Excerpt from 'Who Says Elephants Can't Dance?'

I found this Management Values summary by Louis V. Gerstner particularly impressive.  I highly recommend you build and share your values and principles when you take on a new role involving multiple levels of organization hierarchy.  It is practically impossible for you to meet each team member face-to-face.  Under these situations, such a memo creates standard guidelines to develop a singular and strong organization culture...

Quoted from "Who Says Elephants Can't Dance?" by Louis V. Gerstner

• I manage by principle, not procedure.
• The marketplace dictates everything we should do
• I'm a big believer in quality, strong competitive strategies, and plans, teamwork, payoff for performance, and ethical responsibility
• I look for people who work to solve problems and help colleagues.  I sack politicians
• I am heavily involved in strategy; the rest is yours to implement.  Just keep me informed in an informal way.  Don't hide bad information - I hate surprises. Don't try to blow things by me. Solve problems laterally; don't keep bringing them up the line.
• Move fast.  If we make mistakes, let them be because we are too fast rather than too slow.
• Hierarchy means very little to me.  Let’s put together in meetings the people who can help solve a problem, regardless of position.  Reduce committees and meetings to a minimum.  No committee decision making.  Let’s have lots of candid, straightforward communications
• I don’t completely understand the technology.  I‘ll need to learn it, but don’t expect me to master it.  The unit leaders must be the translators into business terms for me.

On Fighting Corruption

As the number of "exposes" have increased, I am torn between two emotions - Happiness that this is coming to light and Sadness that so much still exists and will probably exist for eternity.  As everyone else, my first instinct was to google on methods to fight and possibly eradicate corruption.  As expected, there were numerous conferences globally on this topic, since time immemorial.  Of interest was the broad-based nature of action committees.  Religious and Spiritual interference was suggested as a way to attack this problem.  Solutions range from grass-roots to top-down approaches.  Clearly, CORRUPTION is a global epidemic in under-developed, developing and developed nations alike.  While ramifications of this practice are at multiple layers of the society, its manifestations are ubiquitous.

Needless to say, I am not an expert to recommend solutions.  Let me ask a few questions and see where it leads us....
Q1. Is there a need for consensus building on this topic?  Is corruption not bad enough that it be treated/addressed at all levels independently?
Q2. Can corruption be brought under jurisdiction of Lok Adalat? Would this work or would this lead to power build up at these centers?
Q3. What level and kind of evidence is required to punish culprits?
Q4. Who should be involved in the jurisdiction process?
Q5. What role should media, NGOs, Government, governmental agencies and public play in this process?
Q6.  What should the overall framework for trial and deliverance of sentences be?  What level of flexibility is allowed at the local sites?
Q7.  What level of oversight responsibilities are required to make this process work?
Q8.  Is ZERO Corruption the right objective?

If there is enough support on these, I plead to each one to start working at local levels to influence this grass-roots movement.  Pick on some "honest" and influential members of your society and get started....

Travelogue for the trip to Mahabaleshwar and Pune

We did a road trip from Hyderabad to Mahabaleshwar onward to Pune and back. We drove our faithful Tata Indica that had already done about 150,000 KMS. Fondly called the "truck" for its loud noise and clunky travel, it earned a new nickname through this journey - "Baby Jumbo" - for the laborious progress combined with a heavy appetite for engine oil, and ever so reliable for the long distance. I am starting to love the Tata's for their Indica and Nano :-)

Here is the journal and hopefully some useful tit-bits...

1. Start as early as possible - 4AM, anyone? - Not only do you avoid city traffic, you don't need to use the AC, thus gaining extra speed on a clunker like ours. Best of all, kids sleep for a few hours until breakfast stop and you hopefully have covered close to 1/3rd distance before their ranting starts.. On the flip-side, this is probably a dangerous time since most truckers are tired driving through the night and are yearning for a breakfast/chai (nashta-pani) stop. If this concern weighs heavy in your head, start a bit late (5 AM?). Needless to say, definitely go by your sleep cycle. If you are not a morning person, better safe than sorry !!!

2. The first 4 hours are probably the best. Cover as much ground as possible without a stop. Stop for breakfast @~8:30 AM. A road-side stall/dhaba will be a good idea to break all apprehensions. Carry your own bottle of water and stick to hot foods that are usually well cooked (Idli without the accompanying Chutney/Sambar is a safe bet). On the topic of letting loose, carry a portable-potty so that the kids can enjoy a free, clean and open "passing" :-)

3. NH9 from Hyderabad to Zaheerabad is perfect, but it becomes bad the moment you cross into Karnataka and then Maharashtra. It is painful to see a 2-lane "NATIONAL HIGHWAY" with trucks blocking traffic repeatedly. There are also tons of potholes throughout and it is a challenge to navigate them at high speed. You will learn to swerve around the big ones and "glide" over most. You will "dunk" through a few of them too.

