Three Fundamental Laws

I am going on a long journey and want to remind myself and you of the three critical lessons that I learnt from my life. I call them my Three Fundamental Laws. I hope they will help you as they helped me all my life.

Be Number One

No. 1: Be Number One

Not Number Two. Number One. I can’t do better than to quote the best speech that I have ever heard in this context; “What it takes to be Number One”, by Vince Lombardi of Green Bay Packers. I quote selectively from his speech, “Winning is not a sometime thing; it’s an all the time thing. You don’t win once in a while; you don’t do things right once in a while; you do them right all of the time. Winning is a habit. Unfortunately, so is losing. And in truth, I’ve never known a man worth his salt who in the long run, deep down in his heart, didn’t appreciate the grind, the discipline. I firmly believe that any man’s finest hour — his greatest fulfillment to all he holds dear — is that moment when he has worked his heart out in a good cause and lies exhausted on the field of battle – victorious.”  – Coach Vincent T. Lombardi

Being Number One starts with the desire to be Number One. A burning passion that will not be quelled. It is not liking, it is not an interest, it is not a preference. It is total and complete passion. 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.

This comes from an underlying drive. To be the best. To stand out. Never to blend in. To create standards that others can aspire to. This is what has always driven me. It is something that comes from inside you. It has nothing to do with anyone else, human or circumstance, driving you from outside. This is the fire in the belly that people talk about. I have been conscious of this from my earliest childhood. I always wanted to do what nobody else would do. That is what passion is all about.

Sometimes people say, “We must teach our children how to fail.” I say that is the most stupid statement ever made. Or, since so much of stupidity is spoken today, that is one of the most stupid statements ever made. Teach them how to fail? Who would want to teach his child how to fail? Teach them how not to fail. Teach them what to do with failure, if they fail despite their best effort. Teach them to treat failure like a college year. Take ownership for their failure instead of blaming others, face the brutal facts instead of being in denial, recognize what caused them to fail and chart out a new strategy of success, instead of falling into depression. That is what you teach. Not ‘how to fail’, for God’s sake!! Get real.

It is mediocrity that one must fear. Not failure. Failure is a kick in the backside. Eminently beneficial and most necessary from time to time even for the best of us. Nothing beats a kick in the backside to wake you up. There is an Arab saying, ‘The blow that doesn’t break your back only makes you stronger.’ The failure that doesn’t annihilate you (I have yet to see one that does), only makes you stronger and wiser. But what we must fear, what must terrify us, is mediocrity. That is because it masquerades as success. It is insidious, it is tempting, it is seductive. It tells you to believe that good enough is good enough; even when you know that good enough is never good enough. You learn this lesson most effectively in the wild places on this earth.

Have you ever seen a Langur sentinel? Or a Bar-headed Goose sentinel? All around it are feasting, there is no sign of danger, but the sentinel never relaxes. It doesn’t feed even though it is starving. It doesn’t feed when others are eating up all the food. It knows that it is precisely when everything seems completely safe, that the greatest danger lurks. When there is no sign of approaching danger, it only means that the leopard’s camouflage is particularly effective and so the sentinel must peel his eyes even more and be even more wary of danger. In the wild you learn fast because the price of failure to learn is death. In our offices, homes, schools, parliaments, governments and industry, we are lulled into complacency. Since we don’t face physical death, we relax. We are surrounded by those who will sympathize with us and tell us that we must have time to relax, to ‘enjoy’ life, to be ‘free from stress’. And we believe them. The result is mediocrity. I repeat myself, ‘Fear mediocrity because it pretends to be excellence.’ It isn’t. It is the worst failure because it will keep you sedated, intoxicated and comfortable until the end when you realize what you have done with your life but then it will be too late to change. For the passionate person, his passion is fun, relaxation and enjoyment. It excites him so he is never stressed because of it. The passionate person doesn’t have a bumper sticker saying, ‘I would rather be golfing.’ Passionate people would never rather be doing anything other than their passion. They love what they do, and they love doing it.

Remember the ‘Parable of the Boiled Frog’.

Take a frog and put it into a pot of hot water. What will it do? It will leap out. But take the same frog and put it into a pot of water at room temperature. Then when the frog has settled down, light a fire under the pot and gently heat the pot. As the water gets gradually hotter, the frog gets used to it. Frogs are cold blooded animals. So, as the water gets hotter, the frog’s muscles relax, it gets somnolent and flaccid. Until the time comes when the water is now dangerously hot. The frog realizes that it is cooking, but by then its ability to react is finished. Though it knows that it is doomed, it can’t do anything to avert the doom. What killed the frog? Complacency, mediocrity, ‘good enough’. Beware of mediocrity. Don’t listen to those who try to comfort you. Seek out those who will tell you (if you don’t already know) the stark, hard and painful facts about what you said or did or what you didn’t that led to your failure. They are your friends. Your real friends. The pain you will feel, listening to them is the pain you feel in the gym pumping iron. But you still do it because you know that it is making you stronger. Appreciate such people. Don’t argue with them. Don’t justify your words or actions. Shut up and listen to them. Take in what they said and change yourself. One day you will bless them. If not, one day you will curse yourself. The choice is yours.

No. 2: Be Focused

Once again back to nature. See how an eagle hunts. See how a lioness locks onto her quarry in a huge herd of galloping Wildebeest. See how a leopard stalks his prey. One thing you will see in all of them is the ability to ignore fluff. An eagle that tries to catch two rabbits will lose both. The lioness doesn’t get distracted by the fact that there are many others like the one she locked on, just as juicy and tasty. But she ignores them all and focuses on the one she picked. She does that because she knows that if she loses that focus, she will lose her quarry and everything else also. She knows this because she learned that lesson in a very hard school. Only one in seven or eight of a lion’s hunts in successful. The rest of the time, she starves. Nothing like starvation to teach life lessons, to lions and humans.

