People sometimes look at the misery that surrounds us and ask, ‘Why doesn’t God do something about all the sick and dying and starving people?’ The answer is, ‘God did something already. He created you and gave you the means to feed at least one hungry person, pay for the education of one child, pay the hospital bill of one sick person and so on. If you can’t feed a hundred people, feed one. If you can’t build a school, pay the fee of one child to go to school. It is a common cop-out strategy to blame the external world, in this case God, for all the suffering we see around us. Those who are really serious about wanting to help, don’t blame, but ask themselves, ‘What can I do?’ That is what Islam teaches us. To do something. Not to simply complain. Problems need solutions, not complaints. Compassion is the best basis for a society.
In the life of every man and woman comes a time and a window opens when they have a unique opportunity to make an impact and influence others. To succeed we need to anticipate, prepare and act with courage when it opens
Living life is about making choices- the choice to be a ‘victim’ of circumstances or the choice to do something about circumstances and be their ‘master’. We are free to make this choice – to be a ‘victim’ or to be a ‘master’ – but the choices; each has a different payoff in terms of its consequences. Both stances are subject to the same givens of society, environment, organization etc. But have very different implications in terms of our development and happiness
It is one of the fallacies that people assume: that when we say we have freedom of choice; the choice is free of consequences. This is a myth and like all myths, it is a fantasy and a lie. We have freedom to choose but every choice has a price tag – every choice that we make is the same in this context. Each has a price tag. Foolish people make choices without first ascertaining the price tag and are then surprised, shocked, disappointed and so on, when the time comes to pay for the choice.
To return to our discussion, ‘victims’ are people who complain about adversity, think of excuses, blame others, lose hope and perish. ‘Victims’ can be individuals, groups, communities or nations. The ‘victim stance’ is the same – complain and blame. When ‘victims’ find themselves in difficulties, they look around for scapegoats; for someone to blame. They invent conspiracy theories. They like to live with a ‘siege’ mentality. They try to tell everyone that the only reason they are in the mess that they are in, is because everyone in the world is out to get them. They think that as long as there is someone to blame, they are faultless. They don’t stop to think that no matter who they blame, their problems still exist and that it is they and not whoever they blame, that is suffering.
‘Masters’ on the other hand are people who when faced with difficulty and adversity, first look at themselves to see how and why they came to be in that situation, own their responsibility and then look for solutions to resolve that situation. They have the courage to try new ways and so they win even if they fail. “Masters’ recognize that whatever happens to us is at least in part, if not wholly, a result of the choices that we made, consciously or unconsciously. The result of what we chose to do or chose not to do. Consequently, if we recognize that we created the situation, then it follows logically that we can also create its solution.
The characteristic of ‘Masters’ is that even when they may temporarily be in a ‘Victim’ situation, they quickly ask themselves the key question: ‘Okay so what can I do about this situation?’ This question is the key to taking a ‘Masterful’ stance in life. This is in itself, a tremendously empowering mindset which frees a person from the shackles of self-limiting barriers to his or her development. A ‘master’ never says, ‘I can’t’. She/he says, “I don’t know if I can!” – And in that, is a world of difference. The difference between the shepherd and his sheep.
The key question to ask therefore is, ‘In terms of the challenges that I face today, what do I need to do if I want to be a ‘Master’ and not a ‘Victim’? What is the investment that I need to make in order to succeed? Free fall and flight feel the same in the beginning. But it is the end which spells the difference between life and death. One lands safely. The other crashes and burns. Ignoring the law of aerodynamics does not change the law or its result.
Similarly, in life, in our race to succeed, we may well be tempted to ignore the laws of gain – that gain is directly proportional to contribution. We may be tempted to buy the line that what you can grab is yours to take, no matter the consequences to others. Just as the one in free fall may thumb his nose at the one who is flying, even claiming that he is traveling faster than the flyer – the reality is that his speed is aided by gravity which is rapidly pulling him towards his own destruction. It is not speed therefore which matters. It is the direction of flight and the way it ends.
Compassion, concern for others, a service focus, measuring contribution in the same way that we measure profit, willingness to do what it takes to deliver the best possible quality not because someone is watching but because we consider the quality of our output to be our signature and a reflection of our identity – all these are the real pathways to wealth, influence and prosperity. The critical difference is that prosperity that comes in these ways is sustainable, long lasting and spreads goodness all around.
Prosperity that is sought without regard to those who share the world with us, people, animals, environment; without regard to values, ethics and morals with the sole criterion being the amount of money that can be made is short-lived, has a high cost and spreads misery and suffering, including for the one who was chasing it.
We live in an intensely connected world and the sooner we realize that and start taking care of the connections, the better off we are likely to be. We have seen graphically the results of the alternative – blind pursuit of profit.
‘Growth for the sake of growth is the philosophy of the cancer cell.’ ~ Madhukar Shukla
I was a member of the team that built the Mayura Factory in the Anamallais where I was the Assistant Manager in charge of the building project. So, I was closely associated with the project from the word ‘Go.’ The factory was built on Lower Sheikalmudi Estate and AVG Menon, my first manager was made responsible for the project. He appointed me as his assistant for the day to day supervision of the construction. So, I became the defacto Site Manager of the project. At that time, I was the Assistant Manager in charge of the factory on Murugalli Estate which borders Lower Sheikalmudi. Murugalli factory manufactured tea in the Orthodox way and I was well versed in that. Mr. Kumaran was the Tea Maker (that is what the Factory Manager was called) and was kind enough to teach me about his art. Tea making is an art. Despite all the science and technology that is in it and more so today, it remains an art which you must see those who know it, to appreciate. Kumaran was one of them.
When the Mayura offer came, I was told that I would not be relieved from my role in Murugalli factory and that if I wanted to take the offer then I was free to do it without any additional pay or facilities. I accepted. The thought that I could refuse didn’t even enter my head. For one thing, AVG was a dear friend and my first manager. For another, it was a unique opportunity for me to learn about CTC manufacture. And much more importantly, I would be part of a new factory project, which happened in the tea industry very rarely indeed. So, though it meant practically double the hours, I did this job gladly. Mayura was unique for many reasons. For one thing, it would have a capacity to process one-hundred-thousand kilograms of green leaf per day. At a time when the average production was two-thousand-five-hundred kilograms made-tea per hectare, this was a huge figure, one that nobody thought could ever be reached.
It was the vision of Mr. K. Ahmedullah the General Manager who proposed the theory that creating capacity would stimulate production as it would put pressure on the estates to supply the factory and so the yield per hectare of the estates would go up. Initially, nobody believed them except the Murugappa family; Mr. Alagappan and Mr. AMM Arunachalam in particular. But that was enough as they were the ones who were funding the project. Once the factory was completed, Ahmed’s vision was proved right. The production of the estates went up from two-thousand-five-hundred to four-thousand kilograms per hectare. Needless to say, this did not happen by magic. A lot of people put in a lot of effort, but there is no doubt that it was the presence of Mayura that pushed us all to excel. Once again this proved to me the value of vision.
