I started my corporate career in Guyana with the Guyana
Mining Enterprise in Kwakwani, on the Rio Berbice. Kwakwani was a small mining
town, hanging on the bank of the Berbice River trying not to get pushed into its
deep and dark waters by an aggressively advancing forest. Living in the middle
of the Amazonian rain forest with no family and only a Scarlet Macaw and sundry
chickens, turkeys and a series of wild animals as pets may not be the normal
youngster’s dream job, but it was mine. I lived on Staff Hill, in a small
bungalow with three bedrooms, a living/dining room and kitchen and a veranda on
two sides. Facing the bungalow was an orange orchard that ended in the brooding
mass of the wall of the rain forest. Behind and surrounding the bungalow was a large
open field ending in the wall of the rain forest once again. Living in the
middle of the rain forest meant just that; you had the forest surrounding you.
Me in my hammock in my yard, with the orange orchard and forest visible
I would sit on my veranda in the evenings after the sun had gone down and I had had my dinner. In the days and places without TV or mobile phones, you had time to relax, watch the world go by and simply be in sync with your surroundings. The forest is not a silent place. Forests breathe and speak and are visibly and audibly alive. Even if you don’t know their language – and it differs from place to place – you can still hear them. I could hear Macaws talking to each other as they headed home. They pair for life and have great conversations. Lesson: conversation is essential to a good marriage. Then there are the smells. The smell of the first rain after the dry season. The smell of the markings on trees of territorial creatures which are meant to warn away potential threats. The smell of vegetation, growing or decomposing. When you sit quietly in a forest and let it talk to you, it does. Gently and gradually. Naturally, it takes a little while because first our ears must stop buzzing with the residue of our own noisy, raucous sounds of so-called civilization. They try to drown out everything that the forest is trying to tell you. But if you are patient and give it some time, then gradually the buzzing fades away and you start to hear the breeze rustling in the leaves. You hear water dropping from the top levels onto the canopy below. You hear the occasional ripe fruit or dry branch fall to the floor, to become either food or manure. You learn to tell the difference between a sound made by a living creature – which may be potentially dangerous or useful – and the sound of something that is not a living creature. The forest speaks to you in the voices of the Howler Monkeys announcing that the dawn has broken and, in the evening, that the night has fallen, and they are signing off for the day. Toucans, Parakeets and Macaws talking to each other as they fly, feed and roost. It speaks to you in the rustle of the oncoming deluge which you can hear advancing towards you, not threatening but announcing its progress so that you can take shelter. The wind rustling the treetops sometimes sounds like the waves of the ocean. You will hear all this, and more will happen if you give it some time, are observant, and are willing to learn. I was thrilled to be there. There was nowhere else that I would rather be.
Nick and I on the Kwakwani Trail in Prime Minister Sam Hind’s car (1997)
My first boss, Mr. James Nicholas Adams (Nick
Adams) was the Administrative Manager of Kwakwani and I was his Assistant
Manager. Nick was my manager but even more he was my mentor and guide. Although
he was technically in charge of the whole operation, he let me run it the way I
wanted and that was a tremendous learning opportunity for me. Nick had a unique
way of teaching by delegating responsibility and then periodically calling me
to do a participative analysis of my own performance. He would then reinforce
the strengths and achievements and encourage me to draw lessons from my
mistakes. I remember my first ever appraisal in 1980. Nick gave me the form and
told me to fill it in myself. I was shocked because I thought appraising was
something that the boss did of your work. But Nick said, ‘You know what you did
better than I do. So, write it up.’ I returned with what I thought were my
achievements and then Nick and I had a long chat about them. Thanks to my Indian
cultural upbringing, Nick ended up adding several things that I had left out
feeling that they didn’t really count. I still have that form with Nick’s
signature on it, decades later.
In Kwakwani, I was the youngest member of the Management Team, sometimes by decades. As the Assistant Administrative Manager, it was part of my responsibility to look after the logistics in the entire mining town. There were department heads over whom I had no formal authority, but whose cooperation I needed to get anything done. Some were twice my age and Guyanese and members of the PNC (People’s National Congress – the ruling party in Guyana), while I was a young foreigner. I learnt, very practically, that the best way to make progress was to develop a relationship based on sincerity as that would be the only thing that you could count on, especially in hard times. I remember how Nick Adams used to put it. He’d say, “A relationship is like a bank account. You only have in it, what you put in. And when you need to draw on it, you only have as much as you put in.” That is one of the lessons I learnt in my life and which has stayed with me all these years. That is one of the many lessons that I owe to Nick. Another was in hospitality and consideration. The first time it happened I was astonished. Then it became a regular feature. One weekend Nick called me and asked me to go over to his place. When I walked over, I saw that he had a pen full of live chickens (about 10-12 in all) and a knife. He said to me, “Ya-waar, can you please slaughter these in your way? I will put them in the freezer so that we are sure we give you these when you come over to our place to eat.” Nick and his lovely wife Kathleen knew that I was Muslim and would eat only meat that was slaughtered according to the rules of Halal. So, they made sure that not only was what they gave me Halal but that I would have total confidence in that. What better way than to let me do it myself?
One of Nick’s biggest strengths was his communication; both its clarity and wisdom. I recall an amusing but very instructive incident which illustrates the challenges we faced and how Nick dealt with them. Guyana had recently become independent and was ruled by the PNC (People’s National Congress) which was socialist/communist. The President of Guyana was the very powerful and iconic, Linden Forbes Sampson Burnham (1923 – 1985). Communism/socialism was the prevalent ideology. We addressed each other as ‘Comrade’. I was Comrade (written Cde.) Baig. Bauxite mining was the major economic activity in Guyana and just before I landed there in 1979, the government had nationalized the bauxite mining and calcining operation. One inevitable and tragic result was that people were appointed and promoted more for ideological loyalty than for professional competence. Another result was that the Guyana Mine Workers Union became very strong. Guymine (used to be called Guybau) had 5000 workers and all were members of the GMWU. The Union was run by its General Secretary, Stephen Louis, a huge big man with a voice to match.
One effect of the nationalization and heightened union activity was frequent work stoppages on all kinds of frivolous matters. Then we would meet to discuss Terms of Resumption and arrive at a settlement. The meetings were contests of will, to see who would break down first. The meetings were very important because if we couldn’t arrive at a settlement the issue would go to Arbitration before the Minister of Mines whose other role was as the President of the Union. The typical Terms of Resumption meeting would go straight through for anything ranging from 24 – 72 hours, with short breaks of usually an hour or two to stretch our legs and eat something. Naturally patience was tough to maintain, and tempers would get frayed. This incident relates to one such meeting.
I can’t recall what the issue was, for which the Union had called for a Tools Down. We started the meeting at 8.00 pm and it continued through the night into the next morning. We took a break of about 2 hours to take a shower and have breakfast. Then back in the meeting until 8.00 pm that night. Then a break for dinner and back again through the night. Stephen Louis was holding forth at full strength, his voice resonating and bouncing off the ceiling and walls; my first experience of surround sound. The only option we had was to listen. Our team had Nick as its head and me and another young man from IR (Industrial Relations), who we shall call Jacob (not his real name). Late that night, well past midnight, Jacob’s patience snapped. Stephen Louis had been going on and on about the ideological differences between socialist and capitalist ideologies and why the socialist ideology to which the PNC and the GMWU were committed was superior. Jacob said, ‘Man! Stephen, talk sense man.’ It was as if he had shot Stephen in the head. Stephen stopped in mid-sentence. Turned slowly to face Jacob and said, ‘Boy! (pronounced Bye) Jaykie, waya seh! Talk sense. Like me na takin sense? Ya tink a-we takin nansense? All dis time we bina trying to come to a settlemen and dis Bye seh we bina talkin nansense? Eh!’
The situation was as close to sitting on a powder keg with the fuse burning as I care to remember. In another two seconds, the Union would have walked out and hours and hours of work would have gone down the drain. We would have had to begin again with the additional problem of dealing with bruised egos as a result of good old Jaykie’s comment. That’s when I saw how quick thinking and experience makes a difference. Nick called out, ‘Hol-an, Hol-an man Stephen. De Bye na seh, Leh we talk sense. He seh, Leh we talk dallar and cents. Leh we talk moe-ney! Leh we do dat man. Nof-of dis ideology thing. Leh we decide and go to bed.’
