5 Things To Avoid In Your Organization: A Guide to Building a Healthier, More Productive Work Environment

 5 Things To Avoid In Your Organization: A Guide to Building a Healthier, More Productive Work Environment

As organizations evolve and face new challenges in the modern workplace, it becomes increasingly important to identify and avoid common pitfalls that can undermine performance, employee well-being, and organizational culture. While there are countless obstacles that businesses must navigate, some are particularly insidious and can have long-lasting negative effects if left unchecked. In this article, we'll explore five critical issues you should avoid in your organization to help foster a healthier, more productive work environment: Pleasanteeism, Nomophobia, Pseudo-compartmentalization, Pseudo-matrix reporting, and Pseudo-grassroots planning.

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1. Pleasanteeism: The Silent Productivity Killer

Pleasanteeism refers to the phenomenon where employees feel the need to excessively please their superiors, even at the cost of their own well-being, productivity, or honesty. This often stems from an environment that emphasizes maintaining appearances or an expectation of constant positivity. While it may seem like a good thing at first glance (after all, who doesn't want to keep their boss happy?), it can actually stifle open communication, discourage critical thinking, and prevent real problems from being addressed.

In organizations where pleasanteeism runs rampant, employees might agree to unrealistic deadlines, overcommit to tasks, or avoid voicing concerns, all in an effort to appear agreeable or competent. The result is often burnout, decreased employee morale, and a lack of innovation, as critical feedback and diverse perspectives are suppressed.

How to Avoid Pleasanteeism:

• Create a culture of psychological safety where employees feel comfortable speaking up and expressing dissenting opinions.
• Encourage honest feedback, both from employees and towards leadership.
• Foster a leadership style that values transparency and values constructive criticism over blind compliance.

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2. Nomophobia: The Hidden Distraction at Work

In today’s digital world, nomophobia—the fear of being without your mobile phone—has become an increasingly common issue in the workplace. While smartphones have revolutionized communication, they also bring a host of distractions that can severely disrupt productivity. The anxiety that comes with the fear of being disconnected often leads employees to feel pressured to respond to emails, texts, or social media messages around the clock, even during off-hours or in meetings.

This chronic state of "always-on" is particularly harmful in terms of employee focus and engagement. It prevents workers from fully immersing themselves in tasks, leading to scattered attention and a lack of deep work, which is essential for creative thinking and problem-solving.

How to Avoid Nomophobia:

• Set clear boundaries around communication expectations, such as designated "no-phone" hours for deep work or meetings.
• Encourage employees to take regular breaks from screens and prioritize face-to-face or phone communication where appropriate.
• Lead by example—avoid over-checking your phone during meetings or when interacting with your team.

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3. Pseudo-compartmentalization: The Illusion of Control

Pseudo-compartmentalization is the tendency within organizations to create rigid departmental silos that hinder collaboration and communication across teams. While dividing tasks into specialized areas is a fundamental part of organizational structure, when these divisions become too pronounced, employees may be discouraged from stepping outside their designated roles. This artificial compartmentalization can limit creative problem-solving, slow decision-making, and stifle innovation.

Employees might be given specific tasks but lack the broader context of how their work fits into the organization’s larger goals. Without an integrated approach to operations and communication, productivity and morale can take a significant hit.

How to Avoid Pseudo-compartmentalization:

• Encourage cross-functional teams and regular interdepartmental meetings to share knowledge and insights.
• Promote a culture of collaboration and transparency, where employees from different teams freely share ideas and best practices.
• Ensure that employees understand how their role contributes to the broader organizational mission.

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4. Pseudo-matrix Reporting: A Confusing Web of Authority

Pseudo-matrix reporting refers to a structure where employees have multiple reporting lines—often to both functional and project managers—but without clear delineation of authority or responsibility. While matrix organizations, in theory, can provide flexibility and adaptability, pseudo-matrix structures create confusion and ambiguity, leading to mixed signals about priorities, responsibilities, and decision-making authority.