Since the Anamallais is hilly, locating a huge factory was no easy task. It involved leveling the land to create the construction site. The main building was on columns, but we still needed a level site to locate all the rest of the buildings and bays. We had two bulldozers come up from Coimbatore to do the cutting and filling of soil on the hillside to get enough level land to start building. I went down to the site on the first day that the work started. The bulldozer operators were already on their machines with the engines running. I called the leader of the team to give him instructions. He switched off the engine and came to me. I showed him from which part of the hillside I wanted the soil to be cut and where I wanted it to be moved and dumped so that eventually we would get a flat surface. He listened in silence, then handed me the key and said, “Why don’t you show me how to do it?”
I was taken aback by this obvious insubordination so early in the morning. But I took the key from him, climbed up on the track of the dozer and into the seat. I started the engine, engaged gear, and started cutting the soil. I worked for about half an hour. Then I parked the machine, switched off the engine, got off the machine, and handed the key back to the driver and walked away, all in silence. I had a hard time keeping a straight face at the look of shock on the driver’s face for having called his bluff. The long and short of this was that I never had a problem with any driver again for the duration of the land clearing stage. When the work was done, and the drivers were going back, he came to me and said, “I apologize for challenging you on the first day, but tell me where did you learn to drive a bulldozer?” I told him, “In future, before you challenge anyone, first find out what they know.”
My knowledge of bulldozers and machinery acquired in Guyana in the mines, came in very handy when later I was doing a Job Evaluation exercise in the company and had to evaluate the difficulty of each job. Knowing how to do the job yourself is obviously a big advantage and not one that most non-technical people have. My learning in this incident of the bulldozer was the fact that to build credibility it is important to be able to lead from the front. You don’t have to do people’s jobs for them. It is not even desirable to do this. But you do need to demonstrate that you know what they do and can do it if necessary. It is when subordinates get the impression that you know nothing about what they do, that it makes them nervous and lose motivation. The good ones feel a little lost. The crooks take you for a ride.
Mayura Factory’s construction was a time of learning for me. The site engineer was a wonderful elderly gentleman called Mr. D.R.S. Chary, who stayed with me in my bungalow throughout the project. He was a very well read and learned man, many years my senior but with a great sense of humor. We hit it off from the first day and became great friends. Chary taught me a great deal about constructing large buildings. I found this a fascinating time and used every opportunity I could, to add to my knowledge. On the factory site, the contractor’s site engineer was another wonderful man called Mr. Dakshinamurthy. He also became a good friend and was helpful in many ways.
Chary and I lived in the bungalow behind the tennis court. We could see the construction site from our veranda. Since Chary was a Brahmin, out of consideration for him, I had instructed Bastian not to cook any meat while he was staying with us. No meat was cooked for over six months in our kitchen. I would go to some of my other friends like Berty Suares and Taher for my meat fix.
The bungalow had a somewhat shady history in that it was supposed to have been the estate hospital in the remote past during an epidemic and many people had died in it. All this and more news was given to me by my dear friend, Kullan. Kullan had retired and his son Raman was a worker in the Upper Division. Raman used to be my companion on my treks to Grass Hills and his father became my friend. Kullan would turn up in the evenings and he and I would sit out on the veranda and he would tell me stories of these hills. The fact that I had learnt Tamil and spoke it fluently was the root cause for this and many more friendships and for my being able to have a very different relationship with my workers, from most managers. What also helped was my whole attitude of treating my workers like colleagues and not as servants. They appreciated it and returned my affection manifold. Having said all that, Kullan refused to enter my bungalow and sit in the drawing room. He looked horrified when I suggested it and insisted on sitting in the veranda. There too he refused to sit on a chair and so both of us would sit on the steps. That having been settled, both of us would drink tea and Kullan would talk.
It was Kullan who told me about the number of people who had died in my bungalow it is erstwhile incarnation as a hospital. He told me that when he was a boy there had been an epidemic (my guess is cholera) and many people were brought to the hospital but few survived. This was evidently in the rainy season, which meant torrential rain. I asked him what they did with the bodies, because cremation would have been almost impossible. In any case most tea estate workers who live on the plantations, bury their dead instead of cremating them but that also would have been very difficult in the monsoon, especially if the numbers were catastrophic as they would have been during an epidemic. “They threw them into the ravine,” he told me, in a very matter of fact manner. “Which ravine?” I asked him. “That one,” he gestured to the ravine behind my bungalow. That was, to say the least, not very comforting. However, I don’t believe in ghosts and so was not too bothered. But….
My bungalow also had the dubious distinction of having a resident demon. There was a small shrine at one end of the garden, which I was told was a shrine to Karpuswamy (literally means: Black God), who the people described as a very powerful and evil entity that needed to be placated with an annual animal sacrifice. The sacrifice itself was not done in the bungalow garden because it was done at a larger temple, but every morning one of the tea plucker women would put some flowers at the shrine. Mr. Chary, like most highly educated Hindus, did not believe in any of this, given more to keeping to the social norms than any real belief in the religious mythology. On occasion he would sit with me and Kullan and listen to Kullan’s stories with a skeptical expression on his face. But then in the 80’s there was precious little in the form of entertainment in the Anamallais and going to the Anamallai Club in Valparai meant a motorbike ride of thirty-five kilometers one way on windy hill roads and a return late in the night with good prospects of meeting elephants on the road. While I loved to do it and have some tales to tell, it was not Mr. Chary’s cup of tea. So, most evenings we sat in pleasant companionship and talked about Tamilnadu and Tamil culture or listened to Kullan.
Some weeks after Chary and I moved into the bungalow, some rumors started to circulate in the estate to say that my bungalow was haunted, and that people had seen Karpuswamy near the bungalow at night. I saw nothing and was not perturbed by the rumors. I don’t believe in ghosts and don’t believe that anything can harm or benefit anyone except the Creator Himself. So, I slept well. Chary told me one day when he was leaving after the completion of Mayura Factory that he never seemed to sleep well in this bungalow. But I was not sure how much of that was because of some unconscious effect of Kullan’s stories and Karpuswamy rumors and how much of it was plain indigestion or some such thing. He was over sixty years old at the time, after all.