I
swear, I saw relief on Stephen Loius’s face. He say, ‘Ah! Ya, leh we do da.’ And
we did. We finished as the day was breaking and as we left the room, Stephen
came up behind Jacob, affectionately grabbed him by the back of his neck and said,
‘De man Nick don save yar aas. You know waya seh, eh! And I know wa I hear! But
Nick don save a-we. If not, dis meeting was gonna go on for noder two days.
Watch ya tongue Bye. It can geh you into trouble. And you won’ have Nick to
bail you out next time.’ That is where I learnt human relations. In a very tough
environment but where even our antagonists took time out to unofficially mentor
youngsters.
My last story about Nick. I heard this story from his son Owen Shaka Abubakr Adams. When Nick was a young man, and lived in Linden, Demarara, he received a summons from a court in Corentynwhich is at the northern border of Guyana, with Suriname; a distance of about 400 kilometers. To go there in those days (1950’s?) must have been an expedition. Nick had no idea why he had been summoned. But he went. When he arrived at the court, his name was called, and the judge asked him to come forward. As Nick was walking down the aisle, he heard a woman’s voice, ‘He is not the man.’ Nick turned to see a young woman with a baby.
The judge told the lady, ‘Look carefully at him. This is Nick Adams. Is he the man?’ The lady said, ‘He is not the man. This is someone else.’
When Nick asked, the judge said to him, ‘A man by
your name, got this lady pregnant and now that she has a baby, he has
disappeared. Anyway, this is not your problem, so you can go home.’
Nick said to the judge, ‘Your Honor, I would like to request you to please arrange for the maintenance of this child to be deducted from my salary.’
The judge was astonished. ‘Do you know this lady?’
Nick said, ‘No, Your Honor, I don’t. I am seeing her for the first time today.’ ‘Then why are you offering to pay for the maintenance of the child?’ asked the judge. ‘It is not your responsibility. This matter doesn’t concern you.’
Nick replied, ‘But the child needs to eat, Your Honor. Someone must pay for that. I am willing to do that.’
For the next 18 years, Nick Adams paid maintenance
for a child that was not his own. He saw the mother, that one time in court and
never saw the mother or child again. But month after month, year after year for
18 years, Nick Adams paid for a child because he had compassion in his heart.
His
Rabb was no less compassionate. So many decades later, maybe even 60 years
later, Nick Adams who was by then suffering from cancer, one week before his
death, accepted Islam along with his wife and sister in law.
The happiest ending; or I should say, the happiest latest story, to my Guyana times was when I got the news in 2011 that Nick Adams and his wife Kathleen had accepted Islam. Nick was terminally ill with cancer at the time and died a couple of weeks later. I hope one day to meet my friend once again in Jannah. He died sinless and pure and I ask Allahﷻ for His Mercy and Grace for my dear friend to whom I owe so much.
In the plantation world we had two cadres of
staff: Covenanted and Non-covenanted. Covenanted Staff started at Assistant
Manager (or Assistant Superintendent) and Non-covenanted staff ended at that
level. There were very few exceptions to this ‘rule’. This system was an
outcome of the fact that the British planters who ‘opened’ the plantations and
for almost a century later, were all army-men, almost to the last one. They
implemented the Army/Military system of Officer Staff and NCOs in the
plantations also. The ‘glass ceiling’ was made of toughened, almost armored
glass and was very rarely penetrated and never broken. Interestingly the same
system exists in India, in the Army and Police (IPS Direct Recruits) to this
day.
The pecking order of the servants in the bungalow
was that the butler was on the top, followed by the Chokra (a Hindustani word
with a derogatory tone which literally means ‘urchin’). This worthy was the
assistant of the butler who did all the cleaning, scrubbing, and polishing work
in the bungalow. Then there was the gardener who did all the work outside. If
you had a cow, there was the cow-keeper. There was the dhobi (washer man) who
washed and ironed your clothes. All these for you as the Assistant Manager in
South Indian gardens. I am informed that Managers in Assam and Bengal had more
servants and bigger bungalows.
When you got promoted and went to the Big
Bungalow, you got an additional servant inside the bungalow and a driver for
your car. The pecking order remained the same. The pecking order was very
strictly followed. Almost always the only person you spoke to or who spoke to
you was the butler. He was the one who handled the money. You would give it to
him, to give to the others or to the provision merchant from whom food for the
bungalow was bought on credit. Credit played a major role in life as most
assistants had no money. Many who liked high living had club bar bills that
took up most of their salaries and so they lived on credit. This was obviously
an evil because apart from the obvious reasons, many butlers set up their own
kickback systems as a result. It was a given that you would pay more for
provisions than other people but that was the burden of being the Chinna Dorai
(Small Boss).
One cardinal fact of plantation life always took
its toll – nothing in planting life was private. If you took a bribe, its exact
amount, who gave it, and for what, was the subject of much conversation in the
bazaar. If you refused to be corrupt and lived a life of honesty, that also
became common knowledge. The result was that the actual love and respect that
you received from the workers and staff was directly proportional to the kind
of life you lived. And in the end, it affected your own success, the loyalty
that people showed you, and the peace of mind you lived with. People spoke with
great respect about managers who were incorruptible and with disgust and
disdain about managers who were corrupt. And in a place where you were the
subject of most conversation, public opinion made a very big difference to your
success as a Manager.
Most people understood the responsibility and
meaning of being ‘Covenanted Staff’ and that it was precisely the superior
moral position that gave them the ‘command authority’ that neither any special
educational qualifications nor social order bestowed on them. They understood
the importance of these unwritten rules and respected them. But there were
others who abused this position much to everyone’s disgust. They didn’t realize
until too late that the resultant loss of respect was the most expensive loss
they would ever suffer and something that was never redeemable. In my decade in
planting, I had the opportunity to see both kinds. People for whom I developed
the highest respect and those for whom pity, and contempt were the only
emotions possible.
Traditionally, like in the army, there has always
been a social distance between the Managers and other staff. There is social
interaction, but in a very formalized and rule bound way. Most of it is
restricted to ceremonial occasions around festivals. The Manager was the
‘Headman’ of the estate and was expected to be completely secular to the extent
that he was supposed to preside at all festivals irrespective of his or the
celebrator’s religion. We had Hindu and Christian Managers presiding at Eid
celebrations and Muslim Managers flagging off the cart bearing the deity at
temple festivals. I flagged off such carts on many occasions, then stayed for a
cup of tea and left, so that the workers could carry on their celebrations
unhindered by my presence. When to arrive and when to leave are very important
things to know.
This tradition came out of the history of
plantation labor almost all of whom were Dalit and in their own homelands, were
not allowed into temples as they were considered ‘untouchable.’ But in the
plantations, thanks to the fact that they were all displaced and almost all
from the same caste, they created their own religious customs. So many temples
in the plantation districts have Dalit priests, an anomaly in itself. Later,
some Brahmin priests who were perhaps short of money in their hometowns started
to come and preside at the temple, but the shots were called by the Dalits who
built the temple and paid their salary. So, Dalits could not be prevented from
entering the temple and were treated respectfully by the priest. That is why
the religion of the Manager didn’t matter; by definition, a Christian or a
Muslim were untouchable in the Hindu caste system anyway. But in a world
comprised of untouchables, everyone was touchable.
The Managers were initially all British,
Christian, and white and lived by their own traditions which were more British
Military than Christian. Many of them were only nominally practicing Christians
for whom the daily pilgrimage to the local Planter’s Club bar was more
sacrosanct than weekly attendance at the Church. Over the years, more out of
necessity than ‘equal opportunity,’ the British planters started recruiting
Indians to the ‘Covenanted Staff’ cadre because British youngsters were not
willing to go out to India. These people came from upper class families, sometimes
local nobility (which is how we had a number of Hyderabadis from the noble
families of erstwhile Hyderabad State). The key, non-negotiable requirement was
social acceptability. The logic was that everything else could be taught. But
Covenanted Staff needed to be people who held themselves apart and considered it
necessary to behave by a higher moral code. To give this a positive spin, it
was probably not racism alone but the need for the Officer Cadre to have the
moral authority to command.
These people and their families automatically got
membership in the Planter’s Club and were strictly supposed to follow
tradition. Almost everyone did to the extent that many even spoke their own languages
with a British accent. I used to have a very hard time trying to keep a
straight face when I heard emanating from a black Tamilian face the words,
“Angamootoo yenge da irkain??” in a very British accent. Those of my readers
who know Tamil can probably imagine how funny this would sound. There is a very
funny story about one of these black-outside-white-inside managers driving to
visit another manager friend in an estate where he was not familiar with the
roads. He stops his car and calls out to a worker who was walking down the
road, “Dey, payyan inge wa da. Inda wali yenge pohudoo?” The man, obviously
irritated replied, “Dorai inda wali nayra Englandu ku pohudoo” (Sir this road
goes straight to England). Once again those who know Tamil will see how highly
disrespectful this entire conversation is towards the worker. There is nothing
more pathetic than someone who disrespects his own people and imagines himself
to be superior and different because of his pretensions.
