1964, President Lyndon B. Johnson awarded Helen Keller the Presidential Medal of Freedom, one of the United States’ highest two civilian honors and in 1965 ,she was elected to the Women’s Hall of Fame at the New York World’s Fair.

The movie “Black” was inspired by her life . Nobody can guarantee long term commercial success as it depends upon the forces of demand and supply which is probably why the Bhagvad Gita advises to act but not be obsessed with the fruits of the action. However, being able to take setbacks in one’s stride improves one’s chances with factors that are in one’s control. Transitory periods of set backs in between may seem like eternity but they maybe life’s way of molding us for a higher purpose for the next phase of our lives. Just as a lower bottom in the stock market can result in a higher top in the long run if taken positively, unless short term failures are taken in the right spirit and attempts are made to learn from them, one’s long term future can be precisely like the movie-Black.

Aamir Khan’s “Taare Zameen Par”

This article is published in the January’2008 edition of the education magazine “Educare”

Aamir Khan’s latest film raises very crucial questions

The film Taare Zameen par is a sensitive portrayal of the ordeal of a dyslexic child, Ishaan Awasthi, whose abnormal behaviour is misunderstood and mistaken to be something else both by his teachers and parents. Unaware of dyslexia, they think that he is lazy, stupid, naughty and even arrogant on occasions. Dyslexia is a neurological language processing disorder that affects a student’s ability to process written and spoken information. Students with dyslexia have difficulty pronouncing words, repeating phrases that are spoken to them, understanding the meaning from spoken phrases, and following detailed instructions. They particularly have difficulty in distinguishing similar sounding words and letters.

Ishaan’s agony and ordeal is reduced and gradually overcome when, in the form of Aamir Khan (Ram Shankar Nikumbh in the movie), he meets a teacher who has himself suffered from the problem as a child and is therefore, able to guide him correctly. He is able to draw the attention of both the parents and other teachers on the right focus – on what Ishaan can do or his strengths, rather than his weaknesses. After building his self- confidence by drawing out the painter in him, he gradually manages to reduce the child’s weaknesses through other unique teaching techniques.

Aamir Khan’s first directorial venture does a very good job of highlighting the real and ideal direction of education – drawing out innate potential rather than blindly stuffing facts. Since the film brings that out very well, Azim Premji’s words in my earlier article “Teacher, educate thyself” are worth repeating:-

“The primary purpose of a school is to guide the child’s discovery of herself and her world and to identify and mature the child’s talents. Just as each seed contains the future tree, each child is born with infinite potential.” In the article, he suggested that many teachers and parents try to be potters instead of gardeners in moulding their children’s future. Imagine a school which sees children as seeds to be nurtured – here the teacher is a gardener who tries to bring out the potential already present in the child.
In that article, I had mentioned some famous dyslexics in passing reference, which are mentioned as examples in the movie. Their details are engrossing:

Loenardo Da Vinci: a great painter, designer, scientist, futurist and thinker. Most of the time, he wrote his notes backwards, which is exhibited with a mirror in the movie by Aamir. Although unusual, this is a trait shared by many left-handed dyslexic people. Leonardo’s spelling was also considered erratic and quite strange. He also started many more projects then he ever finished – a characteristic now often considered to be ‘ADD’ or attention deficit disorder. However, when it came to drawing illustrations, Leonardo’s work is detailed and precise. Loenardo’s words are revealing: “You should prefer a good scientist without literary abilities than a literate one without scientific skills.”

Thomas Edison, the famous inventor: he was noted to be terrible at mathematics, unable to focus, and had difficulty with words and speech. He was unable to read until he was 12 and his writing skills were poor throughout his life. His teacher thought him to be mentally ill. His mother withdrew the child from school and taught him herself. In his own words “My teachers say I’m addled . . . my father thought I was stupid, and I almost decided I must be a dunce.”

Albert Einstein, history’s most prominent scientist: he could not talk until the age of four. He did not learn to read until he was nine. His teachers considered him slow, unsociable and a dreamer. He failed the entrance examinations to college but finally passed after an additional year of preparation. He lost three teaching positions and then became a paten clerk. In his own words “Do not worry about your problems with mathematics, I assure you mine are far greater.” He also said, “The hardest thing in the world to understand is the income tax.”