I had recently bought a used Ambassador car. Among its other attributes was the fact that it was graced with a carburetor that was cracked down the middle and was held together with a wire. Now hold on – before you go making sly remarks about Ambassadors, ask yourself, ‘which other car would still run in this condition?’ And run it did. However, it did need long hours in the workshop. In the plantations the workshop came to you, as did most other things. One night Velayudhan, the mechanic, was working on the car in my garage behind the house. He worked late into the night and promised to return the next day to complete the job. The next morning there was no sign of him and when I sent someone to look for him, the man returned and said that Velayudhan was in hospital.
I was very surprised and concerned as the man had been working in my house the previous evening and had been well and healthy. What could have happened to him for him to be hospitalized? He was a cheerful and willing worker and I had a very good relationship with him, so I was genuinely concerned for him. I went to the hospital and first asked the doctor what the matter was with Velayudhan. The doctor told me that he had been brought to the hospital late the previous night hysterical, his heartbeat racing and in a semi-conscious state. He was so bad that the doctor had been afraid the man would have a heart attack or a stroke. All this seemed to have been brought about by intense fear. He had to be given a heavy dose of sedative to put him to sleep. In short, the man had been extremely frightened by someone or something.
I went to see him, and he told me the story, which I present to you without comment.
He said to me, “Dorai, I had finished my work for the day on your car and decided to take the short cut through the tea field down the hillside instead of the main road. It was a full moon night and the footpath was clearly visible in the moonlight. As I started down the path, I suddenly heard a heavy snort behind me, like a cow sometimes makes as it is grazing. I looked back over my shoulder and saw a huge man with flaming red eyes and huge teeth. I turned and ran and then I fell down and fainted.” Some people who were going past on the main road below heard the sound of his running and then saw him fall. They picked him up and took him to the hospital. There was some suspicion that perhaps he’d hit the bottle, but the doctor denied that and said that he did not show any sign of having been inebriated. He was just very badly terrified and completely hysterical with fear.
I lived in that bungalow for two years and went in and out at all hours, but never saw a thing. That is what led to the rumor that Karpuswamy was the guard on the bungalow and guarded me. In the plantations such rumors add to your mystique and reputation. In any case, I could do nothing to refute it.
Never a dull moment in the estates.
For more please read my book, “It’s my Life”
One of the first things I did when I joined the tea industry was to learn Tamil. I recall Mr. Ahmedullah, the General Manager telling me, ‘You must speak Tamil not only fluently but like a Tamilian, not like a Hyderabadi or an Englishman.’ And that is what I proceeded to do. I engaged the local school teacher in Sheikalmudi, Mr. Kannan (called Kannan Vadiyar – Kannan the Teacher) to teach me Tamil. He was a great teacher and I was very enthusiastic to learn. Not only did Mr. Kannan teach me to speak, he taught me to read and write Tamil and also taught me something of the most famous of Tamil classics, the Thirukkural. This is a book of proverbs written by the famous sage, Thiruvalluvar who is revered for his wisdom. Thirukkural is structured into one-hundred-thirty-three chapters, each containing ten couplets, thus a total of thirteen-hundred-thirty couplets. Each couplet has seven words, four in the first line and three in the second. Amazing achievement, conveying amazingly wise advice strictly within this framework. Poetry has this power of enforcing discipline in thinking. When you are keeping to the rules of classical poetry, you must think clearly and express yourself concisely. Mr. Kannan used to read and explain them to me and I even memorized a few of them and would on occasion recite them in my speeches, much to the amazement of the audience. In six months of daily lessons, I became completely fluent and thanks to Mr. Kannan’s accent, I speak Tamil like a Coimbatore Gounder or Brahmin. Knowing the language is a window into the culture and so it was with me.
Knowing Tamil proved to be a big asset, both on the estate as it gave me a major advantage to be able to communicate with my people in their own language, and later in consulting as I now have several Tamil business families as clients. Knowledge of Tamil was also a great asset in communicating with the Chairman of my company, Mr. AMM Arunachalam, who despite being fluent in English preferred to speak in his own mother tongue, Tamil. So, when he would come to visit Ambadi Estate and visit the Suchindram temple at Kanyakumari, his wife and he would stay with us, as I was by then the Manager of Ambadi Estate. In the evenings he would sit with us after dinner and at my request, he would tell me the story of their family and their move from Burma to India and how they evolved from being money lenders to one of the leading industrialist families in India. The conversation would mostly be in Tamil with a few sprinkles of English. These evenings gave me an insight into the minds of one of the foremost business family heads and were instrumental in helping me understand the mind of an entrepreneur. Years later when I wrote my book, ‘The Business of Family Business,’ I dedicated it to the memory of Mr. AMM as we called him and to his generously sharing his life experience with me. He was a great teacher and I was an interested and willing student
Life in the Anamallais passed like a dream. Berty Suares was the Assistant Manager on the neighboring estate, Malakiparai. And Sandy (Sandeep Singh) was on Urlikal. Both dear friends. They would come over to my place and we would spend the Sunday picnicking on the bank of the Aliyar River where on a bend in the river that passed through our cardamom plantation, I had built a natural swimming pool. I deepened the stream bed and deposited the sand from there on the near bank, thereby creating a very neat ‘beach.’ Sitting on this beach under the deep shade of the trees after a swim in the pool was a heavenly experience. Add to it, eating cardamom flavored honey straight from the comb, taken from the many hives that I had set up in the cardamom fields for pollination. The flavor comes from the pollen of the flowers which the bees take to make the honey. Depending on where you set up your hives or where the bees go to find pollen, honey has as many flavors as there are flowers. While we lazed about at noon, our lunch would be brought down to us and we would all eat together. The joys of being a planter in the days when we had people who knew how to enjoy that life. And no mobile phones, net coverage and Wi-Fi to worry about.
If you walked down the river for a couple of kilometers you would come to the Parambikulam Dam backwaters into which this river flowed. I had built another pool there at the bottom of a waterfall, thanks to a stream that flowed through Murugalli Estate. We used to keep a boat in the dam to go fishing on the lake. There was a thickly wooded island in the lake about half a kilometer from the shore on which one could go and spend the whole day, swimming and lazing in the shade; a very welcome occupation, free from all stress. The only sounds that you would hear would be the wailing call of the Rufus Backed Hawk Eagle and the Fishing Eagle. In the evenings, the Jungle Fowl called the hour. If you stayed beyond sunset, the only danger was that you could encounter bison (Gaur) as you walked home. That encounter was not something to look forward to as I discovered one day. Mercifully, I was walking softly, and the wind was in my face, so the Gaur was as startled as I was. He snorted, spun on his heel, and vanished, crashing through the undergrowth. I was very fortunate.