Focus is the art of ignoring fluff. However, you can’t have focus unless you know what you want. The lion focuses on the prey which he first selects. The goal is clear and so he can focus. That is why you must first clarify your goal. Write it out in one line. If it can’t be written in one line, it is not clear. It must be written in one line and in language that a ten-year-old can understand without explanation. That is the test of clarity. Having written it, one more test to see if it is the right goal. And that is to ask yourself, ‘What happens to me when I read my goal statement?’ Do you get tears in your eyes? Does your heartbeat increase? Do you start breathing faster? Remember, what can’t make you cry, can’t make you work. Your goal should be so clear and so dear to you that you should taste it in your mouth, you should breathe its fragrance, you should hear its call, you should dream its fulfillment and you should consider anything at all that you do to achieve it, a privilege and honor. Forget, delete, remove and eliminate the word ‘sacrifice’ from your vocabulary. There is no such thing. Sacrifice is what happens when the chicken dies for you to have Tandoori Chicken. Everything else has a return. The clearer the return on your investment is to you, the happier you will be, making that investment. So, replace sacrifice with investment. And then invest in yourself. Invest in your goal.

Focus also means making choices, sometimes very painfully. When I started my training and consulting business in Bangalore in 1994, there were two major choices before me. I could be in training and/or recruitment (called rather appropriately, head-hunting). I could have been in both. Many people advised me to do that, because recruitment was highly lucrative. But I chose not to be in both. I chose training and in that, I chose leadership development.

The result was that I was seen as a highly trusted ‘friend’ and not a potential head-hunter. And I earned a name as an expert in Leadership Development Training. So, whereas all recruitment consultants had a tough time meeting CEOs and decision makers, I was invited to meet them, often to be consulted on matters of their personal development. I became a defacto coach to many promoters and CEOs for which I never charged a fee, but which paid off in many other ways. More than anything else and most valuable was the fact that I was seen as their mentor and got an insider’s view on entrepreneurial dilemmas and decision making. Decades later that resulted in my books, ‘The Business of Family Business’ and ‘An Entrepreneur’s Diary’. This happened because I announced openly that I was not in recruitment and even on the rare occasion that I recommended a friend to another friend in another company, I never charged a fee, which they would otherwise have paid to a recruitment consultant. That is how I got a reputation that I was trustworthy and whereas head-hunters wouldn’t be allowed past the reception area, I had total access to anyone I wanted.

Another thing that helped me to build a reputation of trustworthiness was my commitment to integrity. For one thing I never used copyrighted material without license. This was and continues to be a major problem in India where people simply photocopy and use psychometric and other instruments to avoid paying for them. Since they do it internally in their organizations and with the collusion of whichever consultant is working for them, they get away. I refused to do this, ever. One serious test of my commitment was when in my early days, when I was struggling for business and needed the money, the HR head of a major IT company invited me to design and conduct a leadership training program for a very large number of their junior and middle managers. This course included administering the Myers-Briggs Type Indicator (MBTI) to the participants and helping them see how their preference affected their behavior at work and elsewhere. GE had sent me for this certification to Otto Kroeger Associates, in Fairfax, VA in 1995 and I was, at that time one of the very few Indian consultants with this certification. The publishers of the instrument would sell the instrument only to a registered analyst and so any client who wanted to use the instrument had to go through a certified analyst. I was delighted as this job meant that I would get some sorely needed cash as well as the fact that this assignment with this major IT company would add value to my CV. I created the design and submitted it to the Training Manager. She was very happy to see it. We had a very positive discussion and the training dates were finalized. I was very poor and hungry at the time. I desperately needed this business and was delighted and most thankful that I had landed this contract.

Then two days before the course was due to be run, she called me and said, ‘Yawar, could you please come and meet us?’ I agreed but asked if there was any problem. This kind of call, so close to the training program date usually means that there is some hitch. She said to me, ‘No, nothing. Just a small matter which I hope we can sort out. It means no loss to you and a saving for us.’ That sounded good and fair enough. So, I went to her office the next morning. She said to me, ‘You know, this MBTI, if we buy the instrument legally, it is very costly. So, why don’t you photocopy and use it instead. It will save us money and you will not lose anything.’ I was shocked more so because this company used to make a lot of noise about how committed to integrity and honesty they were. But here was their Head of Training telling me to cheat. She took my silence to be acquiescence and said, ‘Well, I am glad that is settled. We can go ahead with the training. I will have all the material photocopied and ready.’

I said to her, ‘I am sorry, the matter is not settled. I don’t photocopy copyrighted material.’ She said, ‘This is a big assignment for you, no? If you don’t do this, you will lose this business and perhaps never work with us again. In any case everyone does it here. I don’t know why you are making such an issue of it.’

I said, ‘Everyone is not my teacher. My integrity is not for sale. I don’t steal. Photocopying copyrighted material is stealing. Whether I get the business or not is immaterial. If I can’t do business honestly, I prefer not to do business.’

‘Is that your final answer?’

‘Yes’, I said. ‘That is my final answer.’

She said, ‘I am sorry, then we can’t work with you.’ And I went home, having lost one of the biggest assignments that I had had at the time. But very happy about it.

Several decades later, the head of training of another company told me, ‘I was talking to Mr. Ojha, who is the head of the company that sells the MBTI instrument in India and mentioned to him that you are doing it for us. I asked him if he needed your license number, which they normally ask for before selling the instrument. He said to me, ‘Yawar Baig is a brand. We don’t need anything if he is doing this for you. We know him and we know the stand he takes on respecting copyright.’ That for me was a ‘payment beyond price’. The price I paid for it all those years ago was a pittance compared with the value of this unsolicited feedback from a client. All the result of focus. In this case, the focus on what and even more on how. Believe me, dishonesty is its own curse and punishment. Integrity is an absolute value. There are no shades of it. You either have it or you don’t and if you don’t then nothing else can compensate for it. Just as if you do, it adds brand value and inspires client respect and loyalty.