4. We took a detour at Mohal (40 KMs after Sholapur) into State highway 74 to visit Pandharpur, the abode of Lord Vittal. Again, roads in Maharashtra are pathetic at best. I cursed the Maharashtra government constantly for its terrible attention to Infrastructure and Tourism. There are so many amazing forts, rivers, temples but the government has let it grow wild in a free-market style. Fortunately, the temple was relatively empty and we got a quick darshan and a nice lunch at the "sadguru sakahari" place in the temple road.

We also got some good pictures of the Chandrabagh river/ghat that flows through the town. This seems very much like the Ganga of the region.

5. We continued on State Highway 74 towards Satara and onbound to Mahabaleshwar. Again, TERRIBLE, TERRIBLE roads. Reached Hotel Valley View Resort at Mahabaleshwar around 8:00 PM

6. We had stayed at this place about 20 years ago and it was nostalgic being there again. Given the off-season, the place was still under renovation, but we managed to take good advantage of the Swimming pool, play area and most importantly the food (amazing personal service during breakfast, lunch, dinner)

7. We visited Panchgani the next day. Went to Table Top,took a horse-ride and climbed down a beautiful cave restaurant. Went to Rajpuri Caves, totally uninhabited but rich in culture. We also saw a few points along the way, the main one being Parasi point that has big play area for kids. Remember, you will be charged a small amount as a 7-day pass by the Municipal Corporation of Panchgani. Irksome as it is, you don't have a choice...

8. The next day, we visited Pratapgadh fort, Old Mahabaleshwar (Panch Ganga temple with its confluence of five rivers and temples for Mahabali and Athibali), Elphinston Point, Arthur Seat point. Elphinston point was awesome akin to the Grand Canyon. One can only imagine how tourism business in the West would have thrived on a natural wonder such as this. Again, the Municipal Corporation of Mahabaleshwar will charge you yet again for another 7-day pass. No amount of arguing helps !!!

9. The next morning we drove to Pune to stay with my cousin. We met a couple of friends and it was great catching up. Except for Harini's falling sick with viral fever, it was a great 2 days in Pune. One funny incident was that of a rat stealing my Dad's hearing aid and gnawing off the ear mold. We had a tense 1/2 hour while we searched for the missing device. It was indeed a humorous mystery.

10. We started the drive back on Tuesday morning and reached Hyderabad into its heavy evening traffic.

All in all, a wonderful trip - All kudos to the ever-faithful Jumbo and the kids for demonstrating patience to the best of their abilities.

Role of Leaders in building passionate teams

For the purposes of this post, I will focus on team-building in IT and Knowledge Engineering sector. Technologists exhibit a dominating trait that makes them different. They are driven by intellectual needs. They love to solve challenging problems. Subsequently, they only respect and admire colleagues, superiors, managers and leaders who they believe are intellectually competent in their areas of work. This is an important factor to recognize and it makes a huge difference while choosing right leaders for teams and organizations.

Passion is accepted as the best productivity tool. A team driven by passion exceeds defined goals and creates new standards. True Passion is the ability to maintain intense emotions to positively impact the goal. It is something that happens within the individual. External motivators (like wind and oxygen) definitely helps, but the spark and the fire needs to keep burning within.

How did Mahatma Gandhi move massive populations towards non-cooperation objectives. How did Martin Luther King create passion amoung thousands of people to fight racism? How did Nelson Mandela fight apartheid? They practised what they preached. They walked hand-in-hand with general populace as the compassionate co-human-being. Had they restricted their actions to public speeches from atop a podium, there would not have been the enmasse movement.

"Passionate teams" is an abundantly used buzz-word in management today. "Building Passionate teams" is a cliche. Frankly, leaders of most organizations are far away from the tactical workings of their teams. They barely know their team's daily activities. They are shielded and separated from the ground realities that affect a project delivery. They simply cannot empathize with fellow workers since they lack knowledge of the process. Some people also go to the extremity of building hierarchical walls to shield themselves from potential failures that may impact their jobs. However, the same individuals are eager to present successes as their strategic and tactical leadership. A person who cannot make time to interact with his/her employees on a frequent and regular basis is definitely missing the pulse of the organization.

Building Passion is not a one-way street or a one-time event. True and continued passion can only be generated and exhibited by being inside the field of play. No amount of watching and lecturing from the side-lines will sustain this. A leader who believes in the "Hire and Fire" model will never be able to demonstrate or build passion. Passion requires an individual to weather numerous storms. One that jumps ship or passes the buck at the drop of hat, simply is not passionate. True leaders are battle-field tested continually and demonstrate their leadership in the trenches. For those leaders who prefer to preach rather than practice, leadership is only a nominal title. It is critical for Talent Managers to identify and nip such individuals before they create permanent damage to the organization.