I remember with amusement my first job interview
in 1978 with the Kannan Devan Tea Company (now Tata Tea) in Munnar, Kerala. I
was asked to report one day prior to the date of the interview. An old friend, my
senior in school (Hyderabad Public School, Class of 1972, when Satya Nadela was
3 years old) Shahzad Abbas, who was an Assistant Manager and knew the ropes,
told me that this was to see if the candidates would fit the social scene. I
was to wear a tie and lounge suit, he said. We would start in the Men’s Bar and
after the drinks were over, we would be asked into the dining room to have
dinner which we would have all together. While we did this, different people
would come and talk to us. And all this would be observed and would count in
our favor or against us in the interview the next day.
Sure enough, that evening we were asked to present
ourselves at the High Range Club, sharp at 7.00 pm. About twelve of us in
various styles of suits and ties found ourselves in the Men’s Bar (women not
allowed). We were asked what we drank. When it came to my turn, I said that I
would like to have a soft drink. People looked at me with various expressions;
the barman with pity, fellow contestants with derisive smiles, and other
inhabitants of the bar with a variety of expressions related to whether they
thought I was a poor fool, uncultured, or just plainly idiotic. To put the
record straight, someone in the meanwhile gave me a fresh lime soda.
As I sat there (I was all of twenty-two years old)
wondering about the job that I had applied for and what drinking alcohol had to
do with it, I heard a loud, “Hello there!” I looked up to see a florid red face
in a body without a neck and a large smile looking at me. “So, you don’t drink,
eh?” he asked. Seeing that I was drinking a fresh lime soda (what else can you
do with an FLS?) and that he could see what I was doing, I decided to keep
silent and simply smiled and nodded. Smiling and nodding is an excellent
strategy to allow people to interpret whatever they want.
“Tell me something young fellow,” he said, “Do you
play cricket?”
I said that I did, but others who played with me
wished that I didn’t.
Then he asked me, “Are you a Mason?” At that time,
not being aware of the Free Masons Society I thought he wanted to know if I
could build walls. “No, I’m not,” I said.
He looked me up and down with a sad expression on
his face and said, “You don’t drink, you don’t play cricket, and you are not a
Mason. Boy! You don’t have a chance.” Then looking at my face once again, he
said, “Anyway, don’t worry, I am not on the recruitment panel.”
As it turned out, that did not make any difference
to the outcome since those who were on the panel had the same views. I was
asked a lot of questions about everything other than planting tea and given the
‘kiss of death’ – “Thank you very much, we will get back to you.” In plain
English this means, “We are very glad that we are seeing the back of you.”
Thinking back over this incident, what is clear to
me is the principle behind this method. In a place with a limited population
(you did not count the estate staff and God Forbid, the workers as people) that
you could socialize with, it was essential that you hired people who were
socially acceptable. So social values that matched those of the locals had
overwhelming importance. The skills of tea plantation management were all
trainable. On the other hand, eating at table using the right fork for the
right meat, drinking yet not getting drunk, making conversation that was inane
yet interesting, dancing decorously with the manager’s wife and so on were all
skills that were either thought to be not trainable or too much trouble. So
British managers (including their acolytes, the Brown Sahibs) hired young
people from backgrounds that were socially acceptable to them and then trained
them for job related skills, on the job. I obviously didn’t match and so was
rejected.
The Sahib’s prediction was right, even though he
was not on the panel.
I was determined to join planting and had applied
also to the other big company in South India, Harrisons & Crossfield (later
Harrisons Malayalam and then Malayalam Plantations). A few days after I returned
home to Hyderabad, I got an interview call from Harrisons. The letter read, ‘You
are invited to attend an interview at The Westend Hotel in Bangalore. You will
be paid second class train fare and Rs. 50 out of pocket expenses. It was clear
that Harrisons didn’t want their assistants to put on weight. I was delighted
to get the letter. The problem was that I had never been to Bangalore and didn’t
know the first thing about the place. So, I booked myself on Indian Airlines (no
other domestic airlines then) and booked myself into The Westend Hotel, the only
place in Bangalore that I even knew the name of. I arrived in Bangalore the
evening before the interview. The hotel picked me up from the airport and the
next morning, I presented myself for the interview. The Westend was a Spencer’s
hotel at that time, if I recall correctly and Taj had not taken it over. It was
and is still one of my favorite hotels for the magnificent old trees in its
grounds, it lovely old rooms (don’t like the new ones) and its excellent service.
I stayed there many times since then, but 1978 was the first time I stayed at the
Westend Hotel in Bangalore.
The interview was in the suite of the Visiting Agent of Harrisons, Mr. Mccririck(I learnt his name only later), one of the many Scotsmen who were in tea. Wonderful people who left behind great memories of hard work, hilarious eccentricity and great friendships. I waited my turn in the lounge. Precisely on the dot a tall white man in a suit walked in with his hand extended, saying, “Good morning Mr. Baig. How are you? Please come.” We went inside his suite into the internal lounge where he invited me to take a chair facing the window which put me with the light in my eyes while he was in the shade.
“So, how was your journey Mr. Baig?”
“Very comfortable, Sir.”
“How long does it take to get from Hyderabad to Bangalore?”
‘One-hour Sir.”
His eyebrows shot up. “How did you come?”
“I flew, Sir.” Technically that was not true because I only sat while
the pilot flew the plane, but there I was.
“Hmm! Where are you staying in Bangalore?”
“Here Sir.”
I think he heard a question in my tone and not a statement, so he said,
a bit testily, “Of course, in Bangalore, where are you staying?”
“That is what I mean Sir. I am staying here, in this hotel.”
“Are you staying here at the Westend?” Now the eyebrows pretended to be
the hairline. “You read the interview letter, didn’t you?”
“Yes Sir, I did. I am staying here. But I am not asking you to pay for
it, Sir.” I thought that I had committed suicide and that the interview was
over.
Mr. Mccririck asked me
a couple of other questions, which looked to me to be more time fillers than
anything else. I steeled myself for another kiss of death but then he said, “Well
Mr. Baig, I am happy to have met you. You will get a letter informing you about
the estate you need to go to for the extended interview. And please give us the
bills for your travel and hotel. We will be happy to reimburse you these
expenses. Thank you for coming.”
I was selected and posted
to Ambanad Estate, under Mr. Ansari, who had a fearsome reputation for being a
very hard taskmaster. However, before I could join, I had an offer to go to
Guyana and leapt at the opportunity to go abroad. I spent five years there and returned
to India, to join tea in the Anamallais in CWS (India) Limited, under a harder
taskmaster, Mr. K. Ahmedullah. The best thing in life is to start your career
under a hard taskmaster. For me, I had already been working for several years,
but in planting, which was my first love, as evidenced by my persistence in trying
to become a planter, I started under Mr. AVG Menon as my Manager and Mr. K.
Ahmedullah as the General Manager, Plantations. Anyone can teach you what to
do. But hard taskmasters teach you standards. That is the biggest favor that
anyone can do for you. That is what I owe to AVG and Ahmed. Both were the
kindest of people off the job, but on the job, it was a different matter. If
you did well, not only did they appreciate it, but they made sure that your
work was highlighted as yours and they didn’t take credit for it. But if you
were careless, or brainless, then you were in for a chewing. Mind you, if you
made a well-intentioned mistake in trying to achieve something new or introduce
an innovation, your ‘mistake’ was praised. But if the mistake was because you
had not applied your mind, were just being plain lazy or stupid, then you
learned about that pretty graphically.
Planting was more about life than about tea. I had many teachers, all of whom I honor in my memory. Mr. AVG Menon, Mr. K. Ahmedullah, Mr. N. K. Rawlley, Mr. Saleem Sharif, taught me Estate Management. Mr. O. T. Varughese, Mr. Poovaiah, Mr. K. V. Choodamani, taught me about field operations. Mr. Madhavan and Mr. Hamza taught me Orthodox manufacture. Mr. T. V. Varughese (ex-GM, Tata Tea), taught me CTC manufacture. And all of them taught me about life, culture, decision making, conflict resolution, standing up for yourself and those under you, and more than anything else, taking pride in your work. AVG, Mr. Ahmedullah and Mr. Rawlley would take the Assistant with them when they visited the estate or division. Mr. Ahmedullah and Mr. Rawlley both had a very disconcerting habit of turning up at the crack of dawn, when I would still be in my muster. One of our Field Watchers would come racing, out of breath, gasping, “Company Dorai wandirkiraar.” (General Manager has come).