No. 3: Quality

The last thing but by no means the least, is quality. Doing something well, once can be an accident. A fortunate one but still an accident. To do it well over and over is the meaning of quality. Expertise is repeatability. That happens with thoughtful practice. Not just practice. But thoughtful practice. Practice doesn’t make perfect. Practice makes permanent. Thoughtful practice makes perfect. Think about what you are doing. Ask yourself why you are doing it. Ask if there is a better way to do it. Don’t change the goal. That is the Core. Unchangeable. Everything else is changeable and can and should be changed in order to achieve the goal. Nothing must come in the way of achieving the goal. Not tradition, not habit, not convenience, not expense, or trouble, or backbreaking effort. Everything that is necessary to do to achieve the goal must be done. That will happen only if you question why you are doing what you are doing and do it thoughtfully. Not mechanically as a matter of habit. But consciously, thoughtfully and deliberately. Not once, but over and over again.

There is an associated virtue with focus and quality and that is discipline. Discipline is to do what needs to be done. Not only what you like to do. Everyone must suffer two kinds of pain. The pain of discipline or the pain of regret. It is our choice. When I started my consulting practice in Bangalore in 1994, I realized that I was getting fat thanks to my mostly sedentary work. I had left ten years in tea planting where I walked at least ten to twelve kilometers every day. There was no chance of doing that in Bangalore. So, I joined a gym. This was at a time when sometimes I didn’t have money to pay my house rent until two days before the rent was due. I had no savings, no extra cash. Yet I decided that physical fitness was important enough to invest in the gym fee. Then came the other problem, time. On most days, by the time I finished work, it would be past 6 pm. And by the time I got home it would be dinner time. I changed dinner time. I said to myself that I would eat dinner only after I finished my session in the gym. There were days when I ate dinner at 11 pm, because that is when my gym session finished. But the result was that I remained fit and had the energy to do my work very satisfactorily. As I said, nothing is free. We are free to choose, but every choice has a price.

I was very fortunate to be involved from its inception, with GE’s 6 Sigma Quality effort which Jack Welch started in 1994. I know that much water has flowed under the bridge and 6 Sigma is no longer the buzzword in GE or elsewhere. But I am not selling 6 Sigma here. What I want to share with you is what that taught me about quality. I learned that there are two critical things that are intrinsic to any quality initiative. Measurement and documentation. Without these two you can’t have quality. It is that simple.

In my business I defined my quality standard as delivering on three parameters:

  1. Integrity
    1. To be true to ourselves and serve our clients with total uncompromising integrity, in all respects.
  2. Continuous Learning
    1. To constantly seek increase in our knowledge and share it with all our constituents in the belief that knowledge increases with sharing.
  3. Speed of Response
    1. To hold ourselves to the value that a client must be responded to within 24 hours. (My internal measure for that was 8 hours, not 24)

I have never regretted this. What this resulted in was systematic measured professional development for myself, which I invested time and money in, every year. I augmented that with writing a professional journal which eventually yielded books on various topics. As on date, I have written thirty-nine books (of which three are audio books) on a wide variety of topics, which reflect my own varied interests in life. I believe I am among a very small brotherhood of professionals who have written so many books on so many different subjects. I have two podcasts which have a global footprint with downloads in almost every country in the world except Greenland. This is the result of documentation.

As for measurement, as I mentioned I schedule a training course or certification or some learning experience for myself, every year. This involves expenditure of time, money and effort but one result of this is that on the rare occasion when anyone says to me, ‘Your fee is more than that of others. Can you reduce your fee?’ I say to them, ‘Here is what my personal development log looks like over the past five years. Why don’t you look at the log of whoever you are comparing me with?’ I never reduced my fee and I never lost a client. People are willing to pay if you can show them value. But you can’t show value if you don’t measure it and document the results.

The final point is the importance of speed of response. Speed is a competitive advantage and I have always been conscious of it and responded to clients, friends, associates, everyone, usually faster than anyone else. I never ever needed reminders. I never fail to return a call. I am never ever late for an appointment. These may seem like small things. But so is taking a breath. Try doing without it.

To sum up, Passion, Focus and Quality. And in Quality, Measurement and Documentation. These are the secrets of success. This is my legacy to you. May you be blessed in it as I am.

When success is the problem

When success is the problem

Design determines results. A train will never fly no matter how powerful the engine may be, because it is not designed to fly. A microlight aircraft flies with an engine smaller than that of most motorcycles.

The problem with our schooling today is not that it has failed but that it’s successful. It does what it’s designed to do…create mediocrity and conformity so that we have more and more compliant plodders who will never rock the boat, never question and God forbid, never rebel against authority. It delivers very effectively what it was designed to deliver – obedient morons. Or to put it more charitably obedient servants for industrialists and the State. That is exactly what our education system does very well. We on the other hand want it to create children who will question, be creative, challenge the status quo, invent new ways to achieve results and generally buck the system positively. That is like expecting a train to fly by revving the engine. Our system is designed to create followers, not leaders. It is designed to create compliance not questioners. That is why we reward obedience and label questioning as disobedience and punish it. For the average teacher the ‘troublesome’ child is the one who asks too many questions in class. But it is only questioning which opens doors to new vistas and finds solutions to problems which we don’t even recognize yet.

We all agree that the pace of change is such that quite literally we don’t have a clue about what the world will look like five years down the road. The only thing we can be sure of, is that it will look very different. We also agree that the two critical ingredients to success in that world are imagination and divergent thinking of which creativity is the result. Yet we have an education system that destroys these things very effectively, ruthlessly and quickly. If you doubt me ask yourself how many times you have heard the statement, ‘Forget that. You can’t get a job doing that.’ And you are right. He can’t get a job doing that. But perhaps he can create jobs for thousands if you leave him alone with his dreams and not destroy his creativity and divergence. Or maybe he will not even create jobs but will be a happy human being living his life to fulfilment. Now what’s so bad about that? But that terrifies the daylights out of you and so you force him to comply until he succumbs – another one bites the dust.

 If you want your child to be a leader with a chance to do something valuable, to leave a legacy of honor, to change society, to alleviate suffering, help the oppressed, stand up against injustice and be a credit to you, then formal schooling is the first thing you should save him/her from.