This lack of clarity can lead to inefficiencies, as employees struggle to navigate competing demands from different managers, often resulting in conflicting directives and delayed decisions. Moreover, the absence of clear ownership can undermine accountability and lower employee morale.

How to Avoid Pseudo-matrix Reporting:

• Clarify roles and reporting structures to avoid confusion and ensure that employees know who to turn to for decisions.
• Use a clear RACI (Responsible, Accountable, Consulted, Informed) matrix to map out the decision-making process and responsibilities for key projects.
• Promote a culture of clear, transparent communication, so that employees understand not only what they are responsible for, but also who is accountable for what.

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5. Pseudo-grassroots Planning: The Appearance of Collaboration Without Real Change

Pseudo-grassroots planning occurs when leadership claims to have involved employees in decision-making or strategic planning but has not genuinely empowered them. This often takes the form of "token" surveys, focus groups, or town halls that give the appearance of input, but the actual decisions are made at the top without considering the feedback in a meaningful way.

This tactic not only demotivates employees but also erodes trust between leadership and staff. When employees sense that their input doesn't truly impact the organization’s direction, they become disengaged, and innovation stalls. Moreover, without authentic involvement, employees are less likely to buy into organizational changes or initiatives.

How to Avoid Pseudo-grassroots Planning:

• Implement authentic, two-way communication processes where employee input is actively considered in decision-making.
• Make it clear how employee feedback directly influences decisions and changes.
• Involve employees early in the process and give them ownership of initiatives to ensure a sense of genuine collaboration.

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Conclusion: Creating a Healthy Organizational Culture

To build a thriving, productive organization, it's crucial to avoid the hidden dangers that can undermine trust, collaboration, and employee satisfaction. By addressing pleasanteeism, nomophobia, pseudo-compartmentalization, pseudo-matrix reporting, and pseudo-grassroots planning, you can pave the way for a more effective, communicative, and engaged workforce.

Investing in your employees' well-being and fostering an environment of trust and clarity will not only boost performance but also create a sustainable culture where people are genuinely invested in your organization's success.

After all, an organization that avoids these pitfalls is one that can innovate, adapt, and truly thrive in today’s fast-paced business landscape.

 

Play Mahabharata Like Bheeshma!

Play Mahabharata Like Bheeshma!

Life Coaching Series

The Science of Command, Control, and Charge

In the great epic of Mahabharata, there is no character as tall, towering, overshadowing and magnanimous as the great warrior and statesman of Hastinapur – Bheeshma. His whole life is like that of a chess game from birth to death and his role akin to the Queen / Minister on the chessboard i.e. the most powerful piece that make or break any game. If you have read this great epic, you will notice that Bheeshma witnessed the rise and fall of seven generations throughout his life right from Nala (Bheeshma’s grandfather) through Abhimanyu (Bheeshma’s great-great grandson). He diligently and steadfastly observed 3 vows his entire life:

•        Vow of Lifelong Celibacy (Brahmacharya) – at speech level i.e. declared openly
•        Vow to Protect Hastinapur (Rashtradharma) – at action level i.e. scrutinized by all
•        Vow to remain Righteous in Action (Paramadharma) – at thought level i.e. clear conscience   

Gain Command Through Sacrifice

Bheeshma’s life trajectory is decided the moment he takes the vow of lifelong celibacy for the sake of his father Shantanu’s happiness and give up his birthright, in order to satisfy Satyavati’s (Shantanu’s second wife) desire that her children must access to the throne. As a result of which he receives the boon of “Ichha Mrityu” (control over time of death) from his father. He then assumes command of Hastinapura after his father’s death, as Chitrangad was a child then. Later on, after Chitrangad’s demise, he manages the political affairs once again since he was issueless.

By the mere act of taking this terrible oath, he immediately gains wide recognition and is revered by all. Irrespective of which side he fought with in the final war, he is respected throughout and is the most trustworthy individual amongst all other characters. Commanding this kind of respect and trust so early in life, is something that any leader can strive for but is often elusive. This is possible only through the sacrifice of personal interest over the welfare of others.