Pablo Picasso the famous painter: his dyslexia made school difficult, and Pablo never really benefited from school or learning. Dyslexia troubled Picasso for the rest of his long life. Pablo’s father taught art, this got him interested in painting. Picasso also painted because he was born with an ability to see people the way they wanted to be seen, the way they were seen, and the special way Picasso saw them. In his own words, “All children are artists. The problem is how to remain an artist once he grows up.” That is possible only if children realise their innate potential or essence as very few have multi-dimensional talent.

Picasso’s story is closest to what is shown in the movie. Ishaan is shown to be a very good painter despite being a severe dyslexic, a fact that is highlighted when Aamir joins the school as a temporary arts teacher. The manner in which Ishaan is shown staring out of the window on occasions reminds one of an extract of Osho’s discourse:

“The teacher goes on telling to the small children, ‘Give attention to me. Be attentive.’ They are attentive. But they are attentive somewhere else. A cuckoo is crying his heart outside the school building and the child is attentive. Nobody can say that he is not attentive. Nobody can say that he is not meditative. Nobody can say that he is in deep concentration. He is. In fact, he has completely forgotten the teacher and the arithmetic that he is doing on the board. He is completely oblivious. He is completely possessed by the cuckoo. The child is attentive. It is happening naturally. Listening to the cuckoo he is happy. The teacher is distracting and the teacher says that you are not attentive. He is simply stating a lie. The child was attentive. The cuckoo was more attractive to him. The teacher was not so attractive. The arithmetic has no such appeal. But we are not all born to be mathematicians. There are few children who will not be interested in the cuckoo.The cuckoo may go on madder and madder and they will be attentive to the blackboard. Then Arithmetic is for them. Then they have a meditation, a natural meditative state

Since every weak child is hardly likely to become an Edison or an Einstein, there should be special education on how they fit in. Since many of these great people struggled in humble skills, humble talents should not be taken for granted. The Gallup corporation in its book “First, break all the rules” highlights examples of waiters, bartenders, housekeepers, nurses, data entry operators etc as to how the best were different from the rest even in minor jobs and were compensated highly without necessarily being promoted, if they did not have the talent for man management. The best bartender was someone who remembered names of 3,000 guests and their drinks and the champion data entry operator was four times faster than the rest. Even something like housekeeping is studied in great detail so that the rest (poor housekeepers) learn from the best.

Though the movie shows the child making some headway in overcoming his weaknesses, real life does not always turn out to be like that. Apart from Picasso, there are several famous dyslexics, who have had similar problems throughout their lives – General George Patton, President Woodrow Wilson, President George Washington, writer Agatha Christie etc. Another famous dyslexic, Tom Cruise, despite being a success in his chosen field, can learn lines only by listening to a tape. If one googles for dyslexia, one comes across sites with a message like “famous people with the gift of dyslexia” Lesser-known celebrities also have severe reading difficulties but are yet successful in their respective fields. An extreme case is that of Ronald Davis, author. “At the age of 38 I could score 169 on the IQ test but I couldn’t read a menu in a restaurant. What the average person could read in 5 minutes would take me an hour,” the author once said about himself.

The lives of two famous dyslexics not mentioned in the movie – Henri Ford and Winston Churchill. Henri Ford: His father, a farmer, had only that career in mind for his son and tried to equip him with all the relevant skills – tending plants, eliminating pests and weeds, ploughing etc. Henry occasionally went with his father to the farm, but, his mind hovered around the hoe and the mechanical plough, the tools of his trade. His father, often exasperated, pleaded, cajoled, shouted and screamed. These had only a temporary impact. Henri’s heart was not in farming. In the movie Aamir Khan says, “Bachche ka hunar kya hai?”. His “hunar” or functional talent may not be necessarily reflected in his qualifications, which is why it is said, “Choose your career not on the basis of what you know but who you are”. It is very hard to believe that a mentally disabled child can do well in a field not of his liking. If that were so, they would not have so many problems with conventional education. Can one imagine Henri Ford achieving the same success in farming or any other field?