Our education system doesn’t need change. It needs a decent burial. Then we need to put in place a system which is focused on developing the natural talents of the child, enabling him/her to leverage them to their greatest benefit and then help them to apply the learning. No matter how much you tweak a railway engine it will never fly. If you want flight, there’s nothing in the design of a railway engine that you can learn from. You need to forget railway engines and learn how to design something that’s the opposite of a railway engine. And that’s our problem…we’re trying to create a flying school using engine drivers. It’s not about fancy infrastructure and air-conditioned classrooms but about opening minds, re-learning how to teach, writing new books and encouraging questioning, tangential thinking and unbridled imagination.

As a friend of mine who is a teacher put it, ‘We are churning out robots who can neither think for themselves, nor do we equip them to deal with life’s challenges, which is why there is such a high percentage of emotional and physical burn-out at an age when they should be at their creative peak!’ 

The big problem in schools is that the whole atmosphere is soul destroying. Homes are not much different. So, most children don’t look up to either their parents or teachers. And the fault is not theirs. Most parents and teachers are only fit to be quietly pushed under the bed when you have polite company. Generally, parents today seem to believe that upbringing of children consists of satisfying their physical needs alone. So, there is no focus on developing their minds, fulfilling their spiritual needs or teaching them manners and social skills. We program our children to fail when they are faced with life’s challenges and those that still succeed do so despite us, not because of us.

When I am invited to speak to parent-teacher bodies in schools I usually start all such talks by giving them a task and asking one question:

  1. Please think of your role model (someone you know or knew personally)
  2. For how many of you is it a parent or a teacher?

I have never had more than 5% of the audience which had as their role models, parents or teachers. That means that 95% of the population doesn’t look up to parents or teachers – though they are the two roles which have the maximum face time with children.

Then I ask them another question: “What do you think your children would say if they were in this room instead of you? Would they be thinking of you?” The biggest problem today is a total starvation of role models. And that is the biggest challenge of education.

Today we have confused education with literacy and knowledge with information and stuff the children’s minds with disconnected data which makes no sense and then test them on recall at a specific time and we call that process of regurgitation – exams. That has given birth to the industry of Examination Factories who exist only to teach children how to ‘crack’ exams. Learning is the last item on their agenda, if it is even there at all. All that the child is taught is to cram select information on the basis of questions that have been asked for that exam in the past and the Exam Factory’s analysis of what is likely to be asked in the exam that the child will take. Once he does that successfully his photograph is used as the bait to draw other aspiring fish into the trap of mediocrity. The champ in our system is that poor beast who can stuff himself with random information which he has no clue how to use and faithfully regurgitate it on call. If the poor child recalls that same piece of useless information (E.g. When was the Magna Carta written?) five minutes after the bell, he would have failed the exam. To know the place of birth of Shakespeare is essential to pass our exams – not to write creatively in English. No wonder that many of our successful ‘scholars’ can hardly carry on an intelligent conversation for ten minutes or write a powerful letter to the editor in the papers. Did you ever wonder why all letters to editors are written by old codgers with nothing to do – not by school children whose future is being squandered by adults who couldn’t care less?

Our children spend on an average 15 years in what is called Primary, Secondary and High School and come out of there, completely unable to do anything useful, worthwhile or important in life. The only job they can get with 15 years of schooling is to wait tables for which also they have to be trained onsite. They can’t even do anything their education was supposed to teach them. How many school graduates do you know who wrote a book for example? After all they all learnt languages and passed papers in them for 15 years. And yet that is not enough for them to use that language creatively to express their thoughts. But we find nothing wrong with this. Their parents amazingly don’t think this to be odd at all even though they spent a fortune, which many could ill afford, on this thing they called ‘education’. I won’t even talk about how we squander science, math and humanities. Our society is the most powerful witness to that.

In this whole process I can’t possibly under-emphasize the importance of wise adults in the lives of children that the children can look up to. But where are we going to find them? We don’t need huge numbers of them (not that it would hurt) but we need at least one or two in the life of each child. The problems of drugs, rave parties, teenage pregnancies, alcohol (also a drug though we don’t like to call it that) and so on are really symptoms of the sickness of our society. That these are to be found in our schools is a sign of how deep that sickness has reached. We are very, very sick. We need surgery – not pills. And certainly not placebos.

As Jiddu Krishnamurthi said, ‘ It is no measure of health to be well adjusted to a profoundly sick society. ‘

Problem definition is always easy. Solving it takes a lot of time, pain and investment. And that is usually another story. But somewhere there is a spark, alive and waiting for the chance to flame into a conflagration that has the power to light up the world.

Are you the one to find, protect, nurture and guide it to the final stage when it shines?

FIKR

FIKR

Sometimes people ask me for the secret of success. We live in a world of fantasy where people want magic formulae for everything. Let me tell you the good news. It is not a secret, but it is a magic formula. Focus + Investment + Consistency. Works every time.

I have given it the acronym, FIKR – K from the phonetic pronunciation of Consistency (Konsistency). As for the R – well, we’ll get to it. Just remember FIKR.

One of the most famous cases of FIKR in action is that of Dashrath Manjhi, a poor villager in Bihar, who literally carved a road out of a mountain. When his wife died tragically, because he was unable to get her to a hospital in time thanks to the fact that he had to go around a mountain to get to the main road, he decided to cut the mountain and build a road. He carved a path 110 meters long, and 9.1 meters wide to form a road through the rocks in Gehlour Hill so that nobody else would need to suffer the same fate as his wife and he had to. It took him, working with a chisel and hammer, 22 years. He did this without surveying equipment or experience, drone photographs or any technology, explosives or heavy equipment. You can read more about him here https://en.wikipedia.org/wiki/Dashrath_Manjhi

What was his secret? Focus + Investment + Consistency. Works every time.

In 1983, I had just returned from Guyana and joined the tea planting industry in the Anamallais. On my first annual vacation, I attended a two-week residential, experiential learning workshop on Applied Behavioural Science by the Indian Society of Applied Behavioural Science (ISABS), in Jaipur. I found it very beneficial and was impressed by the potential to help people that lay in this line of work. I was particularly impressed by Mr. Aroon Joshi whose facilitation enabled me not only to understand myself better but to resolve some issues which had been bothering me. Aroon has been my dear friend and mentor ever since. The long and short of this was that I decided that I would make training, my profession. I was a tea planter. And I wanted to make a career in training. Sounds crazy. It was. How did I do it? That’s what I want to share with you. I hope you will be able to benefit from the lessons I learnt in my life.