“Yengay irkiraar?” (Where is he?) I would ask, with visions of Mr.
Ahmedullah walking into the Muster behind the man.
“Padanetta numberil boundary ley irukkiraar.” (He is on the boundary of
Field No. 18). Grab your hat, leap on the bike and race down the rough, narrow
field roads to the boundary where your fate awaits you.
“Good morning Sir.”
“Good morning. When was this field last plucked? How is your manuring going?”
If these were the kind of questions, you could start breathing.
Otherwise it could be, “All these blue flowers look lovely on the tea.”
Then you knew that your end was near. The blue flowers were the flowers of
Morning Glory (Ipomoea), a beautiful garden creeper for everyone in the world
and a noxious weed for tea planters. If allowed to grow it would cover the tea
and result in serious drop in crop. The reason Mr. Ahmedullah and his
generation started inspection from the boundaries was because those were usually
the most neglected parts of the estate. In planting there is an old saying,
which says it all. “The dust from the Manager’s boots is the best manure for the
tea bush.” Estate management is not rocket science. It is a lot of walking and
climbing hills. You need to love doing it or you won’t, and it will show. The
field boundary in South India, meant either the bottom of the slope ending in a
swamp or the top of the hill, sometimes 2-3000 feet above ending in the forest.
Not the most inviting places for most managers and assistants, except wildlife
crazy cracks like me. The reward was some of the most magnificent views that
you can ever hope to see. That is why in planting they looked for temperament
and extracurricular interests so rigorously.
Parambikulam Dam, backwaters, seen from Murugalli Estate, Anamallais
I loved and love trekking up and down slopes. I would go down almost
daily as I normally didn’t take my bike to the Muster. I would start off earlier
than anyone and walk down to the bottom of the slope from my bungalow. In the swamp,
I would be greeted by a pair of Barking Deer that lived in that patch of tea. Then
I would walk along the bottom of the tea, cross the swamp, noting where Wild
Boar had been digging for wild yams, up the other side and walk along the road,
leading past the coffee area of Lower Sheikalmudi Estate. That was where many a
day, I would see the last of the bison herd (Indian Gaur) or Sambar, before they
went off into the forest for the day. Once in a while I would hear elephants as
they moved through the coffee area on the way to Candura where they rested in the
thick forest between the two parts of the estate. Then I would walk up that
road to UD Muster by the time the workers started to gather. Of course, my progress
would be monitored by the workers and their families who could see from their ‘lines’
(housing) any movement on the roads. Nothing is hidden in the hills. I could
imagine the grapevine, “Dorai warraar.” All good for the tea, for discipline
and to gain respect. All lessons learnt from my wonderful teachers, who
practiced the same things.
Tea planting was a way of life. It was not a job. You loved it and thrived. Or you didn’t and left. I loved every moment of it and still do. You can’t be a good planter if planting is merely a job for you. Planting is a lifestyle, which even to this day, I will be very happy to return to, if someone is ready to give me a job, mentoring youngsters who join planting. For me, just to live in the Anamallais is a privilege. Any takers?
For more please read my book, ‘It’s my Life’,
available on Amazon worldwide.
The plantation industry is perhaps the finest place in which
to learn leadership in a very hands-on manner. It is hugely exciting, sometimes
very painful and always beneficial; the lessons learnt of lasting benefit. It
is a treasure-trove of memories that last all life long; decades after most of
us left planting. It enriches us with friendships that transcend all boundaries
of religion, culture, region or language and with the cohesiveness of steel
rope. If I am asked to name three of my closest friends, two if not all three
would be planter friends. Of such a place and time, I speak.
The vast majority of workers in the estates were
Dalit (lower caste Hindus). In some estates there were some Christians
(converts from Dalits). In some estates, especially close to Kerala there were
Malayali (Kerala) Muslims. Anamallais, where I joined, had a majority of Dalit
workers. In the Hindu caste system, these Dalits are considered ‘unclean’ by
other high caste Hindus and so in their villages they have to live in a
separate area, are not allowed inside the temple, and have to even draw their
water from a well set apart from the common village well. These are some of the
facts about discrimination against Dalits, which is still prevalent in India.
When these people came to work in the plantations,
more than a century ago, they organized themselves according to the villages
they came from. Since they were the only Hindus on the estates, they built
temples in some of which they performed the rituals themselves. In other
temples, they hired a Brahmin priest from the plains to do the honors. By and
large, they were able to create their own society on the estates and so lived
with a great deal more honor and self-respect than their own relatives were
allowed to live in the plains in their native villages. However, some of the
sense of low self-esteem and awareness of their own low status in the so-called
real world remained. I got a taste of this very early in my planting career.
One of our workers in Sheikalmudi Estate died
while he was away on leave in his village. Several of his family asked me for 5
days leave to go to his funeral. I was not too happy giving so much leave to so
many people, but I agreed because in the words of my Manager Mr. A.V.G. Menon,
‘Nobody dies so that others can get leave.’ Imagine my amazement however, when
the next day I saw them all back in the estate. I asked them what had happened
and why they were back so soon. They all looked sheepish and refused to say
anything. Finally, after much persuasion, this is the story they told me.
“We reached our village late in the night. The
next morning, we went to the local tea shop to get have some tea. But to our
surprise (and embarrassment) we were not allowed inside the shop. We were told
that if we wanted to have tea, we could take the coconut half-shells that were
hanging on nails from one of the roof rafters and sit outside on the ground
outside the shop and drink the tea. Once we had drunk the tea, we had to wash
the ‘utensils’ and put them back on their nails.”
“But you know Dorai,” one of the younger ones told
me, “The price of the tea is the same for us and for the high caste Hindus who
are given proper cups. No discount price for drinking in coconut cups sitting
in the dust.”
“I guess we forgot who we were, Dorai,” said their
leader. “After all, we all came from the same village, but we have lived here
for so long that we started believing that we also are human beings. This visit
reminded us of what we are.”
I was speechless with anger and sadness. What
could I say to them? Thousands of years of oppression and apartheid, alive and
well in Tamilnadu, a state that claims to have 100% literacy. And a collective
helplessness that seems to be able to do nothing about it. One of my major
motivators in working with Dalits all my life is this incident. I can still
feel the anger and the shame of a society that allows this discrimination while
mouthing all kinds of platitudes about ‘children of god’ – Harijan – the name
that Gandhiji gave the Dalits. If they are children of god, then we must
question what kind of god it is who allows such discrimination.
When I joined Sheikalmudi Estate in 1983 as
Assistant Manager, Lower Division, the pruning season was going on at the end
of which, it was estate tradition to have a big lunch to which all the pruning
workers, supervisors and managers are invited. On the given day, I arrived at
the Muster (gathering place to allot work) and was ceremonially met by the
Union leaders, staff, and some workers, garlanded with flowers and taken in a
procession to the Crèche which was the site for the lunch. In South India we
eat off a grass mat spread on the floor on which plantain leaves are spread in
lieu of plates and so the seating was arranged accordingly for all the
gathering. I noticed that in the corner there was a table set aside with a
place setting; knife, fork, and porcelain plate. I realized what was going on.
The special seating was for me so that I would not be embarrassed at having to
eat with them and save them from the resultant embarrassment in case I refused
to eat with ‘low caste’ people. The diplomatic thing to do was to use social
status as the excuse and set up a separate eating place where both their honor
and mine would remain intact. At the time of this story I was new, and they did
not know what my values were, so they weren’t taking any chances.
I decided
to make a point and set the record straight right away in the context of my
relationship with them.
Pointing
to the table and chair, I asked the organizers, “Who is that place for?”
“For you
Dorai!” he said.
“You
mean you called me to this function, but I can’t eat with you and have to eat
separately?” I challenged him.
He was
horrified at this turn of events. “Ayyo! Dorai, we thought you may not like to
eat with us. That is why we set this table for you. The fact that you are here
is an honor for us. You don’t have to sit and eat with us on the floor.”
I knew of course why he was saying what he was
saying. This was the Dalit speaking to someone who was socially higher than
himself. Even though the caste issue did not apply in my case as I am Muslim and
we have no caste system, all human beings being equal in Islam irrespective of
caste or race. However, the Dalits have learnt to play safe. So, they were
giving me the honor due to a high caste Hindu.