Churchill failed grade VIII, did terrible in math and generally hated school. In his own words, “I was, on the whole, considerably discouraged by my school days. It was not pleasant to feel oneself so completely outclassed and left behind at the beginning of the race.” Being in the right occupation is probably how the problems of some of the dyslexics got neutralised and how they were able to sustain their success despite suffering for a lifetime. On the other hand, being in the wrong occupation can entail a lifetime of suffering despite having no mental disability.

Since some psychologists try to identify childhood interests to solve this problem, the views of the other great mystic/intellectual J Krishnamurthy are worth noting: “In building enormous educational institutions and employing teachers who depend on a system instead of being alert and observant in their relationship with the individual student, we merely encourage the accumulation of facts, the development of capacity and the habit of thinking mechanically, according to a pattern; but certainly none of this helps the student to grow into an integrated human being. A large and flourishing educational institution can turn out bank clerks and super salesmen, industrialists or commissars, superficial people who are technically efficient but there is hope only in the integrated individual which the small school can bring about. If the classes are small and the teacher is able to give his full attention to each child, observing him and helping him, then compulsion or domination in any form is obviously unnecessary. It is intelligence that brings order, not discipline.” This can be witnessed in the movie when Aamir starts giving individual attention to the Ishaan and is able to help overcome his difficulty. Both Osho and Krishnamurthy have stressed the importance of helping the child find his right vocation in their discourses.

Since Aamir’s role fits into Krishnamurthy’s description of an ideal educator, his comments on the teacher’s role are worth mentioning “ If the teachers are not sure of their own vocation and interest, there are bound to be superficial bickerings, jealousies, misunderstandings etc, which can be passed over only if there is a burning interest in bringing about the right kind of education. To observe each child’s tendencies, his aptitudes, his temperament, his attitudes, to understand his difficulties taking his heredity and parental influence into account requires patience, alertness, intelligence, skill, interest and above all a sense of affection. To produce educators endowed with these qualities is one of our major problems today.”

Aamir has shown basically what talent management is all about. There are people like Dhirubhai Ambani, Bill Gates and Jack Welch, who have been able to see the latent talent and been able to draw that out, despite different degrees and qualifications. The focus always has to be more on uniqueness of the individual – what the individual does with the knowledge rather than knowledge per se, or what he can do uniquely. All life is talent management. If that were not so, books like Working identity would never be written. Since it explains how tough career transition can be, special efforts should be made to help people who may have made the wrong choice. In a recent article in Readers Digest, the great mathematician Hardy says that he may have mentored maths genius Ramanujan but he learnt much more from Ramanujan then the other way around. This is what happen when teachers see their role as educators- just as Aamir has directed the film so well, they have to provide the direction in real life.

The sentences in bold above should also have been included. Though the editor omitted this paragraph, I personally feel that after the para in which Osho describes the child obsessed with the cuckoo, this should have been added:-

Though Osho probably said this in the context of detecting the different kind of child, it has to be taken in the right perspective. Just as television is considered to be the “chewing gum” or “idiot box” , too much idle day dreaming without applying brains at all can be a case of “Use it or lose it”. The brain also needs other exercises apart from imagination for an evenly balanced growth.

These views of eminent dyslexics also deserve a mention-

It is your work in life that is the ultimate seduction- Picasso

“Working hours are never long enough. Each day is a holiday, and ordinary holidays are grudged as enforced interruptions in an absorbing vocation”- Winston churchill

“I never worked in my life. It was all fun”- Thomas Edison

This is a humorous story that on Sir Issac Newton that could also have been added:-

Apart from Einstein’s comment on Income tax , there is a humorous story of the great inventor, Sir Issac Newton and his cats. Whilst studying color and the order it came in a prism, Newton used to go up to his attic where there was only one window and in order to control light, he needed to black out the room. His cat loved to be with him, and she constantly nosed the door open, which would then let the light in – thus spoiling his experiments. Not wanting to upset her, he decided to cut a small opening in the doorway which he then covered with felt attached to the top of the opening Now cat and master were happy – the cat could come and go at will, and Isaac wasn’t disturbed by her comings and goings, and could continue his experiments in peace. It is said that all geniuses sometimes have a blind spot and when his cat had kittens, so anxious was he to please them, that he cut several smaller holes alongside the original one so that they could come and go whenever they wanted to. It didn’t occur to him they could use the existing one! As they say, “common sense is most uncommon” and even geniuses are not immune to that.