Before I go into the how, let me tell you what I did since then, so that you have a complete picture in your mind. From the time you saw a young tea planter, sitting on the floor in an ISABS Lab (that is how it worked), agonizing over his work relationships, you would have seen him single-mindedly focused on learning how to train, to taking some very hard decisions and risks which would have left many, freaked out. You would have seen him speak to his first client and stake his reputation in his pitch. You would have seen him succeed and fail but succeed more and never fail at the same thing twice. In short, you would have seen him learning. Learning all the time. Enjoying learning, which enabled him to take ever higher risks. You would have seen him challenging himself and doing things which most people in any line of work, never do i.e. write thirty-six books. Today, I have trained over 200,000 people on three continents from practically every nationality, race and walk of life.

From where I started in training, I specialized in leadership development. That is what excited me. To see people come in, looking like something off the clothesline and walk out, straight and tall with a glint in their eye and to know that I’d had something to do with that. Over the years, now almost 40, several times I have had people come up to me in an airport or in a restaurant and say, “I don’t know if you remember me (I almost never do) but I attended your workshop and it changed my life.” I consider myself fortunate that this has happened to me more than once, because even once is enough for a lifetime, to know that you made a difference to someone.

In leadership development, I super-specialized in family business consulting (wrote, The Business of Family Business) and entrepreneurship development (wrote, An Entrepreneur’s Dairy) and then started a podcast called, “Leadership is a Personal Choice”, (wrote another book by that name) which has a global footprint, from China to the Americas with Asia, Europe (except Greenland) and Africa in between. Maybe there is nobody listening to my podcast in Greenland because Trump wants to buy it and they’re all holding their breath.

Leadership is a Personal Choice, podcast global footprint

How did this happen? Focus + Investment + Consistency. Works every time.

To return to 1983, I made my way back to the Anamallais from Jaipur, taking the Pink City Express to Delhi and then the Rajdhani Express to Chennai. Then the Nilgiri Express to Coimbatore and the bus ride to Valpari, up the Aliyar Ghat’s forty hairpin bends. Tamilnadu Transport Corporation bus. Nothing fancy. The big task in it being to ensure that you get a window seat but stay upwind of anyone with motion sickness. That last one being a matter of luck, more than anything else. All through that journey and every waking moment thereafter, my single thought was, ‘How can I become a leadership trainer?’

The first thing that I did was to write on a large sheet of paper, with a thick marker, “In the next five years, I want to be a globally recognized leadership trainer.” Hindsight tells me that I was a bit off as regards the time but made good the rest of it. The timeline was very useful because it helped me to keep focused and gave me a sense of urgency. A goal without a timeline is a wish. Timelines are critical to success.

The big problem was (and still is, to this day) that there was no formal course or degree that I could take. Especially as training is about the most hands-on thing that there is, learning to train meant that you needed some unsuspecting souls to practice on. My being in tea planting instead of in HR (used to be called Industrial Relations in those days) didn’t help. So, I did two things. I read every book on training that I could lay my hands on and I practiced on my workers and staff. Not in formal classes because I didn’t have the opportunity to do that, but every day at work. The way that happened was that I would apply something that I had learnt, unknown to them, then I would watch for reactions, mine and theirs and record them. That was my feedback loop on what worked and what didn’t. I had (still do) a very good memory and I augmented that with taking notes as soon as I was able to. I used to carry a small notebook in my shirt pocket and would write down key words. To this day I can tell you that the pocket notebook is the fastest way to record and access any information and outperforms every gadget you can imagine.

I took every psychometric test that I could and then wrote an analysis of the report compared to my own understanding of myself. That helped me to understand psychometric testing very well. I am one of those who believe that it is a tool and not a secret weapon which enables the interviewer to look deep into the interviewee’s soul without his knowledge. All these notes resulted in a couple more books. Notes are an amazingly powerful aid to self-development. They enable you to reflect objectively on what had happened and see what options you had at the time, which you used or didn’t and decide how to behave in the future. Reflection needs a cool head, free from the pressure of emotions that is usual in the heat of the moment. For most of us, after the incident, we forget details and so when we have time to think about it all, we don’t have data. Keeping notes helps to recall the data so that our conceptual take on what happened and what to do later, is much sounder and more accurate. 

Another thing I did was to enroll in ISABS’s Professional Development Program, which is a four-year distance learning program in Applied Behavioral Science, in which you learn how to facilitate group learning, while learning about yourself. It is a very rigorous course and I had some of the best teachers in the course of it. Udai Pareek, Somnath Chattopadhyay, Aroon Joshi. I also learned from Pulin Garg and Gourango Chattopadhyay. Very rewarding. That culminated in me being inducted into ISABS as a Professional Member. While I was doing all this, I was in a full-time job managing a tea estate (for 7 years) and a rubber estate (for 3 years), in which I was fully accountable for business results without any allowances for my self-inflicted learning goals. For those who may not know what ‘managing a tea estate’ means; an average tea estate in the Anamallais has an area of 400 hectares (multiply by 2.47 for acres), a labor force of about 800, a tea factory, supervisors and staff totaling to about 20 and 2 or 3 Assistant Managers. Sometimes also a resident doctor for the estate hospital. All these were the responsibility of the Manager. The workers and Staff were all unionized and sometimes, highly militant. Since the estates were in Tamilnadu, and I am from Hyderabad, I needed to learn a totally new language, Tamil which I did to a level of expertise of a native speaker. I won’t go into a Manager’s daily routine because that is not in the scope of this article. But this should suffice to give you an idea that there was not a moment to spare as far as I was concerned.