Seize Control Through Resolve

Bheeshma’s life takes another turn, when he wins a battle at Kashi kingdom and brings Amba, Ambika and Ambalika as brides for Vichitravirya (Satyavati’s second son). Amba is offended as she gets rejected by both Vichitravirya and her lover King Shalva. Amba ensures a fight between Bheeshma and his Guru Parashurama which ends in a stale mate. Later on, she receives the boon from Shiva to be reborn as Shikhandi (a transgender) in order to exact her revenge from Bheeshma.  Throughout these events, Bheeshma remains the de facto guardian of Hastinapura. Further, he refuses to take over the throne after the premature demise of Vichitravirya who had no heir. He arranges for impregnation of Ambika, Ambalika and a maid through Sage Vyasa; so that the royal lineage is maintained. He is forever the caretaker of Hastinapura before, during and even after every transition. It remains so before the ascension of Pandu and then Dhritarashtra.

It can be observed that in addition to his first vow, he also maintains his second vow and inadvertently or unwillingly seizes control of all royal and political affairs throughout his lifetime. He literally nurtures Hastinapura even without ascending to the throne and remains a faithful caretaker all his life. It is the effect of his vows, that power falls in his lap just like a ripe mango drops to the ground.

Take Charge Through Wisdom

Even during the 18-day war at Kurukshetra, he was the supreme commander in-charge of the Kuru army for 10 days. He was formidable and literally undefeatable. It must be noted that Lord Krishna had vowed that he will not wield a weapon and fight in the war. Bheeshma compelled Krishna to almost break his vow by injuring both Arjuna and Krishna severely on the battlefield; where Krishna alights from the chariot and lifts a wheel to hurl it at Bheeshma. Further, when it becomes clear that it is impossible for the Pandavas to win with Bheeshma leading the Kuru army; Bheeshma himself provides a hint by saying that, “I will lay down my life if someone of the opposite gender is fielded against me”. Taking this cue, Krishna suggests that Shikhandi be fielded against Bheeshma with Arjuna as the charioteer. Thus, true to his word Bheeshma avoids fighting Shikhandi and indirectly provides opportunity to Arjuna to shoot him with arrows.

This sounds simple to read but is very profound in its meaning. Here, he exemplifies righteousness by fulfilling all these three vows simultaneously. If one is committed to one’s cause then one must be willing to play a spoilsport, even it means bringing death upon oneself.

Conclusion

If one can observe carefully the trajectory of Bheeshma’s life, in spite of his three vows, in spite of the burden of respect and trust thrusted upon him and in spite of the huge responsibilities shouldered upon him; he emerges as the epitome of Karma or duty. Bheeshma himself describes Dharma as being “subtle” when a humiliated Draupadi questions the right of Yudhishthira to gamble and lose her in the court of Dhritarashtra. It Bheeshma who ensures that Satyavati is married to Shantanu. It Bheeshma who protects Satyavati from Ugrayudha Paurava who lusts her after the death of Shantanu. It is Bheeshma who frees Amba to do her penance for revenge. It is Bheeshma who ensures the birth of Vidura (the treasurer of Hastinapura and the only warrior who doesn’t enter the war). It is Bheeshma who knowingly or unknowingly ensures that Shakuni remains at Hastinapura to exact revenge. It is Bheeshma who calls upon Dronacharya to train the royal princes (both Kauravas and Pandavas) in warfare. The fact remains that Bheeshma drives the kingdom of Hastinapura right from his entry till exit. An observant mind will notice that Bheeshma is in total control throughout and plays out his role like a chess game, where every move is carefully crafted keeping the future in view with a righteous intent.

