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

\n\n\n\n

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.

\n\n\n\n

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

\n\n\n\n

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

\n\n\n\n

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

\n\n\n\n

Before I go into the how, let me tell you what\nI did since then, so that you have a complete picture in your mind. From the\ntime you saw a young tea planter, sitting on the floor in an ISABS Lab (that is\nhow it worked), agonizing over his work relationships, you would have seen him\nsingle-mindedly focused on learning how to train, to taking some very hard\ndecisions and risks which would have left many, freaked out. You would have\nseen him speak to his first client and stake his reputation in his pitch. You\nwould have seen him succeed and fail but succeed more and never fail at the\nsame thing twice. In short, you would have seen him learning. Learning all the\ntime. Enjoying learning, which enabled him to take ever higher risks. You would\nhave seen him challenging himself and doing things which most people in any\nline of work, never do i.e. write thirty-six books. Today, I have trained over\n200,000 people on three continents from practically every nationality, race and\nwalk of life.

\n\n\n\n

From where I started in training, I specialized\nin leadership development. That is what excited me. To see people come in,\nlooking like something off the clothesline and walk out, straight and tall with\na glint in their eye and to know that I’d had something to do with that. Over\nthe years, now almost 40, several times I have had people come up to me in an\nairport or in a restaurant and say, “I don’t know if you remember me (I almost\nnever do) but I attended your workshop and it changed my life.” I consider\nmyself fortunate that this has happened to me more than once, because even once\nis enough for a lifetime, to know that you made a difference to someone.

\n\n\n\n

\n\n\n\n

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

\n\n\n\n

\"\" — Leadership is a Personal Choice, podcast global footprint

\n\n\n\n

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

\n\n\n\n

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

\n\n\n\n

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

\n\n\n\n

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

\n\n\n\n

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

\n\n\n\n

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

\n\n\n\n

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

\n\n\n\n

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

\n\n\n\n

\n\n\n\n

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

\n\n\n\n

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

\n\n\n\n

My second problem was money. The course cost\nRs. 30,000. My salary was Rs. 850 per month. My savings were zero. I was going\nto get married and had saved up a little bit for that – I paid for my own\nmarriage – so couldn’t spend it on anything else. I was in a fix. But as the\nsaying is, ‘Where there is a will etc….’ I applied to my company for a loan to\nattend this course. I told them that I would be better qualified to serve them\nafter the course and that I hoped that they would support my effort to educate\nmyself. Apparently, they were partially convinced, so they replied to say that\nthey would loan me half the amount, and that I would have to sign a bond to\nwork for the company for three years after returning from the course. Also,\nthat they would deduct my annual vacation of thirty-five days from the duration\nof my absence and treat the rest of it as leave without pay. So, in effect,\nthat was added to my cost and I was still 50% short for the fees. To raise that\nI sold my car. I had a Hindustan Ambassador (Indianized Morris Oxford), the\nworkhorse of India and one of two cars on Indian roads at the time, the other\none being Premier Padmini (Indianized Fiat). That was a big blow because I had\nno idea when I would be able to afford another car. But the fee was paid, and I\nwas accepted for the course. The course started in April 1985, but I had\nanother matter to settle before that; my marriage. I was the Site Manager for\nMayura Factory construction in the Anamallais. Mayura was to be the largest tea\nfactory in South India and it was almost complete.

\n\n\n\n

I took one week off and went to Hyderabad, got\nmarried on March 21^st and returned on the sixth day with my wife,\nSamina. All that is another story but the long and short of it, relevant to\nthis story is that the IIMA – Executive MBA (MEP) began in April. That was\nperhaps one of the toughest decisions my wife and I ever took. To separate so\nsoon after our marriage. But we did it. Her parents were in the UK at the time,\nso she went off there. And I went to Ahmedabad for the course. What that meant\nwas that even though we got one week off in the middle of the program, I would still\nnot be able to meet my newly wedded wife, because she was in the UK. That was a\nstrange week indeed. Everyone else left for their break. I had nowhere to go,\nor rather, no desire to go anywhere. So, I stayed on at the IIMA all through\nthe week, alone. The point of all this is to show that if you want something\nbadly enough then you need to take tough decisions. In my case, I lost pay,\ntook a loan, sold my car, left my wife soon after we got married, all to get\nthe Executive MBA which I considered very important. My wife supported me in\nthis and took everything in her stride, including living a very frugal life for\nover a decade. After the course, we got back to Anamallais and I worked not for\nthree years but until 1993. Eventually in 1993, I decided that I needed to take\nthe final test of the pudding; starting up my own company.

\n\n\n\n

\n\n\n\n

I have talked about three things: Focus +\nInvestment + Consistency. I did all of them. But there is a final one: Risk.\nWithout taking risk, you can never know if what you did would really work.\nRisk, to a startup is like the first solo flight to a new pilot. That is when\nall his training shows up. There is no shortcut to this. Risk must be taken and\nso I started Yawar Baig & Associates in Bangalore in 1994. That sounds simpler\nthan it was. It was simple enough to start a proprietorship company. The trick\nwas to get business. My problem was that all my experience was as a hands-on\noperations man in manufacturing and large-scale agriculture and I was\nattempting to enter the domain of leadership training. I had no contacts in\n‘Learning & Development’ or in ‘Human Resource Management’. And most of\nall, I had no track record of training. But I had a lot of energy and I wasn’t\ngoing to let what I didn’t have, prevent me from doing what I had set my heart\non i.e. become a globally recognized leadership trainer. I hit the road. I made\na list of all the MNCs (multinational companies) in Bangalore and started\ncalling their heads. I would call the CEO or the Head of HR. I discovered that\ncalling the CEO was a better deal than the HR Head. An operations man (there\nwere no women CEOs at that time in Bangalore) was more likely to understand me\nthan an HR person. Also, CEOs make decisions and don’t need to ask anyone else\nbefore deciding. There was a risk involved in that if the CEO said, ‘No’, then\nthere was nobody else to go to. But then I reckoned that was better than going\nfrom one person to another until you got to a CEO who may still say, ‘No.’ The\nkey was to get him to say, ‘Yes’, and not ‘No’.

\n\n\n\n

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

\n\n\n\n

He said to me, ‘I want you to work with another\nconsultant who is working with us’, and called in Julius Aib, who was to become\none of my dearest friends and Aikido Sensei. Julius would teach the Project\nManagement side of the course on “Project Manager Workbench” (PMW) and I would\nteach the human skills to lead teams. I designed a course called, ‘Critical\nHuman Skills for Project Leadership’ and Julius and I taught it in that company\nfor three years. Regular work is a lifeline for a startup consulting firm and\nthat is how I got it. This course became very popular and I taught it in GE,\nIBM, Motorola, Wartsila (in Saudi Arabia), Andersen Corporation in the US and\nin many other firms.

\n\n\n\n

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

\n\n\n\n

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

\n\n\n\n

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

\n\n\n\n

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

\n\n\n\n

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

\n\n\n\n

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

\n\n\n\n

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

\n\n\n\n

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

\n\n\n\n

‘What will it cost?’

\n\n\n\n

‘5000 per day plus my costs.’

\n\n\n\n

‘How do I know it will work?’

\n\n\n\n

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

\n\n\n\n

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

\n\n\n\n

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

\n\n\n\n

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

\n\n\n\n

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

\n\n\n\n

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

\n","excerpt","\n

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#consistency

FIKR

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