The next challenge was to get hands-on experience in training. For this I will be eternally grateful to my wonderful friends who allowed me to be a fly-on-the-wall in their training sessions. However, what that meant was that I would get a letter telling me that so-and-so was going to be doing a training session from this date to that, in this city or the other. I lived, as I mentioned, in the Anamallais in Tamilnadu. The train station was in Coimbatore, which was a four-and-a-half-hour bus ride from where I lived, down the forty-hairpin bends of the Aliyar Ghat. Then the train journey, third class (a plank for a bed) to the city that I was going to. Usually those journeys meant anything from 24-36 hours or more. In that city, I would stay in the cheapest hotel that I could find, in some cases, the stuff of nightmares. The room the size of a closet, bathroom shared between several rooms and mosquitoes galore. Food off street vendors or small cafeterias and no pay. The trainer who invited me to attend his/her class was already doing me a favor. To expect him/her or their client to pay me was out of the question. I would arrive before anyone else. Sit quietly in the back of the room and take notes. Be the gofer-boy for the trainer. And at the end of the day, I would have a debrief session with the trainer where I would share my notes, ask questions, explore alternative ways of teaching or handling exercises and games or fielding questions. After the session, back to the station to retrace my steps back home. From 1983-93, I did this in all my vacation time. I negotiated an additional fifteen days leave-without-pay from my company. Those added to my annual vacation of thirty-five days, I spent in learning how to train. In that entire period, I didn’t take a single day’s vacation. All my money was spent on books or travel cost by the cheapest means, to attend training courses. The question of comfort in travel, proper food, decent hotels and so on, didn’t even arise. All that I cared about was learning, using whatever resources I had. To give you an idea of what that was, my salary in that period went from Rs. 850 – 1100 by increments to a final princely sum of Rs. 5000 per month at the end of ten years of service. This was my investment in myself. No return to show for it and no certainty that there would ever be a return.

During this period, in 1985, I got married. My wife was (and is) my greatest support. What my obsession with learning meant for her was that whereas all her friends in the tea gardens had TVs and VCRs in their homes, we didn’t. Not that we had anything against movies. We had no spare cash. Every year, she would head home to her parents, and I would be off to this or that training class. Every year for ten years. In 1984, my dear friend Pratik Roy suggested that I should get an MBA. He told me, ‘Do an MBA and do it from IIMA (Indian Institute of Management, Ahmedabad) because it is not so much what you will learn but the name on your CV will open doors.’ I agreed. But there were two problems to overcome. The regular MBA program (PGP) was a full-time, two-year course, which I simply couldn’t afford to attend, because living for two years without a job was out of the question. So, I looked for something that would give me the same in a shorter time. IIMA fortunately had another course called the MEP which was an Executive MBA, designed for business owners and management executives with at least five-years’ experience. It was a very high-pressure course, seven-days-a-week, no holidays, in which they covered the entire two-year syllabus of the regular MBA. It was taught by the same professors, used the same case studies, but had insane hours. The only thing it didn’t have was the project which was substituted by the work-experience requirement.

Professors Labdhi Bhandari taught us Marketing; Pulin Garg and Indira Pareek, OB; Viswanathan Raghunathan, Finance; Bala (Balasubramaniam), Business Strategy. And others, equally good; each of them a privilege to study under. We had the best and their teaching, lives on in our minds and work.

The MEP is perhaps one of the best courses of its type because it gives you everything that an MBA gives you in a much shorter time. The high-pressure environment meant that only those who were serious stuck with it which was also for the good. It is very exhilarating to study with other obsessive-compulsives. We would study sixteen to eighteen hours a day, every day. We would drink tea and eat Maggi noodles from a street vendor at the gate of the Institute. He ran an all-night operation as he had a dedicated clientele in us. That high-octane tea kept us awake and we argued cases, analyzed our assessments and shot each other’s arguments to pieces; all adding to our learning. We would have surprise tests in class and the dreaded CPs (Class Presentations) where our group would make a presentation on the case that the whole class was studying which the rest of the class took great pleasure in taking apart. If you came out alive after a CP, believe me, it means you had something worthwhile to show. Living to see the light of day after all those brainy types had had a go at you, left you feeling really elated. Didn’t happen often but it did sometimes.

My second problem was money. The course cost Rs. 30,000. My salary was Rs. 850 per month. My savings were zero. I was going to get married and had saved up a little bit for that – I paid for my own marriage – so couldn’t spend it on anything else. I was in a fix. But as the saying is, ‘Where there is a will etc….’ I applied to my company for a loan to attend this course. I told them that I would be better qualified to serve them after the course and that I hoped that they would support my effort to educate myself. Apparently, they were partially convinced, so they replied to say that they would loan me half the amount, and that I would have to sign a bond to work for the company for three years after returning from the course. Also, that they would deduct my annual vacation of thirty-five days from the duration of my absence and treat the rest of it as leave without pay. So, in effect, that was added to my cost and I was still 50% short for the fees. To raise that I sold my car. I had a Hindustan Ambassador (Indianized Morris Oxford), the workhorse of India and one of two cars on Indian roads at the time, the other one being Premier Padmini (Indianized Fiat). That was a big blow because I had no idea when I would be able to afford another car. But the fee was paid, and I was accepted for the course. The course started in April 1985, but I had another matter to settle before that; my marriage. I was the Site Manager for Mayura Factory construction in the Anamallais. Mayura was to be the largest tea factory in South India and it was almost complete.

I took one week off and went to Hyderabad, got married on March 21st and returned on the sixth day with my wife, Samina. All that is another story but the long and short of it, relevant to this story is that the IIMA – Executive MBA (MEP) began in April. That was perhaps one of the toughest decisions my wife and I ever took. To separate so soon after our marriage. But we did it. Her parents were in the UK at the time, so she went off there. And I went to Ahmedabad for the course. What that meant was that even though we got one week off in the middle of the program, I would still not be able to meet my newly wedded wife, because she was in the UK. That was a strange week indeed. Everyone else left for their break. I had nowhere to go, or rather, no desire to go anywhere. So, I stayed on at the IIMA all through the week, alone. The point of all this is to show that if you want something badly enough then you need to take tough decisions. In my case, I lost pay, took a loan, sold my car, left my wife soon after we got married, all to get the Executive MBA which I considered very important. My wife supported me in this and took everything in her stride, including living a very frugal life for over a decade. After the course, we got back to Anamallais and I worked not for three years but until 1993. Eventually in 1993, I decided that I needed to take the final test of the pudding; starting up my own company.