The more I spent time with myself, clearer it became that it is important to be ‘friends’ with yourself. The more you are self-aware and comfortable internally, the more you can enjoy the world outside. When you are not aware of what is happening to you inside or are unhappy with decisions you have taken, or with your own internal processes, the unhappier you are likely to be with your surroundings. The normal tendency is to blame the outer world, but if one looks within, it is possible to find the solution. One rider however, that you will find only if you seek and only if you have the courage to recognize what you see. That is where sometimes the matter remains unresolved. Not because there is no solution. But because we are unwilling to accept the solution or to implement it.
Time for another dip, then climb into the hammock and gently swing in the breeze that comes blowing over the water. Those were the days……………………
It was in this period that I was promoted and transferred from the Anamallais to Assam. I declined the promotion because Assam is a backwater and one tends to get lost there. In the corporate world it is important to be physically visible, not only visible through reports. Paradoxically if you are doing well and all your reports have nothing to make anyone concerned, you are not rewarded but forgotten. It is indeed the squeaky wheel that gets the grease, and this is nowhere truer than in the corporate world. I figured that if I went off to Assam, which is about as far as you could get from our corporate office in Chennai, I would be forgotten, and this would have a negative impact on my career. I declined the promotion. However, since I had been transferred, I had to move out of the estate. This was a trying period because suddenly I had no specific job. I had to leave my job as the Manager on Lower Sheikalmudi Estate because that job had already been assigned to another colleague. That left me literally homeless as there were no bungalows in the Anamallais where I could live. I was ‘parked’ in Carolyn Estate in Mango Range until the company could decide what to do with me. I was assigned a bungalow in a forest thicket, which was in a dilapidated condition. The location of the bungalow was lovely, and it was a joy to wake up to bird calls every morning. However, the house itself looked like it would collapse on our heads at any time. Of particular concern were the walls, which were so waterlogged that they had fungus growing on them in huge patches. My wife is an amazing homemaker and all her talents were put to test in this place. Out of this dilapidated house she created a lovely home which we enjoyed living in.
Since I had no regular job, I decided on doing two things:
For a long time, I had been talking about the need for systematic training of new managers. The current system in the plantations was that a new assistant would be put under a manager and what he learnt or didn’t depended on his own capability and the interest and energy of his manager and field or factory officers. If the assistant was lucky and got some people who were both knowledgeable and interested in teaching, then he learnt a great deal. If not, he remained guessing. This is a highly undesirable system, which is very time and energy intensive and does not give standard results. I had been saying for several years that there was a need for a standard text book on tea plantation management, which could be used to provide standardized training. Any additional inputs that the young man’s manager and staff could give him would only add to this, but he would not be deficient in the basics.
During my stay in Mango Range, I decided to write this book and in 6 months, I produced a 200-page Manual of Tea Plantation Management. At the time of its publication there was no such book on the market and it was a source of great satisfaction for me. My company published it as an internal training book and though it was never a commercial publication, it did get fairly wide publicity and was used by many new managers. It has since gone out of print and to the best of my knowledge, it has not been reprinted. A big lesson for me was the power of the written word and its high credibility in making your customer base aware of what you have to offer. After that book there was no way that I could be ignored, not that I feared that. I had a lot of people who I had worked with over the years rooting for me in the company.
The second thing I did was to spend a lot of time in Mango Range factory and hone my expertise in CTC manufacture of tea. I knew Orthodox manufacture as I had been Assistant Manager in charge of Murugalli factory in the Anamallais. But though I was part of the project team for Mayura factory construction and defacto Site Manager, I had never done CTC manufacture. So, I considered it my great good fortune that Mr. T.V. Verghese, who had retired as a General Manager in Tata Tea and was consulting with our company on manufacture, was a regular visitor to Carolyn. He and I became very good friends. He shared his knowledge freely and I learnt a great deal. He was a practical teacher, which meant that I got to spend a lot of time on my back on the floor meshing CTC rollers with grease anywhere on my face and body that grease would stick. I learnt all aspects of manufacture hands-on further reinforcing my belief that learning comes from doing – not from talking about doing. It was ironic that thereafter I went to Ambadi, which was a rubber plantation and never really used this knowledge, but it did come in use for writing a paper comparing Orthodox and CTC methods, which I presented at the UPASI Annual Conference in 1989.
Carolyn , Mango Range was an interlude in my career. I was marking time and waiting for some positive change to happen, and in the meanwhile I enjoyed myself. It has long been my philosophy to live one day at a time and to try to create as much happiness for myself and around me as possible. I have learnt that the two are the same. You can only be happy if those around you are happy. This is true whether you are an individual, an organization, or a country. Imagine what a wonderful world we would have if instead of competing, we collaborated and shared resources. We would all be wealthier, happier, and healthier. I have always held that the secret of happiness is to be thankful for and enjoy the small things in life. There are far many more of them than the big events. If we can enjoy the small things, then we can be happy all the time. The key to enjoyment is to appreciate them and be thankful for them. The key to contentment is not amassing, material but in being thankful for what one has. The happiest people are those who are content. Content people are those who are thankful. Material wealth has nothing to do with it.
One of the things that I was very appreciative of and thankful for was the leisure that I had in Mango Range. I had no specific work except what I decided to do for myself. And I was still getting my salary. I decided to learn golf. I got a caddy from Ooty Club to come and stay with me in the estate for three weeks. His name was Frank Augustine (I used to call him Frankenstein) and he looked like a dried prawn. When he swung the club though, he always hit the ball with that sweet phut that all golfers love to hear. And the ball would travel straight like a bullet down the freeway. Whereas my club would come up with a good measure of earth and top the ball to boot. Shows that technique and not strength of the arm is what works in golf. Also, in many other things in life. Frankenstein believed in hard work – meaning, making me work hard. He set up a practice net, produced a bag of a hundred used golf balls and we were good to go. I would hit the ball into the net until I felt my arms would drop off. All the while, Frankenstein would sit on his haunches under the Champa tree that was to one side, smoking a beedi, watching me and making clucking noises. The effect of all this clucking and my swinging at the ball became clear when one day about midway in our training Frankenstein suggested that we should go and play a round at the club.
So off we went on the three-hour drive to Ooty. After a cup of tea and a sandwich, I teed off and that is where all the practice paid off. Ooty Club has very narrow freeways bordered by spiky gorse. If you didn’t hit your ball straight, you would send it into the gorse and then you may as well forget about it – you must pay to get the ball back by leaving your blood on the gorse and acquiring gorse thorn furrows in your hide. As Frankenstein continued his mother hen act, I could see the distinct improvement in my style and capability.