If you liked reading this, then you can also check these out:

Win Mahabharata Like Shakuni

Avoid Mahabharata Like Vidur 

For those who don't like reading, the video version is available here: 

Click Here To Watch Video Blog 

The Moneybag Perception Problem: A tunnel-view perception that poses a silent threat to the organization

Business Improvement Series

“I help improve people, processes and products – in that order!” As a CMC, I use this tagline as a sales pitch to prospective clients. Some might be impressed with it while some might question the underlying meaning. So, I’m about to disclose the profound philosophy behind my tagline. It is an outcome of my two decades of experience having served over two hundred clients across geographies and industry sectors.

Any business is always a “going concern”, irrespective of its trajectory or history. In this context, organizational development (OD) is of prime concern which is the pars virilis of any leader. There are several OD theories like systems theory, human relations theory, action research theory, etc. where a specific framework is adopted to understand and implement organizational growth. However, there is none to my knowledge that addresses OD problems in a holistic manner. As mentioned earlier that any business is a going concern and will continue to operate as long as there is sufficient cash-flow; it is imperative that it must also work on its “Brand Value” and “Goodwill” (BV&G); in order to grow. Top leaders are very well aware that long-term sustainability depends on BV&G and not just on cash-flow whether it is generated via investors or customers. A push-pull strategy (fundraising & valuation to sales strategy & customer acquisition) on its own can only elongate the survival but can never take you to the next level. For example, we all are aware of a major e-commerce startup that is running on losses since its inception but still is heavily backed by investors. In stark contrast, we also have a few other startups that have been star performers since over a decade with very pleasant returns to its shareholders including investors and customers. With this background, we can now have a look at the below image:

Figure 1: MPP Overview

 The “Moneybag Perception Problem” (MPP) is rampantly prevalent in organizations that are trying to thrive in a competitive environment. By definition, it is a tunnel-view perception purely arising out of a consumerist mindset, where one sees every other opportunity / situation / partner / person as a potential “Money bag”. This kind of a perception can affect the organization both internally and externally as shown in the image above. For example, your sales team starts seeing every other prospect as a “Moneybag” and measures the customer in terms of ticket value. Prima facie, there is nothing wrong in performance metrics like NPS, CAC, LTV, etc. which can be part of your planning, forecasting, KPIs and KRAs; but it becomes a problem when your sales team develops this perception right from the beginning of the sales cycle and carries it throughout execution. Such an approach will eventually reduce customer satisfaction due to a dip in the service delivery; as each customer will not be treated equally and this can spiral down into increased efforts in the long run, thereby increasing costs. Likewise, your HR team starts seeing each employee as a “Moneybag” and measures every employee in terms of their pay-band levels. Once again, there are formal processes to measure employee performance but this approach can spread like wildfire within the “informal organization” that exists everywhere; and very soon there can be an air of discomfort where all employees are not treated with equality. In this manner, employee performance levels can plummet as the work culture gets affected and very soon the attrition rate can rise to staggering levels, which will directly impact the overheads of the organization.

Figure 2: MoneyBag (generated via hotpot.ai)

The “Moneybag Perception” if ignored for certain duration; will certainly have a negative impact on the BV&G of the organization. I have personally witnessed teams disbanded, projects discontinued and organizations restructured for the wrong reasons owing to the phenomena of MPP. When I discuss on business improvement with team leads or even the top management; they usually come back with typical responses like “we are currently having a very high attrition rate and unable to manage our operations effectively”, “there’s too much competition in the market right now hence our sales is taking a hit”, “we are dependent on our sole supplier and hence we are losing orders”, “we are trying to raise funds but our investors are not confident enough” so on and so forth. Each statement is self-defined and there is a clear lack of understanding of the problem in most cases. Most of the times, clients are only able to convey the “Reaction” without being able to identify or define the problem accurately. So, how do we tackle this type of a silent killer?