I wanted to make my point. I said to him, “In my
culture, the guest is only honored if the host eats with him. So, if you people
are not going to eat with me, then I will leave as I have no need to be
insulted.”
“Ayyo Dorai, please don’t misunderstand. If you
eat with us, it is we who will be honored,” he replied. There were now big
smiles on the faces of everyone. “Dorai said he will eat with us,” the whisper
flew through the crowd. A place was set for me at the head of the eating mat
and we sat down to a wonderful meal, something which they said was the first
experience of its kind in their lives. My point was made; here was a man who
did not differentiate on the basis of caste and who genuinely believed in
equality of people. I did not fully realize the power of what I had done, just
by following my own religion. Many years and many incidents later, some of the
workers who were with us at that banquet that day said to me, “That day we
decided that you were one of us.” I have seldom felt more honored in my life.
My other butler who joined service with me when
Bastian left was Mohammed Khan, who I used to call Mahmood because he had the
name of the Prophet and I didn’t want to use it to call him as it sounded
disrespectful to yell out, ‘Mohammed’. So, I used to call him Mahmood. He was
perfectly happy with that as he knew that was a mark of respect on my part.
Mahmood was a great cook and intensely loyal. At that time, I was an Assistant
Manager working under a very corrupt Manager. I tried to keep my nose clean on
the principle that his doings didn’t concern me until one day he called me and
ordered me to certify the work of a civil contractor who was his man and gave
him a kickback in every contract. I agreed and asked the contractor to show me
the work so that I could measure it. The contractor looked very surprised and
asked me, ‘Did you speak to Peria Dorai (Big Manager)?’ I said to him, ‘Yes I
spoke to him. He told me to certify your work. So, show me your work and I will
certify it.’ The man went away and shortly, as expected, my manager called me.
‘Didn’t I tell you to certify his work?’
‘Yes, you did. I told him to show it to me so that
I can certify it.’
‘I have seen the work, so you can simply sign the
bills.’
‘If you have seen the work, then why don’t you
sign the bills? I don’t sign anything until I see it myself.’
That was that. Obviously, the man was not pleased.
So, he started to try to make my life miserable. I worked much harder than him
and made no mistakes so there was nothing he could do to get at me. One day he
decided to ‘inspect’ my house. He had a reputation for entering the bungalows
of his assistants and opening drawers and outraging their privacy. He waited
until I had left home and gone to the field and drove up to my bungalow.
Mahmood greeted him at the door.
Mahmood had a signature greeting. He would bend
over at an angle of forty-five degrees and put his left hand behind his back
and bring his right hand in a wide sweeping gesture from his side up to his
forehead in a salute and say, ‘Salaam Sahib.’ The Manager said to him, ‘I have
come to inspect the bungalow.’
Mahmood, ‘But Sahib, Baig Dorai is not here.’
‘That doesn’t matter. This house belongs to the
company and I have the right to enter it at any time without his permission.’
Mahmood responded, ‘Dorai, until he returns, I
can’t allow you to enter.’
‘I told you the house belongs to the company,’ he
yelled.
Mahmood said in a quiet voice, ‘Dorai, but I don’t
belong to the company. I will not allow you to enter until Dorai returns.
Please come back when he is here.’
The Manager was enraged but could do nothing short
of physically forcing his way in and Mahmood would have put him in a hospital
if he had tried. So, he left threatening to have him sacked. As soon as I went
to the office in the afternoon, he called me and said, ‘Sack that bloody butler
of yours right now.’
I asked him, ‘What happened?’ I knew exactly what
happened but wanted to hear it from him.
‘I went to inspect your bungalow, but he refused
to let me enter. Sack him right away.’
‘Why did you go to my bungalow when I was not
there? He was perfectly right in not allowing you. I will not sack him. If you
want to inspect the bungalow come when I am there.’ He never did and Mahmood
remained where he was until I moved to Ambadi when he left me and went back to
Ooty where he had his family.
Mahmood, making sure that I got properly married
It was in that year that I crashed my motorcycle
and went through one year of very difficult times. I had to have an operation
to replace the anterior cruciate ligament in my knee and then a very long
recovery followed by physiotherapy. All through that period Mahmood served me
faithfully and without complaint. He came with me to Hyderabad for my marriage
and the only decent marriage picture that I have has Mahmood peering over my
head through a curtain of flowers. My wedding photography was a complete
disaster and all that I have to show that I’d had a wedding is that one
picture. The best thing about both Bastian and Mahmood was that they were
completely trustworthy in every respect. They were faithful, their integrity
was beyond question, they maintained complete confidentiality, took pride in
their work, and cared for me and later when I got married, cared for both of us
like members of our own family. We also treated them as members of our own
family. I truly have wonderful memories of these two dear friends, both of whom
have passed away.
The tea plantations were an interesting place
where strange things happened as a matter of course. Over the years, I learned
never to be surprised at anything. In the Iyerpadi Hospital where Dr. John
Philip was the RMO as I’ve mentioned and his wife Maya was the Lady Doctor, a
man was brought in after having been bitten by a cobra on his face. How this
happened is a story in itself. This man had the reputation of knowing some sort
of magic spell that he claimed neutralized the effect of snake venom. He would catch
snakes and get them to bite him on his hand and then show people that nothing
happened to him. This naturally gave him a lot of ‘brand’ in a place as
superstitious as Anamallais was. The reality is that most snakes are
non-poisonous to begin with and those that are poisonous usually don’t inject a
full dose, either because they had hunted recently and have used up their
poison on their natural prey – rats – and have not regenerated a new supply, or
for some other reason. Never having been a snake, I can’t speak on their
behalf. The long and short of it is that most people who die of snake bite die
more out of fear than anything else.
In this case, however, our friend chased a cobra,
which tried to escape down a hole in the embankment by the side of the road but
he caught it by the tail and hauled it out and then caught it behind its head
and kissed it. He was himself sloshed out of his mind at the time and his
bravado far exceeded his intelligence. The result was that the snake
reciprocated the affection and he was bitten twice or thrice on the face. Given
that this snake did have some venom to donate and that he was bitten on the
face, he collapsed. Mercifully, some people saw him and brought him to the
hospital. At the hospital, there was no anti-venom and so Dr. John Philip gave
him some antihistamine and put him on the ventilator. Now, the interesting
thing was that the hospital didn’t have an electrical ventilator. What they had
was a mechanical device which was like a bellows and needed someone to sit
there and pump it constantly to ensure that the air supply continued
uninterrupted. It was amazing how everyone in the hospital, nurses, doctors, other
patients, their visitors, passersby who heard the tale, all came to the aid and
took turns to keep the air flowing into the lungs of the man who was completely
comatose. This continued day and night, hour on hour for 48 hours, and then we
beheld that the man’s eyes opened, and he sat up and a couple of hours later he
was as good as new. His love of kissing snakes though, had dampened a bit. I
asked Dr. John about this ‘miraculous’ event. He told me, ‘No miracle at all.
The poison is neurotoxic, but protein based. It affects the nerves and stops
the breathing. But being protein based, if you can keep the patient breathing
mechanically by forcing air into his lungs, when the poison naturally degenerates
within 48 hours the patient can breathe again’. However, miracles are far more
fun to believe in than science and so our friend’s stock went up even higher
after it was ‘proved’ that snake venom had no effect on him. The fact that he
was in a coma and had been kept alive mechanically for 48 hours was soon forgotten
because it came in the way of the belief in the nice miracle.
Shows how such beliefs thrive in all parts of the world, whereas the truth lies either in some straightforward physical reason or in less straightforward skullduggery and playacting.
For more, please read my book, ‘It’s my Life’. It is on Amazon worldwide
Truth, Caring,
Mutual respect are what I call my three Cardinal Principles of happy marriages.
Please notice that I am not using the word ‘love’. Love comes out of these
three things. What is called love is usually physical desire. The shape or size
of someone’s body is not the inspiration for love; it can be the inspiration
for infatuation and lust but not love. For love to happen, the lasting kind
that is, the kind that grows with age and the longer you spend time together,
you need truthfulness, caring and concern for one another – putting the needs
of the other before your own; and mutual respect. Without respect there can’t
be any love. One needs to respect one’s spouse, appreciate their strengths,
make them your role model, icon and be proud of them and proud that they are
your spouse. That kindles love in the heart which grows with time because the
reasons for respect also grow with time. Physical attraction reduces with age.