Another one of my joys while living in Mango Range was the time, I spent with Mr. Siasp Kothawala at his lovely guesthouse in Masanigudi called Bamboo Banks. Masanigudi is in the foothills of the Nilgiris at the edge of the Mudumalai-Bandipur National Park, so there is a lot of wildlife around. You see a lot of Chital, some Gaur, and some elephant, the latter being dangerous as they are too close to human habitation and often in conflict with people. Mudumalai is also supposed to be a tiger reserve though I have never seen a tiger in it. My wife and I used to go to Bamboo Banks on some weekends. The gate of Bamboo Banks was an ingenious contraption. It was a bamboo pole, suspended horizontally across the road and had a plastic water container secured on one end. There was a sign for you to tug on a rope if you wanted to open the gate. The rope was connected to an overhead tank so when you tugged it, water would flow into the plastic container, which then went down and lifted the other end. All this happened while you were comfortably sitting in your car. The water would then drain out of a hole in the can and flow into an irrigation ditch and on into some fruit trees, closing the gate. Siasp was a tea planter and worked for the Bombay Burma Tea Company (BBTC). He then went into the tourism business and has done very well. We would spend lovely afternoons talking about the tea industry and the general state of the world and drinking tea. Siasp always had an angle to everything, which he would put across in a hilarious and entertaining way.
Siasp also had horses on his farm and having had tea I would take one of the horses and go riding in the sanctuary. This had its exciting moments and I recall two of the best. One day, late in the afternoon, I was riding out of the farm and into the dry fields that surrounded it before the track entered the bamboo thickets that bordered Mudumalai, when I saw a hawk hovering in the sky ahead of me. I pulled up to watch it and saw a dove break out of cover from a hedge and head for the safety of the forest flying very fast. The hawk folded his wings and stooped coming down like an arrow out of the heavens. The dove had almost made it to the forest cover when the hawk hit it in middle of its back with a slap that I could hear where I was sitting on my horse. The dove must have died with the impact, but the hawk bore it to the ground and then holding it in its claws, looked up right and left, its pale yellow eyes scanning the world to challenge any takers. What a magnificent sight that was. The image is engraved in my memory.
As I rode on, I took a path that went along the middle of a forest glade which had scattered clumps of bamboo. After a kilometer or two, the path passed between two very thick and large clumps of bamboo and dipped into a dry stream bed and went up the other bank. I used to like to gallop this stretch and my horse knew the routine. Strangely, on that day as we came near the bamboo clumps my horse shied and stopped and refused to go forward. This was odd behavior, but I have enough experience to know that in the forest your animal is your eyes and ears and you only ignore its signals at your own peril. I listened to the horse and turned around and then took a long and circuitous route to go around whatever it was that was bothering my horse. As we came around, I saw what was bothering him. It was a lone male elephant which was hiding behind the clump of bamboo. Now I have no idea what the elephant’s intention was, but I was not taking any chances. My horse obviously didn’t like the idea of passing close to the elephant and if we had continued on that track, we would have encountered that elephant where the path was the narrowest and where it was bordered and hedged in by the bamboo. In case of an attack, we would not have had any escape. Lone elephants are famous for such attacks. A rather terminal situation which we were happy to have avoided.
On one of those trips to Bamboo Banks, I saw an elephant by the roadside, a little way inside the forest. As this was quite close to the Forest Department’s housing and elephant camp, I thought that it was a tame elephant and decided to take a picture. I had a small box camera at the time in which you were the telephoto – if you wanted greater magnification, you had to go closer to the object. I got out of the car and walked almost to the side of the elephant and took a photo. Suddenly I heard someone yelling at me, his voice high pitched in panic. I looked up and there was a forest guard, a good two-hundred meters away, waving frantically at me and yelling at me to get back into the car. Since it is not an offence to get out of your car on the main road in Mudumalai, I was irritated at this man’s insistence but since I already had my picture, I returned to the car. As we drove on and came up to him, the man waved us to a stop and still in an angry voice asked me in Tamil, ‘What do you think you are doing? If you want to die, go do it somewhere else.’
I said to him, ‘Hey! Relax. What is all this about dying? I was only taking a picture of one of your elephants. Who said I want to die?’
The man said, ‘Our elephants? That was a lone wild tusker that you were standing next to. I have no idea why he let you get that close or why he did nothing. Your lucky day. That is a wild elephant and a lone one at that. Don’t do these stupid things.’ And he went on for a while in the same vein. I was so shocked that I listened in silence. And of course, how can you get angry with someone who is only interested in preserving your life? But I still have the picture, which is very impressive.
For more please read my book, “It’s my Life”
I started my career in Guyana, working as the Assistant Administrative Manager for GUYMINE’s Berbice Operations, in Kwakwani. This was a little mining town in the middle of the Amazonian rain forest on the bank of the Berbice River. I spent five years there, living on my own, learning lessons of life about working across boundaries of race, culture and religion. With my love of the forest and wildlife, Guyana was heaven. But I knew that since all promotions at that time had a big political overtone, there was no way that I, a foreigner, would ever have a serious career in Guyana.
When I returned to India and joined the plantation industry, I was serious about making a career as a planter and about reaching the top of my company on the basis of merit and results. So, I put my heart and soul into the job. What helped also was that the surroundings were something that I loved. I started working in the Anamallai Hills, part of the Western Ghats as they tapered down all the way into the tip of the subcontinent. The area that contained the tea plantations was part of the bigger Indira Gandhi National Park. The park is home to an amazing variety of wildlife which thanks to the difficult terrain, plethora of leeches, and shortage of motorable roads is still safe from the depredations of ‘brave’ hunters in their Jeeps and searchlights. In the Anamallais if you want to hunt (it is illegal to shoot anything in the National Park, but there are those who are not bothered about what is legal and what is not) you must be prepared to walk in the forest, up and down some very steep hills, be bitten by leeches and have a very good chance at becoming history at the feet of an elephant.
However, if you are not interested in hunting and killing animals, you have all the same pleasures and risks without the benefit of some wild meat at the end of it. But that is how I was. I wanted to see and photograph animals, not kill them. I had hunted enough in my youth and had lost interest in killing things as my connection with nature strengthened. I was looking for an opportunity to just spend time in the environment that I loved. My job as an Assistant Manager in Sheikalmudi Estate, my first posting, gave me all that I could have wished for.
Sheikalmudi borders the Parambikulam forest. This extends from the shore of the Parambikulam Reservoir (created by damming the Parambikulam River) up the steep mountainside all the way to the top. Sheikalmudi is the crown on that mountain’s head, manicured tea planted after cutting the rain forest, more than a century ago by British colonial planters. Where the tea ends, starts the rain forest of the Western Ghats. Anamallais is the second rainiest place on the planet. In the early part of the century it used to get more than three hundred centimeters of rain annually and consequently it rained almost six months of the year. Even when I joined in 1983, we frequently saw spells of more than a week at a stretch, when it rained continuously day and night without any easing of the volume of water. I was horrified the first time I saw this. I was used to rain in Hyderabad, where we get about thirty centimeters annually. And to the rain in Guyana, where because of the Trade Winds which brought the rain, it rained on most days in the evenings for a little while and then cleared up.