Life in IIMA

I have talked about three things: Focus + Investment + Consistency. I did all of them. But there is a final one: Risk. Without taking risk, you can never know if what you did would really work. Risk, to a startup is like the first solo flight to a new pilot. That is when all his training shows up. There is no shortcut to this. Risk must be taken and so I started Yawar Baig & Associates in Bangalore in 1994. That sounds simpler than it was. It was simple enough to start a proprietorship company. The trick was to get business. My problem was that all my experience was as a hands-on operations man in manufacturing and large-scale agriculture and I was attempting to enter the domain of leadership training. I had no contacts in ‘Learning & Development’ or in ‘Human Resource Management’. And most of all, I had no track record of training. But I had a lot of energy and I wasn’t going to let what I didn’t have, prevent me from doing what I had set my heart on i.e. become a globally recognized leadership trainer. I hit the road. I made a list of all the MNCs (multinational companies) in Bangalore and started calling their heads. I would call the CEO or the Head of HR. I discovered that calling the CEO was a better deal than the HR Head. An operations man (there were no women CEOs at that time in Bangalore) was more likely to understand me than an HR person. Also, CEOs make decisions and don’t need to ask anyone else before deciding. There was a risk involved in that if the CEO said, ‘No’, then there was nobody else to go to. But then I reckoned that was better than going from one person to another until you got to a CEO who may still say, ‘No.’ The key was to get him to say, ‘Yes’, and not ‘No’.

I prepared my pitch, rehearsed it a million times and called. This was the Australian head of the IT operation for ANZ bank. I got his direct number from another friend who worked in that company along with the warning that he had a very short fuse. I called and he answered immediately and that’s when I discovered that there was a hole in my research; I had never heard an Australian accent before. This was 1994. I had no PC. There was no Google Search for Australian accents. In fact, there was no Google and wouldn’t be for another four years. I didn’t know any Australians and by the time I guessed what he was saying, he almost hung up. Mercifully, he said, ‘Hello! Are you there?’ I said, ‘Yes Sir. I am.’ And then I launched into my pitch (little did I know that later, I would be teaching people how to do ‘Elevator Speeches’) and asked him for an appointment. He said, ‘Will five minutes do?’ I replied, ‘Yes Sir. Thank you. See you tomorrow.’ Later I wondered if he was trying to insult me or challenge me or what the meaning of, ‘Will five minutes do?’ was. I went the next day, suit and tie, well in advance of the time. He greeted me and we started talking. He wanted training for his entry level engineers on human skills to lead IT Project Teams. After my pitch which took exactly four minutes, I said to him, ‘Thank you for your time Sir. I am finished.’ He said, ‘Na! Let’s talk about what I want you to do.’ That meeting went on for forty-five minutes

He said to me, ‘I want you to work with another consultant who is working with us’, and called in Julius Aib, who was to become one of my dearest friends and Aikido Sensei. Julius would teach the Project Management side of the course on “Project Manager Workbench” (PMW) and I would teach the human skills to lead teams. I designed a course called, ‘Critical Human Skills for Project Leadership’ and Julius and I taught it in that company for three years. Regular work is a lifeline for a startup consulting firm and that is how I got it. This course became very popular and I taught it in GE, IBM, Motorola, Wartsila (in Saudi Arabia), Andersen Corporation in the US and in many other firms.

The second meeting which stands out was with a French IT firm which had an Indian American CEO. A friend of mine got me a meeting with him. He was looking for a specific solution; and that was, how to get his direct reports to speak up in his meetings. He said to me, ‘They always agree with me. They never disagree. Then they don’t do what they agreed to do. That freaks me out.’ I realized what the issue was. He was an Indian by descent, but he was American through and through. He was born and raised in the US and had never worked in India. Now he was heading an Indian team and for his bad luck, he looked Indian. I say bad luck because if he had been white, they would have treated him differently and made allowances for his foreignness. But because he looked Indian, they treated him as an Indian, including speaking to each other in their local languages, none of which he understood. Clearly all this was hassling him and telling on the productivity of his team and on everyone’s happiness. He asked me if I had a solution.

‘Yes, I do, but I want to observe one of your meetings first before I tell you what I would like to do to solve your problem.’ He agreed. The meeting was an eyeopener and confirmed my diagnosis of what was happening. It went like this:

They were discussing an issue related to finance. The CEO described the issue (strong American accent) and then asked for the opinions of his team. They were all Vice Presidents of different functions. The first to speak was the VP Finance. As soon as he made his point, the CEO, slapped his hand on the table and said, ‘That’s a fantastic idea. Anyone else?’ There was dead silence. Nobody spoke a word. Deadpan expressions on the face, avoiding any direct eye contact with the CEO. He asked for other ideas a couple of times more; his face started to get red and he looked like he would rise like a ballistic missile and disappear through the ceiling. I decided to intervene and said, ‘Why don’t we take a break and have some coffee?’ Everyone started breathing again and stood up. The CEO realized that this was a deliberate tactic on my part and cooperated and said, ‘That is a good idea. Let’s take a break.’ As we left the room, I took him aside into an empty office. As soon as the door shut, he burst out, ‘See what I told you? This is what they do all the time. They clam up. Nobody gives any ideas. And these are all VPs and supposed to be bright people.’

I said to him, ‘Did you realize what happened there? What you did?’

He looked injured and angry, ‘What did I do? I only appreciated the man. What’s wrong with that? In America they would have come up with a hundred ideas after that affirmation.’

‘You are right, but this is not America and they are not American. This is India and in our culture the cost of ‘failure’ is very high. Nobody wants to be wrong. And definitely not in public. When you slapped your hand on the table and said, ‘Fantastic idea’, that set the standard. ‘Fantastic’ in our culture is the ultimate. It is not a simple word as in the American culture. In India, fantastic means, FANTASTIC. And when you say that with a slap of your palm on the table, it is sealed. You are in effect saying to them, ‘Here is the best possible idea that there can be. I challenge you to come up with a better one.’ Nobody then wants to take the risk to say something only to possibly have it discarded. Losing face is a very big thing in our culture.’

He listened in silence. Then he asked me, ‘What do you want to do about this?’