Any business organization exists to deliver a product to the customer – be it a tangible product or a service. Your product can only be as good as the process behind it and your processes can only be as effective as the people who drive it. Now, here comes the solution – you have to ensure that you have the right people driving efficient processes that can deliver the right product. In our given example, it is the leadership team that has to work on the sales team and the HR team in order to bring about an organization-wide change. The management team then has to redefine the policies that can revitalize the service delivery and work culture of the organization. This will organically lead to continuous improvement of your product and / or service both internally and externally. To be able to achieve this you have to eliminate the MPP through a series of steps which can be very specific to the needs of your organization. I must reiterate that most organizations fail to make a turnaround because the leaders too are often a victim of the MPP and are unable to “see beyond” the reaction viz. the repercussions occurring due to total ignorance or complete denial of the existence of MPP.

Figure 3: Tagline (image via picsart..com)

As we know that any business is a “going concern”, as consultants let us strive to make it into a “winning concern”. Let me conclude once again with my tagline – “I help improve people, processes and products – in that order!”

Induction and Grooming of Next Generation into the Family Managed Business in the Indian Context

Introduction:

Family managed businesses have long been a prominent feature of the Indian economy, contributing significantly to its growth and development. These businesses often pass down from one generation to the next, presenting both opportunities and challenges in terms of sustaining success and growth. The induction and grooming of the next generation into these businesses play a crucial role in ensuring a seamless transition while adapting to changing market dynamics. This essay explores the process of preparing the next generation for leadership roles in family managed businesses within the Indian context, and also provides a comprehensive list of "To Dos" to help them succeed.

Apart from this, a certain level of sophistication and an accurate perception is required to be a successful young leader. This can be achieved only via the right behaviour, attitude and critical skills.

While technical skills, education, and leadership qualities are critical, the day-to-day activities of a family managed business require a level of realism, substance, and conviction that goes beyond these attributes. Successfully integrating these qualities into the operations of the business is essential for sustainable growth, ethical practices, and long-term success.

Section 1: Must To Do’s

a. Induction Process:

Understanding the Business Foundation: The initial step is to ensure that the next generation understands the core values, history, and vision of the family business. This involves immersing them in the business operations, visiting production facilities, and understanding the supply chain and customer base.

Formal Education: A solid academic foundation is essential. It's recommended that the next generation pursue relevant degrees in business, management, finance, or other related fields. This formal education equips them with the theoretical knowledge required to complement their practical experiences.

Upskilling and Training: Continuous learning is vital. The next generation should attend workshops, seminars, and training programs in areas such as leadership, negotiation, communication, and market trends. This helps them stay updated with industry advancements.

Cross-Functional Exposure: The next generation should gain exposure across various departments, roles, and responsibilities. This broadens their understanding of the business ecosystem, fostering empathy and cooperation with employees at all levels.

Mentorship: Experienced family members and outside professionals can provide valuable guidance. Mentorship programs facilitate the transfer of knowledge, provide insights into decision-making, and prepare them for leadership roles.

b. Grooming for Leadership:

Ethics and Values: Instilling a strong sense of ethics and values is essential. The next generation should understand the importance of transparency, honesty, and fairness in business dealings.

Decision-Making Skills: Encourage them to participate in strategic discussions and decision-making processes. This develops their critical thinking and analytical skills, preparing them for leadership roles where tough decisions are a regular occurrence.

Risk Management: Exposing the next generation to risk assessment and management strategies helps them make informed choices and navigate uncertainties in the business landscape.

Innovation and Adaptability: Family businesses must evolve with the times. Fostering an innovative mindset and an openness to change equips the next generation to adapt to new technologies and market trends.

Networking: Encourage participation in industry events, seminars, and conferences. Networking with peers and professionals helps them gain diverse perspectives and insights.

c. "To Dos" before Joining the Family Business:

Upskilling: Pursue relevant academic degrees, certifications, and courses to enhance business acumen and industry-specific knowledge.

Volunteering: Engage in volunteering activities to develop empathy, leadership skills, and a sense of social responsibility.

Gain Exposure Elsewhere: Work or intern in other organizations to gain diverse experiences, learn different management styles, and gather new ideas.