Criticality of the Venture Team - An experiential observation

An online dictionary defines "Venture Team" quite simply as:

ven·ture team (plural ven·ture teams)

noun

Definition:

team to start up business: a management team put together to establish a new business, secure financing, and execute a business plan Investors focus on the Team, the Idea, the Market and the Proposition (ofcourse ROI). While rest of the critical factors can be triangulated and planned upfront with data and minimal gut instincts, the TEAM factor is least predictable (even if the team has worked together in multiple successful ventures). In my experience, key cause of team divergence is the varying priorities among team members. It is tough to expect all members of the venture team to have the same financial backing and propensity to face lifestyle and societal challenges. It is almost impossible that the team receives equal support from friends and family. Motivational factors are also critical - With changing conditions, motivational needs of the individuals may start diverging. Extended team members are also critical to the success of a venture. Every venture depends on a variety of advisors, promoters, champions, enablers to keep the machine cranking at all times. If any of the critical path individuals drag their feet, the whole team gets slowed down if not derailed. A resilient team is one that plans backup for all critical path tasks and people (although that eats up into short-term efficiency). A successful venture team is like a flock of geese, each member playing its role to perfection and continuously rotating the formation to maintain efficiency and consistency. Easier said than done, this requires a team with an "us" EGO not "I".

The Career Cycle Pattern - An Optimization Problem

Have you observed patterns in your career? This question assumes you are paying attention to your CAREER and not just on the job, pay or position :-)

Are you striving continuously to carve a career for yourself? Well, if you do, are there times you are disappointed at the path it appears to lead you into.

Despair not !!! If you step back and look at a 10-12 year span of your career, you will observe some amazing patterns. As you analyze and recollect the circumstances, you will actually notice whether you were consistent in your ambitions or not.

Your career is an NP-hard problem (*) (If you want to understand that gobbledygook, visit http://en.wikipedia.org/wiki/NP-hard). In order to analyze it, you need to decompose it into smaller temporal phases and make sense of each portion [That would be local optimization for your career planning]. Now, string together the themes from each of these smaller phases and voila... you have your global solution.

This pattern will tell you about yourself, your goals, perseverance, attitude and aptitude. It will also lead you to extrapolate what your future steps should be.

As an example, my career seems to follow a 3-4 year cycle. I see distinct themes in each cycle. The first four years went in building software applications, troubleshooting bugs, addressing customer issues. In short, the theme was "Down in the weeds". The second 4-year term saw myself taking on cross-geography initiatives and "building small, efficient and effective teams". The third was about setting up a new office location grounds-up and "developing the organization" in multiple dimensions. The 4th cycle saw me participate in the "Company-Wide Strategic direction-setting" discussions including mergers/acquisitions among other things.

As I analyze this data further, it demonstrates a certain course of progression. It gives a fair picture of my goals, attitude and aptitude. But, what does that tell me about the upcoming 5th 4-year career term? I have a choice - to continue through the trajectory or to make a disruptive shift onto a lateral career plate. I would start by listing the objectives for this phase as well as for the overall career progression. I would then look at some influencing life-style variables. Hopefully that will give me the necessary data to arrive at a logical answer...

In conclusion, the science of career planning and optimization is indeed fun and challenging. There are no proven answers for the problem. There are only approximations and educated guesstimations. Who would you trust to solve such a problem, if not yourself?

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(*) At each point of time in your career you have multiple choices to make that will impact your next state.

1. Since there exists the possibility of multiple results for a specific action in a specific situation, this is classified as a non-deterministic problem

2. Evaluating each possible outcome for each situation and action has a "polynomial time" complexity

Does 360 degree feedback actually work ?

Personally, I am a fan of the 360 degree feedback process. It is a wonderful way to keep pulse on the team ecosystem and to ensure that individual behaviors that hamper objective progress are adjusted along the way. However, there are factors that make this amazing process meaningless. Here are a few...

1. Open and Trusted participation of individuals undergoing 360 is absolutely critical. Most 360 processes fail because of passive conduct from participants. Feedback receivers start building defense shields (with managers, peers and reports) as soon as this process is initiated. Feedback providers see absolutely no value in providing useful feedback and hence resort to filling the blanks as a checklist

2. Absolute trust and understanding between feeback receiver and manager is paramount. There could be some comment(s) (from reports or peers) that criticize certain action or behavior without full knowledge of the circumstance/situation that the individual faced. In these cases, manager and employee are the only ones who can fully understand the background and evaluate the comment appropriately. This assumes there is a good relationship and understanding apriori, a precondition that fails most often.

3. Process (not content, ofcourse !!!) needs to be transparent to the participating group. Feedback receivers and their managers must have a choice of selecting providers. The questionnaire should be unambiguous and allow for free-form provision of supporting data. This process can be run semi-annually to gather feedback and measure corrections

4. Finally, there should be substantial period (2 to 3 cycles) of consistency in teams and reporting relationships to get correct and actionable data.