Former International HR consultants Morgan and Banks had expressed the view that niche individuals who were good at only a few things had the worst time in the wrong profession. Dyslexics/ADHD children have high IQ but often have such one dimensional intelligence.

The significance of Contextual Thinking

This article is published in the January’2008 Edition of the magazine “Management Compass”

Unbridled optimism

Don’t confuse blind confidence with glass-is-half-full approach

One of the world’s top 50 management thinkers and an international authority on lateral thinking, Edward De Bono, while commenting on the difference between Intelligence and thinking, commented, “The power of the car is the potential of the car just as intelligence is the potential of the mind. The skill of the driver determines how the power of the car is used. The skill of the thinker determines how intelligence is used.”

He further specifies, “Many highly intelligent people take up a point of view on a subject and defend their point of view. Since they can defend the view very well, they never see the need to explore the subject or listen to alternative views. This is poor thinking and is a part of intelligence trap. One thinker may see a situation and instantly judge it. Another person sees a situation, explores the situation on other alternatives and only then proceeds to judge it. The highly intelligent person may carry out the seeing and judging very well indeed but if the exploring is absent, that is bad thinking.”

Much before and after I read this, I had some strange experiences with some “highly intelligent people” who conduct workshops to coach people in the corporate world. They may be deemed highly intelligent since only then can they be genuinely deemed competent to coach other people. The first experience I had in the mid-Nineties was during a stress management workshop with a gentleman. The speaker had some novel concepts in stress management, which I was quick to appreciate.

While discussing communication and presentation skills, somebody in the audience with a marketing background commented, “A salesman is one who is able to sell a comb to a bald man.” I was surprised when the conductor of the workshop stated that this was a wrong and unethical statement. I said that the gentleman concerned was only saying that in the context of presentation and not ethics. He defended his earlier stance that this was morally wrong. I had to clarify that one of the greatest Bollywood directors had said once, “You have to be a show off to be a show on.” That does not imply that the director is advocating that one should show off but only trying to convey strongly, the importance of presenting oneself well. However, that man gave a bland response, “We should not say things which are undesirable” which I found strange considering that all kinds of metaphors and analogies are used to convey a point of view.

While discussing goals and purpose in life, he started to tell how the purpose was the bigger picture and goals, like monetary rewards were just a means towards the ends and were bi-products. Then he said, “If you focus on the purpose, the goal is automatically achieved,” which was something on the lines of a book entitled Follow your heart and money shall follow. I found that a fundamentally incorrect statement. It was as if he was trying to tell us what we wanted to hear. I raised the example of actor Shashi Kapoor, who, in the late Seventies and early Eighties, tried to produce films which, according to him were meaningful cinema but which did not do well at the box office. According to press reports, he finally had do make a commercial film called Ajooba to recover his losses. I also pointed out the examples of Munshi Premchand, Shakespeare and painter Vincent van Gogh, who were all posthumous successes and lived a life of penury despite focusing on their respective purposes or occupations. He responded that I should not give negative examples. I replied that the focus indeed should be on the positive examples but that does not imply that one should not be aware of the negative factors. In MBA, one learns of SWOT (strengths, weaknesses, opportunities, threats), which is obviously a balanced analysis since it also takes cognizance of weaknesses and threats.

Does positive thinking imply blind optimism? I met one person in Ahmedabad during the Harshad Mehta scam, who said that he was an “incurable optimist” and told how he was going to invest all his money in the stock market as it was likely to go further up. I told him that the market was going up artificially and was bound to come down sooner or later. He again repeated his statement of being an incurable optimist. I replied that in reality, his optimism needed to be cured but did not carry the discussion further. I heard later that he had suffered heavy losses when the market fell. Years later, while dabbling in professional trading when I told an acquaintance that professional trading had a 95 per cent failure rate even in the United states, pop came the reply, “So what? If one tries hard, he maybe among the 5 per cent to succeed.” He completely overlooked the fact that one had to be extremely talented as well. The failure rate would never be so high if it was not talent intensive.