Develop Interpersonal Skills: Hone communication, negotiation, and conflict resolution skills to effectively interact with employees, clients, and stakeholders.

Learn Financial Literacy: Understand financial management, investment strategies, and risk assessment to contribute effectively to business growth.

Stay Technologically Current: Familiarize yourself with emerging technologies that can drive business innovation and efficiency.

Cultivate Leadership Abilities: Take on leadership roles in extracurricular activities, clubs, or community organizations to refine leadership skills.

Networking: Build a strong professional network by attending industry events, workshops, and conferences.

Section 2: Behavioural Skills, Attitude, Critical Thinking, and Empathy for Nextgen Leaders

Behavioral Skills: Behavioral skills are essential for the successful integration of the next generation into family managed businesses. These skills encompass a range of interpersonal abilities that contribute to effective communication, collaboration, and leadership.

Communication: Strong communication skills are vital for conveying ideas, expectations, and instructions clearly. The next generation should learn to communicate with various stakeholders, including employees, clients, suppliers, and investors.

Conflict Resolution: Family businesses often face internal conflicts. Teaching conflict resolution techniques helps the next generation address disagreements constructively, preserving family relationships and business harmony.

Teamwork: Collaborative teamwork fosters innovation and efficiency. Developing the ability to work cohesively with diverse teams and leverage individual strengths contributes to a harmonious work environment.

Adaptability: The business landscape is subject to rapid changes. The next generation should be adaptable, open to new ideas, and willing to adjust strategies based on evolving market conditions.

Attitude: Attitude plays a pivotal role in the success of next generation leaders. A positive and growth-oriented attitude sets the foundation for continuous learning, resilience, and effective leadership.

Positive Mindset: Encourage a positive outlook towards challenges and opportunities. A positive attitude encourages creativity, problem-solving, and an optimistic approach to business endeavors.

Ownership: Instill a sense of ownership in the next generation. Taking responsibility for decisions and outcomes promotes accountability and commitment to the business's long-term success.

Resilience: The business journey is filled with ups and downs. Developing resilience helps the next generation bounce back from setbacks, learn from failures, and maintain perseverance.

Critical Thinking: Critical thinking is a cornerstone of effective decision-making and problem-solving. It involves analyzing situations objectively, considering various perspectives, and making informed choices.

Analytical Skills: Develop the ability to analyze data, trends, and market dynamics. This skill empowers the next generation to make strategic decisions based on factual insights.

Problem-Solving: Encourage a proactive approach to problem-solving. Equipping the next generation with critical thinking skills helps them identify challenges, assess alternatives, and implement effective solutions.

Empathy: Empathy is crucial for building strong relationships, both within the family and with external stakeholders. It involves understanding others' perspectives, emotions, and needs.

Employee Relations: Developing empathy towards employees fosters a positive work environment, boosts employee morale, and encourages loyalty and dedication.

Customer-Centric Approach: Empathy towards customers helps the next generation understand their preferences and needs, leading to improved customer satisfaction and loyalty.

Section 3: Being Realistic, Having Substance, and Conviction in Day-to-Day Activities of the Business

Being Realistic: Realism involves understanding the business's strengths, weaknesses, opportunities, and threats without bias. The next generation should embrace a practical approach to decision-making and goal-setting.

Strategic Planning: Set achievable goals and objectives based on a realistic assessment of the business's current state and market conditions. Avoid overambitious targets that could lead to disappointment or misallocation of resources.

Risk Assessment: Acknowledge potential risks and uncertainties. Being realistic about potential challenges enables proactive risk management, ensuring the business is prepared to navigate unexpected hurdles.

Resource Management: Allocate resources – financial, human, and technological – according to the business's actual needs and capabilities. Avoid overspending on unnecessary ventures or underinvesting in critical areas.

Having Substance: Substance implies depth, quality, and authenticity in the business's offerings, communication, and relationships. It's about delivering real value to stakeholders and maintaining a genuine presence.