‘I will design a workshop on cross-cultural communication, and we will do it as an offsite for two days for your team.’

‘What will it cost?’

‘5000 per day plus my costs.’

‘How do I know it will work?’

‘You don’t. So, let me suggest a deal. How about you pay me only if it works. But if it works, then not only will you pay me, but I want you to call your friends and tell them about it and ask them to give me appointments to meet them.’

He looked at me with a quizzical look in his eye and said, ‘I like your spirit. It’s a deal.’

As they say, the rest is history. He was true to his word. Not only did he pay me, but he called other CEOs and I got appointments with almost every CEO there was. After all I had one of their own rooting for me.

You can read all this and more in my book, ‘An Entrepreneur’s Diary’.

Excitement is danger that anticipates a happy ending. That is the joy of risk taking, without which there can be no success.

Focus + Investment + Consistency and Risk (FIKR)….that is the bottom line. To continue to do that, not once, not twice, but all your life. That is what entrepreneurship is all about.

Success is the biggest danger

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.

https://www.yawarbaig.com/wherearetheleaders/success-is-the-biggest-danger/

To read more, visit https://yawarbaig.com/wherearetheleaders/success-is-the-biggest-danger/

Success is the biggest danger

Success is the biggest danger

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:

  1. That it was speed of reaction and the ability to take risks that gave them the competitive advantage.

2. That it was the willingness to put themselves on the line, which built their credibility.

3. 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, Respecting elders or tradition, 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. Anglo American which owns 85% of De Beers Group, the premier diamond company in the world has an entire department, headed by one of the most brilliant men that I have ever met, Clem Sunter to do Scenario Planning.  I had the honor of being a co-speaker with him at a WMO Conference in Pretoria. Clem Sunter and his team conceptualize both opportunity and threat scenarios to enable Anglo American to prepare for them well in advance. I strongly recommend that you read Clem Sunter and Chantell Illbury’s book, “The Mind of a Fox”, to understand what Scenario Planning is and how critical to survival and development it is for individuals, companies, people and countries. 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.

That is what passion is all about. Let me try to describe passion by starting with what it is not. Passion is not ‘interest’ or ‘liking’. It is obsession. Single minded obsession about the thing that you are passionate about which enables you to invest your best in the pursuit of your goal. It is not about major investment. It is not about significant investment. It is about total investment. All your time, all your energy, all your money, all your thought, feeling, emotion, effort, sweat and tears; everything. People who are passionate live, think, feel, sleep, dream, wake and work to achieve their passion. And nothing else. The issue of ‘nothing else’ is very important. This is a checklist for those who want to test and see if they are passionate about whatever they think they are passionate about. See how many of these things you can tick off in your life. If you miss even one, then to that extent you are not passionate. You may be interested. Even very interested, but you are not passionate. Believe me, that is often the line between success and failure. It is your choice and you are responsible. Nobody else.

To be passionate is not to have a Plan B. Plan B is your insurance, it is your safety net, it is your fall back. Passionate people don’t need it because they don’t intend to fail. They have total commitment. See this clip of the lioness attacking the zebra. That is total commitment. She has no Plan B. She doesn’t let go even when the zebra somersaults and lands on top of her. A zebra that size is at least 200 kilograms. Imagine that landing on you and yet you don’t let go. That is passion and when you work with that kind of passion, there is only one result. Success. So, no Plan B. I have worked like this all my life and today at age 63, I don’t have a single regret about living this way. As a matter of fact, I am in the process of starting a new phase in my life being a mentor to anyone demented enough to want me as a mentor. That’s my payback to those who invested their time and effort in me. Many have passed away, but they would be happy to know that I am carrying their contribution forward. They wouldn’t want it any other way. When people ask me why I don’t have a Plan B, I say to them, ‘Because I don’t plan to fail.’ That is not an arrogant statement. I say that because I am totally committed to what I do and have total faith in the help of Allahﷻ. He never let me down and I am content and thrilled. 

If you need to be woken up in the morning; even if you need an alarm clock to wake up, you are not passionate. If you need to be reminded, you are not passionate. If you need material rewards, the praise of others, designations and titles, medals and awards; if you need anything external, you are not passionate. If you are satisfied with your output, you are not passionate.

Passion is its own payment, its own reward. This is essential to understand and experience because otherwise you can’t sustain passion. Ask where you are likely to find Usain Bolt on the morning after he received the Olympic Gold Medal. The answer is, ‘On the track.’ Jane Goodall was passionate about chimpanzees. She studied them, worked with them, lived among them and died among them. That is passion. Passion is to have what I call Positive Dissatisfaction or Positive Stress. This is not the stress that comes from the conflict of goals, emotions, fears and desires. This is the excitement of always trying to do better than you did before. Not because someone is pushing you. Not because someone is watching you or monitoring your actions. If you are passionate and work with passion, you will find yourself surrounded with satisfied people. That will be your biggest challenge. The biggest danger. The biggest incentive to relax and become complacent. You will not be walking through disapproval but through huge approval and appreciation. People will praise you and extol your virtues and applaud your output. They will tell you that they never saw or experienced anything as good as what you did. They will tell you that you changed their lives, their work, their belief in themselves. They will tell you that they never met anyone like you and that you are the best. The passionate person appreciates all that and is grateful, but he will never become complacent. He will never be satisfied and say, ‘I have arrived.’ For the passionate person, the journey is the destination; the race is the winning. Not some finish line. Passion is its own reward. Passionate people take joy from the effort. They do because they are. They are because they do. They do because they are trying to see what the best that they can do is. And nobody ever knows the best that they can do.  

Having said all that, it is not that I succeeded in every endeavor. But I made a serious effort every time. And when I failed, I used the technique that I learnt early in life; to objectively 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 I intended to convey was less important than what I 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. 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 workday 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 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 salesperson who is magical. She or he is an inspired salesperson. 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. So, I say, give them the money and let them do whatever they want with it but don’t take them off doing what they love to do.

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.

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 final question: what is a good goal?

A good goal in my view has two essential ingredients:

  1. It is big enough to make it worth your while to work for.
  2. 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.