Isn’t genuine pessimism when the situation calls for it better than false optimism? Some 20 years back, I had read in one of India’s most reputed magazines about how genuine business talent and leadership was more an exception than the rule. I read in a book on venture capitalists as to how they fund only two out of ten ideas because though many people came up with bright ideas, very few have execution and implementation skills which incidentally happens to be a major reason for Reliance’s phenomenal progress. They had a clear policy of funding teams and not just ideas. As they say, “There is a fine line between appropriate confidence and over-the-top arrogance, and the best breakout leaders understand that they can’t cross that line.” This is not to say that one should not have a positive bent of mind and not look at situations with the spirit of looking at the half-full-glass as half-full and not half-empty. It is to maintain what is called a “sense of proportion” in optimism. One has to choose one’s battles in life.

In the Indian context, the example that comes to mind is Ramesh Chauhan, who sold some of his brands when Pepsi and Coke reentered India. Optimism also brings to mind some of the self-help books that are available in the market which advocate the virtues of having the right attitude without specifying the other variables or the context in which attitude alone is predominant. I have even seen posts in HR discussion forums with titles like ‘attitude alone wins’ and ‘attitude alone matters’, which is a fundamentally incorrect statement, as other variables are also involved. It depends upon the type of businessman — whether he is a Kamaal (unique) businessman or the maal (happy go lucky) businessman. The kamaal businessman is more on the lines of Henri Ford or Thomas Edison, who want to achieve excellence in a particular or specific branch of knowledge or technology and see it as some kind of mission or their purpose in life. A recent example is google, which says it all in its mission statement “Google’s mission is to organize the world’s information and make it universally accessible and useful.” It clearly indicates that google’s focus is on search technology. The maal businessmen is like a “paisa kamana hai” kind of trader, whose focus is more on the monetary gains. One does come across examples of people getting fed up in the rat race and trying to focus on a higher purpose; their focus switches from maal to kamaal in mid life or midway through life.

Talking of switches reminds me of another incident that happened at an institute which has the word education suffixed to its main name. This institute conducts weekend workshops where participants are supposed to attend all day and are cross-questioned on different spheres of life, career, relationships, family etc. On attending a trial workshop, I was asked what my problem area was. When I said career mismatch, he told me to be creative wherever I was. I replied that what he was saying was possible in some cases but in the stock market, trying to be creative in the short run could be like playing with fire. I also gave several examples of people who were much more creative when they shifted elsewhere and said that one cannot make a blind assumption of forced creativity. He did not know what to reply. Later, when I took this up with one of his topmost bosses, I was shocked by what he said “Oh ! Career just happens if you have the right attitude. You are making a mountain out of molehill.” Later I was to come examples of a child psychologist becoming a taxi-driver, a well established accountant wanting to be a carpenter, a very well qualified doctor becoming a nursery teacher, a dentist switching to wild life photography etc.

This is not to undermine attitude but to give everything its due significance. Just as in a diet, one has to have due proportion of fats though proteins and carbohydrates maybe more important, in a person, what is more important would depend upon his profile, his occupation, values and current life situation. Attitude books should be balanced by realistic HR books. This is what Sanjiv Bhamre, author of Five Great myths of Career Building, has to say about self-help books “Often, authors of self-help books avoid specifying the context in which the trait of rule is not applicable. Contextual intelligence — understanding the power of using one trait in a situation — is necessary to appreciate the exact impact of a trait in one’s life. Successful people find and work in systems where their good and bad traits become strengths, whereas unsuccessful people work in systems where their good and bad traits become weaknesses. Successful people spend time and effort in finding the context and use it. By appropriate contextualising, they avoid disappointment and consequent loss of motivation when things do not work.” The root lies in finding the right aptitude, which is far tougher than talking of attitude which is more relevant to stick in the mud jobs. Forced attitude can never match natural, spontaneous interest and consequent attitude which is also likely to last longer.