It is programmed to do so. Nobody grows more beautiful with age. You mature
with age, grow wiser, more mellow, more patient and forbearing and more worthy
of respect. The love that comes out of that also grows with age.
Truth is to express feelings as
they are and not to have any pretensions. Caring is to treat the other with
concern because you know that with you s/he has no barriers or safety nets.
Respect is to acknowledge the value of the trust that is placed in you in
allowing you into that inner most of places in the heart in which nobody else
has been allowed before. To treat that privilege with the respect it deserves
and never to abuse it for any reason.
Is there a formula to be happy in a
marriage?
Marry someone you believe is worthy of emulation;
someone you can look up to and learn to forgive them. The formula of an unhappy
marriage is to marry someone who you believe you can change. That is a sure
recipe for disaster. When you marry someone who you think needs to be changed
you are accepting that they are not good enough as it is. Also, in most cases
you would not have asked them if they want to change and that too to your
preferred model. And then you will lo and behold that they have other ideas
about changing and your marriage will be the casualty.
The second part of the formula is to be forgiving. We need to forgive one another. What tends to happen in many marriages is that we expect the other person to forgive us, but we hold them to standards that we are ourselves unable to live up to and become curiously blind to this unreasonable stance. That doesn’t work. Good to remember the saying, ‘Sauce for the goose is sauce for the gander.’
One thing that people should consider while
choosing one’s partner is compatibility of core values. Core values means both
are pulling in the same direction even with their different personalities,
styles of working and interests. Minimizes contradictions in bringing up
children in the domain of values.
Share in each other’s lives. Take interest in what
the other does. Don’t be nosey but learn and add value. Conversation is both
the key to a happy marriage and a metre to judge its health. Marriages that are
getting sick start to lose conversation. When there is nothing left to talk about
after 10 minutes and when your idea of spending time with your spouse is to sit
in front of the TV or stare at your phone in the same room, then you can safely
say that your marriage is falling sick. In happy marriages there is a desire
for the company of the other. Not for the company of others. You hurry home
because your spouse is there. You don’t hit home and bounce off to the club to
sit with your cronies or to some other place to be with other friends. You want
to spend time with your spouse not because otherwise s/he will complain but
because you genuinely want to do it. Because your spouse is your best friend.
How do you make a marriage work?
By working at it. We use this term, ‘Make a marriage work’, but we forget that a lot of it is actually ‘work’. It takes effort, time and energy, is measurable and produces results. Making breakfast for your wife is work. Offering to do her errands is work. Taking the trouble to look nice when your husband comes home instead of like animated laundry is work. Going to the airport to meet his flight is work. You get the drift? Doing what does not come naturally or doing something that is important for the other even if you don’t like doing it, is work. And all of it produces results in terms of appreciation and love.
If you find that you can’t love your spouse any more, be honest and speak to them about it. See what can be changed and what must be accepted. But don’t go seeking solace elsewhere. That is dishonest, dishonorable, despicable and cowardly. If things are at a stage where it is impossible to live together, part company with grace. Not cheat behind their backs, pretending that everything is fine. Those who collude with other’s spouses and carry on relationships with married men and women are slimy invertebrates which must crawl back under the flat rock they came out from under and not despoil human society with their presence. I never cease to marvel at people who allow another marriage to be destroyed by their cheating, but who would be up in arms if their wife or husband did the same. “Just because you have a good excuse does not make a wrong thing right.”
As I say, ‘If I wanted to marry a nag, I would
have married a horse. At least it would have carried me from place to place.’
Nag is a gender-neutral term. There are male and female nags, and both are
equally painful. Finally, companionable silence is also an indicator of a good
marriage. You don’t have to be talking all the time. It is the quality of the
companionship, the quality of the silence. You will know it without anyone having
to explain, let me assure you. But pay attention to it if there is tension or
boredom in it.
How can you try and make an unhappy
marriage a happy one?
This is a tough one because there is a pre-clause
to it. Once you satisfy that pre-clause then it is very easy. The pre-clause
is, ‘DO YOU REALLY WANT IT TO HAPPEN?’ Now that may sound like a strange thing
to ask but I have seen in many years of counseling that all the failures that I
saw were because the partners did not really want to make it work. They were
not sincere and were merely going through the moves with the idea of satisfying
themselves or others that ‘they made the effort’. Now that is a lie because
they never made an effort. They acted a drama with a precluded ending.
Once you are sincere about turning things around
then you need to sit down and write down all that you like about your spouse.
After all there were things about them that you liked enough to marry them.
What were they? Then when you have that list, you write down the problem areas.
Look in the mirror for one of the major ones. Usually that works like magic.
Marriages go bad most often because we don’t appreciate the good enough and are
not thankful for what they have. I often ask couples, ‘How many times a day do
you thank your wife/husband? How many times a day do you hug or kiss them? How
many times a day do you tell them that you love them?’ No, that is not a
Western idea nor is it from Bollywood. Humans are not mind readers and even
those that are, need to be told if you love them. After all, most spouses don’t
hesitate to inform them about the opposite. So, why not this?
Is the idea of a soul mate just a myth – or
is it simple communication between people?
Soul mates are made, not born. And they are made
over time. Sometimes a fairly long time. Then you see them sitting together and
smiling at things that only they understand. Or looks that have meaning only
for each other. Or speaking in a language that only the other understands.
Phrases that they use only for each other and which may even be gibberish to others,
but which touch their hearts. This is the stage when every time you look at her
you fall in love all over again, 30 years into your marriage. And laughing.
Laughing is important. Laughing together at the same things. Showing each other
things so as to add to the joy by sharing.
What kind of initiatives and actions
dictate a happy marriage?
Back to the basics: Truth, caring, mutual respect.
Every action or initiative must pass this test. Are you being truthful? Is her
need coming before your own? And are you showing the respect you feel? I
remember that my grandmother used to serve my grandfather his meals. Every
meal. She would put food on his plate, refill it, offer him the choicest pieces
of meat, watch to see what he needed and give it to him before he asked for it.
She would eat every meal with him, without exception in a house that was a
mansion with several servants. But no servant was ever allowed to give my
grandfather anything directly. They brought the tray to my grandmother and she
served him. All this she did with such a look of love and devotion on her face
that I can see clearly in my mind even today 50 years later and more than 30
years since both of them died. Why did she do this? Just because she liked to do
it. It really is that simple.
He fully reciprocated this. He never did anything
without asking for her advice. He never went anywhere without her. He wore what
she gave him. She had complete control of his money. He never touched it. He never
asked her for any account with a level of trust seldom seen today, even though
it was his money, so to speak. He never raised his voice to her for anything.
He never even looked at her except with love. He never made fun of her and she
never made fun of him. Both laughed together. He was passionate about chess and
played chess every evening with his brother and cousin who all lived together
in the same house which my great grandfather built. She never played chess in
her life. Different interests but the real interest was in each other. She was
his whole life in every sense of the word. In Tamil there is a word for wife –
Samsaram. It is the same word for the world. That is how it was for my
grandparents. They were each other’s world. Complete in themselves, content
with each other, reflected in every moment of their lives.
He loved her and she loved him, and it showed. She
died first. He died three months later of a broken heart. But they left
memories for their children and grandchildren about how to be married and how
to treat your spouse.
How much involvement should parents and in
laws have in a marriage?
None whatsoever. This is the single most potent
recipe for disaster. Parents should be involved in their own marriages. Once
your children are married, they are not children any more. Leave them alone and
let them work out their problems. They are adults and that is why they got
married. The problem with many parents (mostly mothers) especially in our
society (Indian) is that they are most anxious about getting their children
married and then they start feeling insignificant and so become competitors
with their own daughters in law. Remember that if you become your daughter in
law’s competitor, you lose if you lose and you lose if you win. Both ways you
lose. So, get out of the way. Leave them alone. Visit them for 2 days, not
more, every six months – every year is even better. Don’t talk for more than 5
minutes on the phone. Don’t chat on Skype or Yahoo or WhatsApp or anything
else. Don’t ask personal questions. And above all, don’t ask, ‘Are you happy?’
I have yet to see a marriage survive the attention of parents and parents in
law.
At the same time, I would advise young couples
also to take steps to kindly discourage this involvement if you see it
happening. If you are old enough to get married, you are old enough to solve your
own problems. If you are running to your parents with your problems, then put
on your diapers. You are not ready for marriage. If your Mom calls and asks
you, ‘So what did he say when you told him such and such?’ Tell your Mom, ‘Mom,
sorry I won’t tell you what he told me.’ Smile and say it but say it clearly.