Now here was rain and more rain and more rain. Walls of the bungalow would have mildew growing on them in damp patches. Small leaks would develop in the roof and their yield would be received in sundry pots and pans placed under them. This would create its own music. Little frogs would emerge from every crevice and would hop all around the house. In the night, they would find some resting place and add their voices to the night chorus of frogs and insects in the garden, that would rise and fall like an animal breathing. But sometimes the rain would be so heavy that all you could hear was the rain on the galvanized iron sheet roof. This sound would drown out every other sound. Within the first week of the beginning of the monsoon, all telephone lines would be down. Power supply would become extremely erratic. And more often than not, landslides would block roads. So being cut off from everyone for several days was a common phenomenon. When there came the occasional storm – every year we used to have at least two or three – all these problems would get magnified.
Candle light dinners with a roaring fire in the fireplace were the fringe benefit of this weather. That and in my case, a lot of chess by the fire. The year I got married, 1985, there was a storm in which twelve-hundred trees fell on my estate alone, taking down with them all power and telephone lines. There were two major landslides and we were cut off from the world for a total of fifteen days. It rained almost continuously for this period and my poor wife had a wet introduction to the new life ahead of her. But typical for us both, we enjoyed this time, playing chess by the fireside. She started by not knowing chess at all and I taught her the game. By the end of our enforced seclusion she was beating me. Now take it as her learning ability or the quality of my game but being rained-in has its benefits.
I always look for challenges. Anything that comes easy does not excite me. My learning that it is the extraordinary goal that inspires extraordinary effort is very personal to me. In the plantation industry I was constantly focused on setting new records. And over the years I was able to do this in all aspects of tea and rubber planting. I set the record in yield per hectare, in work tasks in various cultivation activities, and in the price of the manufactured product.
1983-86 were boom years for tea in South India. Anything that was produced would sell. The biggest buyers were the Russians who bought on the rupee trade agreements between the governments of both countries. Anything that could be manufactured in South India was bought by the Russians. Naturally, quality went out the window. Some people, including myself, were able to see the writing on the wall and tried to get manufacturers to focus on quality and to get out of the commodity market and instead create brand. That, however, meant investing in brand building and hard work in maintaining quality standards. Since people were making money, nobody was interested in listening to anything that meant more work or investment. Eventually, of course, the inevitable happened. Russia collapsed and so did their buying trend and it almost took the South Indian tea industry down with it. Some companies shut down. Others were more fortunate. But the whole industry faced some really hard times.
Interestingly, success seems to breed fear of failure. This is a paradox, since success should really build confidence. It does that too, but what seems to happen over the years is that we become progressively more afraid of losing what we have created and our ability to take risks decreases. This to me explains why entrepreneurs who have built large organizations are so afraid to allow others to take the same kind of risks that they took when they were alone, creating the company. Somehow, as they succeed, people who build organizations seem to forget the real lessons of their experience:
- That it was speed of reaction and the ability to take risks that gave them the competitive advantage.
- That it was the willingness to put themselves on the line, which built their credibility.
- That it was staying in touch with customers that helped them anticipate trends.
This seems to extend even more to their own children, a phenomenon that we see in many family owned companies where the old, often senile, patriarch rules supreme and holds the strings of power.
That is also why such organizations finally break-up, usually with a lot of rancor, as the rebellion against authority comes to a head and the son has no alternative but to break away.
This fear of failure has many respectable names: Consolidation of gains, Stability, Creating Permanence and so on.
What is forgotten is that life is about change and positive change is growth. That growth is not looking with a satisfied glow at what exists, but always to seek what might be. And that all growth is essentially characterized by a lack of stability, living with impermanence and spending what you have, to fuel what you aspire to create. This is forgotten, not by chance or accident. It is forgotten deliberately, albeit sometimes unconsciously. And it is done to deal with the fear of failure if one continues to take risk.
So, what is the alternative?
In my view, the alternative is to practice change even when there is no need for it.
Some organizations create think-tanks whose job is to conceptualize hypothetical threat situations and suggest solutions. One can use this or any other method, but it is a very good idea to spend some time and energy in anticipating the future and preparing for it. I personally make it a point to do this kind of reflective observation every so often. The important thing is to make this an ongoing process, no matter how you do it. Anticipating change is the first step to creating game changers that will put you in the driving seat. That is the only guarantee of permanence in a world where permanence is against nature. Any other route only guarantees stagnation of ideas, sanctification of monumental stupidity, and calcification of the mind.
The single biggest and most critical requirement of success is the desire to be the best. No matter what you may do – if you want to succeed, you need to be passionate about what you do and want to be the best at it. This is something that I have been aware of all my life. I always wanted to be the best at whatever I did. Read the most, get the best results at school, train my dog so that it would win in tracking and show championships, school my horse so that he would win in dressage competitions every time, climb the biggest mountain I could find, do what nobody had done before, go where nobody had gone before me. Always trying to excel in whatever I put my hand to. I never saw any thrill in simply doing more of the same. I always wanted to do something new. And that’s a very cool way to live.
It is not that I succeeded on every occasion. But I made a serious effort every time. And when I failed, I used the other technique that I had learnt early in life; analyze failure, face the brutal reality, and acknowledge ownership. No justification of mistakes. No blaming others. Take the responsibility for my own actions. See what went wrong and why. See what I need to do to ensure that this particular mistake never happens again. The pin and hole principle in engineering; fool proofing the system so that it becomes impossible to make a mistake. Not leaving the issue to individual discretion but creating a system to ensure that the correct procedure is followed every time. These are two principles that I have always tried to follow in my life: try to be the best and own up to mistakes.
A third principle that I have always tried to follow is to actively seek feedback. And then to listen to it without defensiveness. No justification or argument with the person giving the feedback, always remembering that my intention is inside my heart. What we intended to convey is less important than what we did convey. What the other person sees is the action, not the intention. And if the action did not convey the intention, then the action failed and must change, because for us all, perception is reality.
Being passionate about what you do is absolutely essential for anyone who wants to be the best in their work. For me, this has never been a matter of choice but something that I have always held as inevitable. If I do something, then it must be the best that I can possibly do. Nothing less. And if I am in a profession or job where I can’t really find it in myself to be passionate about it, then I need to change the job. Happiness is not doing less. It is to do the most that we can do. To maximize contribution. And that can only come through loving what you do. I am deliberately using a term which is not often used in a work context, love. That is why work produces stress. People who don’t love their work are stressed. People who love their work automatically get a sense of meaning from it and believe it is worthwhile. The more they do, the happier they are. They get stressed not with work, but with not having enough of it.