Product/Service Quality: Emphasize the quality of products or services over superficial features. Building a reputation for substance ensures customer loyalty and trust, essential for long-term success.

Transparency: Maintain open and honest communication with all stakeholders. Transparency creates a foundation of trust, fostering strong relationships internally and externally.

Ethical Practices: Uphold ethical business practices that reflect the values of the business. Substance in ethical behavior establishes credibility and respect within the industry.

Conviction: Conviction refers to unwavering belief in the business's mission, values, and strategies. Leaders must have the confidence to stand by their decisions and lead with integrity.

Decisiveness: Make decisions with clarity and conviction. Indecisiveness can lead to confusion and missed opportunities. Trust in the decisions made and their alignment with the business's objectives.

Consistency: Demonstrate consistency in actions and decisions. A consistent approach instills confidence in stakeholders and maintains the business's reputation.

Long-Term Vision: Develop a long-term vision and stick to it, even in the face of short-term challenges. Conviction in the vision motivates employees and stakeholders to work towards a common goal.

Conclusion:

The induction and grooming of the next generation into family managed businesses in India are vital for ensuring continuity and success. This process involves a combination of formal education, practical experience, mentorship, and exposure to various facets of the business world. Equipping the next generation with a strong foundation in ethics, leadership, innovation, and adaptability prepares them to lead the family business into a dynamic and ever-evolving future. In the context of preparing the next generation for leadership roles in family managed businesses within the Indian landscape, behavioral skills, attitude, critical thinking, and empathy are as crucial as technical and business skills. These attributes enhance communication, collaboration, adaptability, and decision-making, resulting in effective leadership and sustainable growth. Integrating these qualities into the grooming process ensures that the next generation not only possesses the necessary business acumen but also embodies the values and ethics that drive successful family businesses in India. By nurturing these qualities, family businesses can build a legacy that thrives for generations to come. Incorporating realism, substance, and conviction into the day-to-day activities of a family managed business is pivotal for achieving sustainable growth and success. These qualities guide decision-making, shape relationships, and reinforce the business's credibility. While technical skills and formal education are important, it's the integration of these qualities that ensures the business's resilience, adaptability, and positive impact on its stakeholders. By embracing these principles, the next generation of family business leaders can uphold the legacy of their predecessors while navigating the complexities of the modern business landscape in India.

Contact the author Prashant A U who is a Certified Life Coach to know more on grooming your nextgen leaders!

AHAMEVYAHAM by Prashant A U

 

Hey guys! 

I have started a new youtube channel for all. 

Watch interesting stuff on Product Management, Artificial Intelligence, Blockchain, Cybersecurity, Machine Learning, Data Science, Digital Transformation, Operational Excellence, Life Coaching, Neuro-Linguistic Programming, Vedic Astrology, etal. Subscribe & stay tuned for more..! :-) 

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I have created these playlists for you so that you can choose to watch videos that interest you:

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Here's a brief introduction about myself:

I have authored two books viz. TERNICODE: LAW OF THREE (genre: Leadership / Business Management) and SWARBHANU RAHASYA: ROLE OF NODES IN DESTINY (genre: Indology / Astrology). For those interested, watch these two book launch videos:

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Just Don’t Be A “Munnabhai”!

OR

10 Things Not To Learn From Munnabhai

(Life Coaching Series)

Watch this video in case, you don't like reading just like Munnabhai...!

Inspiration is what fuels our emotions and leaders who appeal to our emotions are the ones who inspire us. Cinema or the film industry goes a long way in shaping the psyche of a society or that of a an entire nation. Sometimes, this can be counterproductive. Let me draw your attention to two similar movies viz. Patch Adams and Munnabhai M.B.B.S. Many of you would have watched at least one of these movies. Though, both movies have a similar plot but the protagonist played by Robin Williams is quite different from that of Sanjay Dutt. Both the movies have been quite popular with their respective audiences. Not being a film critic, I will not get into the nitty-gritties of the storyline. However, both the movies have had a tremendous impact on the mindset of the general public. This brings us to the current topic of leadership and how some people subconsciously misinterpret what they see on the silver screen.