Spend time with your spouse, not with your mother. I am not asking you to
neglect your mother or father but remember that your spouse has first call on
your time, once you get married.
How does one make compromises?
They are not called ‘compromises’. They are called
‘adjustments’. It is not the semantics of it but the attitudes that language
indicates and dictates. We make compromises when forced to do so. We make
adjustments to things so that we can enjoy them more. One of the things that
most young couples don’t bargain for is the aspects of sharing ownership, time
and privacy that marriage brings with it. Nobody told them about it, and they
didn’t think about it when they had stars in their eyes. Honeymoons are in
hotels and sharing a hotel room is different from sharing your own bedroom and
your own cupboard. Changing from ‘I’ to ‘We’ is often a difficult process.
Having said that, decide on what is important to
you. Don’t make compromises on issues of principle. Explain to your spouse why
you won’t compromise, and wise partners will respect that. But issues which are
important to the other and which you can live with changing, change. Remember
the point about concern for the other? It is good to remember that everything
is not a test of your masculinity or femininity. By ‘giving in’ to something
you don’t lose face; you win hearts. Do it unless it is something that goes
against your fundamental values.
It is a very good idea to have some frank sharing of
thoughts on what is important to you, before getting married. If you didn’t do
it then, do it now. It will be more difficult but then that is what you chose. When
your spouse is talking, simply listen. Don’t justify, agree, disagree or argue.
Just listen respectfully and then decide what you love, what you can live with,
what you can change in yourself and what you need to talk to the other person
about. Most couples, in the courtship stage are too busy on appearing their
best and get into a pretense mode that has no relation to what they are really
like. Acting can’t be sustained and the mask comes off sooner than later with predictable
results. Speak to each other frankly and then decide if you want to get
married. During this conversation speak clearly and tell them what the
non-negotiables for you are. Don’t try to be politically correct or polite or
whatever and hide or play down things that you really feel strongly about.
Maybe it is something to do with practicing your religious beliefs, or about
family values or that your Mom will live with you or that the cat shares your
bed or whatever. No matter what it is, if it is important, then say it. That is
far more positive and far less painful than having your spouse discover it
later. Some things may seem ‘silly’ to you but if they are important enough for
the other person then they will cause you serious trouble if you don’t respect
them.
When does one know that a marriage is not
working? And when should people do something about it?
A marriage is ultimately an agreement between two
people to live together for mutual benefit. When you find that there is no
mutual benefit and that the living together is causing more grief than joy then
you know that it is not working. Then you must ask yourself the questions:
Am I willing to make it work?
What will it take to make it work?
Am I willing to do what it takes?
If the answer
to all of them is in the affirmative, then get on with it and work. If not,
then it is time to call it a day. The important thing to do even if you decide
to divorce is to remember the first three rules: Truthfulness, concern for the
other and mutual respect. Ensure that you don’t do anything that is not
scrupulously honest and completely above board. Show concern and ensure that
the other person does not leave with any bad feeling. The divorce is bad
enough. Don’t add negative baggage to it. Show respect for each other. You
deserve it and your marriage deserves it. Part company if you must but do it in
a way that is respectful and honorable.
How to make efforts to making a marriage
work – for the man and woman?
It is essential to differentiate between Core Responsibilities
and other things. In my view it is the Core Responsibility of the man to work
and earn a living and take care of the financial responsibilities of the
family. It is Core Responsibility of the
woman to make the home a place of beauty, grace and harmony and to focus on the
upbringing of the children. I know this may sound old fashioned to some but
just take a look at what the result of the Yuppy and Puppy culture is, and you
will come back to the basics soon enough. Having taken care of the Core
Responsibility, naturally the man must help around the home, take care of
children, water the garden, wash the car, mow the lawn, take out the garbage
and not sit in front of the TV with his feet propped up and a bowl of popcorn
at his elbow – or whatever passes as its equivalent in your culture.
Similarly once the Mom has taken care of her Core
Responsibility then it is good if she waters the garden, washes the car, mows
the lawn, takes out the garbage and does not sit in front of the TV with her
feet propped up and a bowl of popcorn at her elbow – or whatever passes as its
equivalent in your culture. I am sure you understand what I mean. Dividing
responsibilities is a very good idea. Do it whichever way you like but do it.
Role clarity is essential in a happy marriage and role conflict causes the
maximum stress on it. It is essential for one of the spouses to be dedicated to
the upbringing of children; teaching them life skills, manners, tools of
thinking, decision making and teaching them core values of life. Today in the
Yuppy and Puppy cultures the idea of bringing up children is to feed them,
ensure that they are washed and dried and entertained. That is what you do with
the dog. Not with your child. Children need a jolly sight more than food, clothing
and shelter if you want to develop a human being who will be your legacy to the
world. I believe you need to dedicate yourself to that because it is important.
If you don’t agree, use condoms. That is far
better than producing children who are a nuisance at best and a painful reality
in the lives of others, as long as they live.
Whose
responsibility is it to make a marriage happy?
Naturally it is the responsibility of both people
like in any agreement. It is important to recognize and accept this
responsibility so that you will then do what it takes to fulfill it. As I
mentioned above, I advocate sitting down and having a dialogue before you get
married about what each one is supposed to do. Say it to each other and agree
on it. Don’t leave it to guesswork and discovery. That leads to
misunderstanding and disappointment. A good marriage is a dream. To make it
come true you must wake up and work. If you expect your wife to cook for your
friends who you will bring home from time to time, say it. And say what time to
time means. If you expect your husband to pick up the food on the way home with
his friends from the restaurant, say so. If you expect your wife to make
breakfast for you and sit with you watching you get outside the eggs and toast,
say so. If you expect your husband to bring the eggs and toast to you in bed
(never really liked the idea of eating without first brushing your teeth), say
so. What I mean is that in marriages, it is often the so-called ‘silly things’
that lead to trouble. So silly or not, say it if it is important to you.
My second Cardinal Principle – Concern, is what is
most important to remember. If you apply the Golden Rule – Do unto them as you
would have them do unto you – you can’t go wrong. The virus that kills marriage
is a two-letter word – ME. To get you must first give. What you have in your
hand is your harvest. What you sow is your seed. To get a harvest you must
first sow the seed. Remember that the harvest is always more than the seed. So,
give and give with grace, with love, with joy. And you will get much more than
you bargained for. Show consideration for your spouse. Do things without being
asked. Be aware of what they like the most and do it. Try to please them. Don’t
play power games. The marriage is not a contest to get the better of the other.
You are not in a race or in a WWF wrestling match or in a competition to see
who is more powerful. Remember that every time you ‘win’ the other person
loses. And losing is something that nobody enjoys. So, at some point they will
get tired of losing and you will have no marriage. And that is the biggest loss
that you brought on to yourself. A marriage is a relay race – long term,
passing the baton to the other at each stage and the team – in this case the
two of you – wins.
In today’s times of
pre-nups, fast track divorces and even websites as matchmakers, what kind of
mindset should people have when getting into a marriage?
Today we live in a world where selfishness is not
a sin anymore. However, changing your mind about an evil does not make it good.
You will get sick even if you fall in love with the virus. People wanting to
get married must learn to think about the other and to consciously give him or
her precedence and preference. If you can’t do this, your marriage will break
down sooner or later. Our lifestyles, the internet, social networking and
talking to people across the world from other cultures, the TV with its unreal,
fantasy world of soap operas, are all designed to destroy marriages. They
promote ideas that are either directly destructive or lead to the killing
fields of marriages. Today in the world of social media, Instagram, Facebook,
Twitter, Snapchat and God-alone-knows-what, there is so much pressure on making
public what must be private that no marriage can survive it. People live in a
fantasy world of pictures which show the best, project an unreal lifestyle and
raise expectations that are impossible to meet. You are not in competition with
the Kardashians or anyone else, so get real. A good marriage is about living in
the real world, not in a world that is neither bold nor beautiful.
Is the 7-year itch
based on statistics or research? In your mind, does it exist?
I don’t think there is any such thing. Looking
outside your marriage for companionship which can then lead to a breakup, is a
sign of intrinsic unhappiness. If you feel it, the thing to do is to deal with
it. Not look outside. The problem with 7-year itches is that every 7 years you
are older and less desirable. Then where will you go?
How important are
children to have a happy marriage? Some couples cannot have children, others
choose not to.
I don’t think children either make a marriage
happy or unhappy. It is more their upbringing that makes the home happy or not.