The strange thing in life is that organizations want people to enjoy work, to give their best, and to maximize effort and productivity. But the messages they give are negative. Let me give you an example. Many organizations have a ritual called TGIF: Thank God it is Friday. This is a small party at the end of the work day on Friday where all employees gather and have some eats and some fun together celebrating the fact that, yet another week of work is behind them. I first heard of this custom which was imported into India with IT companies that set up shop in Bangalore. We Indians are the world’s greatest mindless imitators. Promptly, many Indian companies picked up on this practice and even went to the extent of advertising it as a perk in their recruitment spiels.
I was speaking to a friend of mine who was the promoter of one of the early IT companies in Bangalore that had this TGIF custom.
I asked him, “Do you really want people to be saying ‘Thank God it is Friday?”
“What do you mean?” he asked.
I said to him, “To me, if someone who works for me says that he is glad the work week is over, it is a danger signal. It means that the work the person is doing is not meaningful or enjoyable and that somehow, they got through it and now that it is over, they are happy to go home for the weekend. If I had to have a party, I would rather have one on Monday morning called TGIM. And I would work very hard to create an environment where people would actually love to go to work.”
“You are a real spoilsport,” said my friend, jokingly. “You know, I never thought of it that way!!”
Take another case. You have a sales person who is magical. She or he is an inspired sales person. They can sell the Buckingham Palace to the Queen and many times they do. They work very hard and exceed all targets. So, at the end of the year, you give them a reward. You send them on a two week, all expenses paid vacation to the Bahamas. Most organizations do the equivalent of this. Now let us analyze what you have done.
You achieved two things: Firstly you were successful in getting your best salesperson off the street for two weeks and that will show up in your first quarter results. Secondly and even more importantly you gave a strong subconscious message, that you believe that work is actually unpleasant. But since this person managed to hang in there and do it well for twelve months, you are now paying for them to do what they really want to do and enjoy doing; roasting on the beach in the Bahamas.
Consider the alternative. Passionate people who love what they do, enjoy every minute of it, find it fulfilling and would pay you to do it if they had to. What kind of results do you think you can get if you create workplaces and work that can give this to those who perform it? And before you accuse me of fantasying, let me give you an example. All missionaries work like this. Many spend their own money and endure a lot of hardship, to do the work they do because the rewards of their work are clear to them. The challenge is to create this sense of meaning in work. The need is essential.
Just to close the point I am making here, a working person spends roughly thirty to thirty-five years doing what we call work. If we take a lifespan of seventy years and subtract the years spent in education that is almost seventy percent of a person’s lifespan. To spend this doing something that does not give fulfillment, satisfaction and a sense of achievement, but is something that is routine, boring and even unpleasant, is a very stupid way to live your life. Unfortunately, that is how many people do lead their lives. In dead end jobs with no value addition to themselves or to the organizations they work for.
It is essential for one to take stock from time to time to see if they are achieving what they set out to achieve.
Which brings me to the next question: what is a good goal?
A good goal in my view has two essential ingredients:
- It is big enough to make it worth your while to work for.
- It is big enough to scare you.
A goal that is not scary will not generate the energy that we need to achieve it. It is in the nature of extraordinary goals to inspire extraordinary effort. Nobody rises to low expectations. People rise to high expectations. In my life, whenever I have experienced meaninglessness, low energy, and passivity, it has always been because the work was too easy, the goal not big enough. My antidote to tiredness, lack of focus and attention and stress in life is to create a big, scary goal. When you are walking in a forest and you come around a bend and see a tiger sitting in the middle of the road, adrenaline pumps into your blood. You are all attention. You turn around and run like hell. You are not bored, inattentive, or tired. Instantly, you have all the energy and focus that you need, and you passionately try to get away from the tiger. For all you know, the tiger is probably still sitting where he was, having a good laugh at your expense. But you are not waiting to find out. That is the key. Create the tigers that will make you run.
It’s true that tigers are also cats. But the resemblance ends there.
For more please read my book, “It’s my Life”
Believe it or not, the first time that color television sets became freely available in India was after the Asian Games in 1985. Almost everyone I knew in the plantations immediately bought a color TV and a VCP (no VCRs yet), so that the lonely evenings in the plantations could be spent watching films. There used to be weekend parties to watch some movie or the other or to watch some sport event. For seven of those years, I did not get a TV – had no money. All my money was spent either in buying books or in traveling to training courses. I had to take a lot of ribbing from some quarters for being so backward as to not even have a TV in my house.
But like all things, once you pay your dues, you start to see the benefits. And when I started earning more in one day than most people earned in a month, they started seeing things differently. Sadly, for many of them, it was impossible to change and the reality is that not a single one of my contemporaries went into the training and consulting world even though every one of them had exactly the same opportunity. The issue is never opportunity; it is always commitment.
Commitment is the line you cross between wanting and doing. Unfortunately, most people never actually cross the line. They argue that they did not have the opportunity. This may be true in some cases, but in most it is commitment that they did not have; the opportunity was always there.
The reason why many people don’t seem to get enough commitment to accomplish large goals is rooted in two causes:
- Lack of clarity about the benefits at the end.
- Impatience – giving up midway due to lack of immediate results
Clarity about the end
It is in the nature of extraordinary goals to inspire extraordinary effort. Nobody rises to low expectations; people rise to high expectations. It is essential that the final result is visualized clearly and is as real as possible to the person who sets out to accomplish it. The more desirable the final result, the more people will be willing to take the inevitable drudgery and the mundane, which is a major and essential part of all endeavors. It is the promise of great reward that drives the soul when the body has passed the boundaries of exhaustion. It is the expectation of that which is dearest to the heart that holds the hand when the night is dark and cold, and you are alone.
I became most aware of the power of the extraordinary goal when I was in Vietnam, fifteen feet underground crawling through the tunnels where the Vietnamese fought the Americans. I was doing the tourist routine in Cu-Chi where the tunnels are, wondering what it must have been to experience the real thing. The Vietnamese Tourism Authorities have widened one of the tunnels slightly and strung a couple of light bulbs so that it is not pitch dark. The tunnel is just about hundred meters long. You go down through a trap door at the bottom of which the tunnel begins. You have to lie flat on your belly and crawl. Does wonders for your clothes. Then at the end of the tunnel you come out into the pit at the bottom of the other trap door and climb out. And of course, you don’t meet a snake coming the other way, nor are there bombs falling overhead. I was drenched in sweat to the extent that my shirt was soaking wet. There were two-hundred-and-fifty miles of these tunnels at three levels. They had hospitals, ammunition dumps, sleeping quarters, eating quarters, meeting rooms, and even burial rooms. They were cold and dark and damp. And overhead flew the American B52 bombers whose instructions were to drop all they had after every bombing sortie, in this area. The Americans tried everything from flooding, gassing, chemicals, and napalm. Yet the Vietnamese fought back, often using discarded ammunition, booby traps made from empty Coke cans, nails, spring steel, fire ants, scorpions and snakes. Talk about invention and ingenuity. Talk about a very nasty way to die. Do that tour and then see the Vietnam War Museum in Ho Chi Minh City (Saigon) and you will learn the meaning of determination and resilience. Read about these in the books that are for sale there. Read also about the Tunnel Rats – American, Canadian, and New Zealand soldiers who volunteered to go into the tunnels and fight the Vietnamese, working alone. Makes you wonder what motivates such people. Irrespective of what one may think about the justification of the Vietnam War, one can only admire the courage of the soldier who chose to go into a tunnel, often with nothing more than a knife or a hand gun. The tunnels were built for the small, wiry Vietnamese, not for big Americans. So, it was the small, short ones from the American Army who volunteered. Amazing stories of some very brave people on both sides.
What kept the Vietnamese going? The same thing that kept Nelson Mandela and Ahmed Kathrada alive and mentally healthy for eighteen years on Robben Island. The same thing that drives the freedom fighters of today wherever they may be; the drive for freedom.
Freedom is a very powerful goal. A very basic and intense need of the human being. It is something for which a person will sacrifice anything. That is what those who seek to enslave forget; the fact that paradoxically, enslavement strengthens the desire to be free. The more you try to enslave, the more people want to be free. And in the end, the slave masters always lose. It is the thought of freedom that kept the Vietnamese fighters alive and striving for their goal for fifteen years. Thousands of them died and never saw the goal fulfilled, but in the end it was their sacrifice that ensured that the most powerful nations in the world had to retreat.
Giving up midway
Have you ever seen a traditional weighing scale in a shop in India selling food grains? There is an extremely important life lesson to be learnt from this. The next time you go to buy rice or some other grain, notice what the seller does.
First, he puts the weight measure in one pan. Say twenty kilos. Then he uses a scoop and starts to put rice into the other pan. As the pan fills, even when he has put nineteen kilos in it, what do you see? Nothing.
There is no change in the situation. The pan with the weight remains firmly on the counter top and the pan with the rice remains in the air. However, the man does not stop putting the rice into the pan. He continues to do that until he sees a small movement in the pans as the pan with the rice starts to descend. Once that happens and the pans are almost level, the man changes his method of putting in the grain. Now instead of the scoop, he uses his hand. He takes a handful of rice and very gently he drops a few grains at a time into the pan. And then lo and behold, the pan with the rice descends to the counter top and the pan with the weight rises in the air.
When I saw this, I learnt two essential lessons in life, both equally true:
Lesson # 1: Up to nineteen kilos, nothing will happen.
Lesson # 2: At 20 kilos, the pan will tip.
Believing in the ‘impossible’
I have touched on this briefly earlier, but if there is one thing that my life has taught me, it is the truth of the fact that nobody knows the best that they can do. This of course does not mean that you act with all passion and no planning. Passion is the key. Then comes the hard work of planning, scheduling, monitoring, measuring, taking feedback, course correction, and the final result. This is where the gap is created and enthusiasm fizzles out. However, if you plan well and make a good road map with milestones, then it helps to keep the passion alive. More importantly it helps to keep the passion kindled in the hearts of your followers.
Any great enterprise needs people. People who you can share your vision with, people who resonate to your tune, people who can hear the drumbeat to which you are marching. This is the biggest challenge that any leader faces. How do you make others dream your dream? Like most things in life, this also involves a paradox. On the one hand, as I have said earlier, the goal must be big enough to make it worth the effort. But a big goal is scary and it can scare away a lot of people. On the other hand, if you water it down, then it will attract the wrong kind of people and fail to arouse the interest of those who can potentially share your dream. So, the goal must be big and exciting, even scary. Then it must be reduced into steps on a plan that will convince people that it can be accomplished. It is possible that you may end up with a plan that does not completely add up and leaves some room for a leap of faith but remember that if the gap looks like the Grand Canyon, it is unlikely that you will find any takers for your vision. There can be a gap, but the gap must be reasonably feasible. This is the beauty of a real stretch goal. It is big enough to excite and energize, yet not so big that it scares people away into not trying at all.
A good plan with graded steps plays the role of bringing the stars within reach. It also indicates that enough thought-share has happened in the genesis of the plan. Potential supporters look for this consciously or unconsciously. For example, when venture capitalists are listening to a business plan, more than looking at the numbers, they look to see if there is enough passion behind the idea, if enough due diligence has been done, and if enough alternatives have been generated and answered.
Generating alternatives is all about thinking outside the box in terms of what you do. Of using your creativity to approach problems from a different angle, which often opens doors that you did not think existed.
If you read all the books on Judo and know all about its genesis and all about the principles of leverage that are behind each throw and why the fulcrum in each throw is applied where it is, you would be called a great scholar of Judo. But if you get into a street fight, you would still hit the floor very hard. That is because you know a lot about Judo, but you don’t know Judo. To know Judo, you must join a Dojo and practice. Practice very hard. Learn to fall ten thousand times. Learn to throw ten thousand times and only then will you know Judo. Then in a street fight you will win every time even if you are not able to give a lecture on the origin and development of Judo as a martial art. But in a fight, that doesn’t matter. What matters is, can you fight? After all, if you look at it, why would you or anyone learn Judo? To win a fight, to protect yourself, to save your life. If your knowledge of Judo doesn’t do that, then what use is it?
If you want to win, you must do one of two things. Surround yourself with positive people or walk alone. Definitely don’t be around negative people, no matter what you do. The reason for that is because negative people drag you down. I am sure you have had this experience in your life where you are all charged up about doing something positive, about bringing about positive change, about changing yourself, your habits, your goals or initiating change in society and in your enthusiasm, you mention this to your good friend.
His/her immediate reaction is, ‘You can’t do this. It is impossible. It is impractical. There is no way that you can succeed.’
Your heart stops, starts again, you won’t give up, so you must say something, and you do. ‘Why do you say that? I think it is such a good idea. Why won’t it work?’
‘Believe me, take my word for it. I tried this ten years ago and failed. It can’t be done. Try it and learn the hard way if you want. But I am advising you, forget all this. You can’t succeed.’
Does this sound familiar? If you have ever tried to do something worthwhile in your life, I am sure you came across someone like this. If you still succeeded, it was because you did what I am going to tell you to do now. Delete that ‘friend’ from your list. And do it fast. Never, ever tell them any of your plans. As I said, walk alone or find someone who will encourage you.
For more please read my book, “It’s my Life”