Children give the parents a common interest but for a marriage if the only
thing in common is the children then something is wrong. On the converse side
children take a lot of time and attention and energy and this can be difficult
to handle for many people. But if the spouses share in the work of bringing up
children and take the trouble to bring them up well, with good manners, values
and attitudes, then they can be a huge asset for the marriage.
What can couples do
to keep the bespoke “spark” in the marriage?
Appreciate each other and express this appreciation
daily. Catch each other doing right. Do things for one another only to see the
smile on the face. Invent your own language which only the two of you
understand. My wife and I used to keep a book on a table in the house in which
we would write things we liked about each other or something nice we wanted to
say to one another. We did say it as well but sometimes writing is easier. Give
flowers and chocolates. Men also like flowers, remember. Second most important
rule: Don’t react to everything that the other says. Take ten deep breaths.
Then forget it. Reactions produce reactions and, in the end, it is taken out of
your hands.
Finally, never go to bed, mad at each other.
Always make up before you go to bed. Cuddle up together and sleep. Never
quarrel in the bedroom. Never in bed. Make this a rule. If you have a problem,
deal with it in the morning. Usually by the morning it would have solved
itself.
Is fighting
healthy?
Well, depends on what is meant by ‘fighting’. If
it means trying to get the better of each other in an argument and using all
kinds of means to do so then it is definitely not healthy. If it means arguing
as in a friendly fencing match between equal intellects that leads to good
feeling, then it is good. Avoid power games like the plague. Many marriages
turn into daily competitions between the spouses to see who can control the
other. This takes many apparently benign and legitimate forms. But they are all
illegitimate, subversive and destructive to the marriage.
Some people use religion as a means of control and
invoke religious rulings and promise the other brimstone and hellfire for
disobeying some whim or fancy of theirs. In many cases it is people (mostly men
in this case) who have not done anything significant in life and are suffering from
an inferiority complex and can sense that they really don’t command any respect
on their own, who use religion and religious rulings to enforce their will on
the woman. Women use religion to compensate for their own feelings of
inadequacy where they feel that they are not loved or desired as much as they
would like to be. ‘Should’ is the most useless word in the language. If people
did what they should then the world would have been a different place. Both
need to look at the real drivers behind their apparent religious orientation
because it has nothing to do with the Almighty. Power games come in many
packages. Spouses use children as pawns in their games at getting the better of
each other. Others use health concerns, eat more, eat less, joint family rules,
cultural taboos and many other things. All are power games, and all are
destructive.
How important is
money to keep a marriage happy?
Not important at all. Both financial hardship and
plenty can be a source of bonding or a source of drifting apart. It is mutual
respect and concern for one another that counts. And that is a result of
character, piety, learning, nobility of conduct and deportment, confidence,
trustworthiness, dignity and grace, genuine desire to please one another and to
place the need of the other before and above one’s own. None of these are
things that money can buy or that we need money for. Marriages are happy or
break up for reasons other than money. Money problems are not money problems
even when there are money problems; if you see what I mean.
What are the worst things couples can do to
a marriage?
Lie, betray trust, cheat, play power games. Also
making fun of one another as in mocking. Showing disrespect in the name of
humor. Humor is to laugh with someone, not to laugh at them. Lastly but by no
means the least, by being overly self-focused and showing disregard and no
concern for the other. Honesty is still the best policy in 2019 and will still
be the best policy in 3019 if the world lasts that long.
Should people
resort to white lies or tiny lies to keep the peace?
There’s a difference between telling lies and not divulging
all the details. Not divulging all the details, for example about your
friendships before marriage, is not wrong and is a very wise thing to do. The
spouse has no need to know and it is something that does no good to the
marriage no matter how ‘broadminded’ the spouse may be. But to tell a lie is
wrong and goes against the grain of all that I have said above. Incidentally
‘white lies’ is a racially color biased term, like ‘black sheep’, ‘nightmare’,
‘black heart’ and so on; the legacy of English which is originally the white
man’s language. Knight in shining armor can be all black too – black shines
even more than white if you notice.
Having said that, telling ‘the truth’
inappropriately or in a harsh manner does no good either. Being silent is an
option that is worth exploring. For example, if the toast is burnt or the food
has no salt or something is not to your liking there are many ways of saying
it. But you also have the option of remaining silent in honor of all the times
that it was delicious. If the husband comes home cranky it is irritating but
you have the option to remind yourself that a nice cup of tea and talking about
something else is probably more productive than saying, ‘Don’t bring your
office home.’ You would be justified in saying so, but sometimes it is better
to be kind than to be justified. Diplomacy and wisdom are great virtues and
most useful in a marriage. Not rubbing their nose in it is wise. Turn away
gracefully. Don’t watch their discomfiture. Spouses realize that they are wrong
but may not necessarily grovel at your feet and beg forgiveness. It is wise to
leave them alone and not demand groveling. People’s dignity is important to
maintain. Be it a management – union negotiation or a domestic disagreement, it
is important to allow the one who is wrong to ‘save face’. To insist on
humiliating them is to burn bridges to future relationship. Remember that you
are also human and will surely be wrong one day. Don’t create a situation where
the other is waiting for that day to return your favor.
Does it help couples when they talk about
their problems? To whom, a stranger or someone they know?
It is helpful for couples to talk about their
problems to someone they respect and whose advice they are willing to listen
to. Usually it is better to talk to strangers as they are perceived to be
fairer and more objective, as they don’t know either party but really it
doesn’t matter as long as it is someone you respect and who you have decided to
listen to, meaning, to obey his or her advice. As I have said earlier, before
you go to talk to anyone, decide if you are going to listen to what they say
even if they don’t agree with you. If you are going to someone with the
expectation that they must agree with you and support your stance no matter
what it is, then don’t waste your and their time. No self-respecting, honest
arbitrator with any dignity will agree to be biased in favor of one party or
the other. If they do, then they are not fit for the position.
In conclusion I would like to say that a marriage
can be as good or as bad as you would like to make it. It is literally in your
own hands.
Before I begin on the three fundamental principles that make winners, let me state one thing: In life, only winners are rewarded. So the first requirement of winning is to be passionate about winning. To realize that a real win is one that is gained fairly, with integrity and without harming anyone. Only that is a win.
There are three fundamental drivers of all winners:
Drive for excellence
Compassion
Desire to leave a legacy
Drive for excellence emerges from the winner’s self-concept. A winner defines himself by his output. Her contribution is her signature. Winners are contribution oriented, not entitlement oriented. They constantly seek to give and to give more and better each time. Naturally this gives them profit, fame, honor and popularity but that is not why they do it. They do it because of who they are. Not because of what others say about them. I recall a carpenter who was making a table for me and asked for 7 grades of sandpaper. When I complained about the time it would take, he said to me, ‘It is your choice. This is how I work. I want whoever sees your table to ask you, ‘Wow! Who made this?’ Not, ‘Who the hell made this?’ He was working for his own satisfaction. That this would result in a satisfied customer was incidental. He would have worked that way even if he had no customer to sell to. The table he made for me was of teak wood, polished to a mirror finish. A delight to see.
Compassion comes from a sense of connectedness that winners have. They realize that they are not alone in the world and that they became what they became because of what others did for them, without thinking of a return. Compassion is not merely to be concerned about the difficulties of others but to be concerned enough to put our money and effort where our mouth is. Compassion is what defines us as human beings. Animals don’t have compassion. A wildebeest herd stands and watches one of its members being eaten by lions and do nothing to help the one that was taken. It is peculiarly and essentially human to be concerned for the welfare of others. Winners are concerned and they act. Today our major problems that threaten the world are because of a lack of concern, a lack of compassion for others. We are singularly focused on growth at any cost. Growth for the sake of growth is the philosophy of the cancer cell. Predatory growth results in environmental destruction, impoverishment of people for the enrichment of a few and increase in unrest and insecurity.
Legacy: Finally winners who have lived all their lives trying to create an impact on their environment don’t want to disappear beneath the waves without a trace. They like to leave a legacy of goodness that continues after they are gone. So they build organizations, systems and processes so that their work will continue. They spend time, energy and resources to train others, to teach them what they know, to share their life’s hard earned experience so that others don’t have to go through the same hardships to learn. Winners leave their mark on the hearts and in the lives of all those they touch. They don’t do this to be remembered but they are remembered because of what they did. For the world remembers us not for what we had but for what we did and how that helped them. The legacy of the winner is in the smiles of those who they helped.
Yawar Baig & Associates™ is an Organizational Development Consulting company specializing in helping organizations achieve their goals by aligning their structure and business processes with their Core Ideology.
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