In my experience, I have observed that ineffective leaders often don the garb of Munnabhai and try to steal the show with their mere presence rather than doing something worthwhile. It is very imperative for organizations to identify such tendencies in their leaders and coach them for effectiveness.

Hence, rather than what we can learn from the character of “Munnabhai”, I will be focusing on what kind of unlearning needs to be done in order to be a good leader. Here are the key takeaways: 

1.       Stick to the agenda – Just as in the movie Munnabhai interrupts during an inaugural session asking a seemingly naïve question - Do we have to fill the form?, we all have co-workers who might do that in regular meetings. The insecure leader often tries to divert the flow of conversation into something that is not part of the agenda. Such leaders often cause disinterest in the project and can even sabotage your useful time. I can quote Elon Musk here – “Walk out of a meeting if you feel it is not useful”.

 

2.       Do not run a parallel story – Storytelling is an art and it goes a long way in getting the buy in from the stakeholders, be it your customer or the top management. In the movie, Munnabhai attempts to create parallel stories at various points like setting up a makeshift hospital and pretending to be a doctor when his parents come to visit or when he cooks up a false story during a marriage proposal, etc. He keeps repeating the formula until a time comes when he inflicts self-injury to prevent himself from being rusticated from the medical college. Many leaders often fall into this trap where they try to run parallel stories in order to influence the outcome of a particular task or project in their favor. Eventually they end up hurting themselves or the organization.    

 

3.       Avoid gimmickry – A blatant mockery of the medical profession is made in the movie especially when Munnabhai calls to treat a paralytic patient humanely by addressing him with his name instead of using the word “subject”. Well, it can be dismissed when done for entertainment purposes. As opposed to the theme of the movie, it is a well-known fact that emotions can hinder the precision of a surgeon. Likewise, in a business setup a leader must never attempt using gimmickry and hope for magic just as in the movie where the patient miraculously starts responding to Munnabhai’s tricks. For example, too much use of jargon where most of the team or stakeholders do not get it, is a waste of everyone’s time, energy and resources. Elon Musk’s view – “Focus on the product and not power-point” is very much valid in this scenario.    

 

4.       Accept what is not understood – There is a scene where Munnabhai confesses to his bosom friend Circuit that though he had broken bones of many, but he had no idea that the human body is made up of 206 bones until getting into this medical school. In a real-world scenario, one does not get the opportunity to learn after the opportunity itself is lost. Hence, leaders must at times upskill themselves and accept what is not understood upfront before the beginning of any project. If the realization dawns at a later stage, it can lead to wastage and cost a lot of resources to meet up with the loss. 

 

5.       Do not sell dreams – It is a plain simple advice – do not sell dreams unless you are a marketing or a sales guy. In the movie, a terminal cancer patient is made to cheer up through a sensuous date with a hooker sent to the hospital. Well, this might suit the plot of the movie but will crash all your expectations amid reality. A good leader must never attempt to please his stakeholders for the sake of personal benefit or any other ulterior motive. The true picture must be presented with facts and a sinking project must not be used for siphoning off resources.    

 

6.       Be actionable – There is a scene in the movie where Munnabhai says “Thank You” and gives a magical hug “Jaadu Ki Jhappi” to one of the housekeepers who usually remains agitated possibly due to insensitive behavior of others around. Though this is a beautiful concept that connects with everyone at an emotional level, ineffective leaders use the very same “formula” to manipulate the perception of the co-workers. Whenever there is a problem that everyone is trying to solve, there are some leaders who will suggest something that seems quite attractive or appealing initially but fails to deliver the results in the end. As a result, the organization loses on optimization and service delivery results go nose-diving.   

 

7.       Do not downplay – In one scene, when a seriously emaciated Parsi patient is brought in for treatment and put on an IV saline, Munnabhai retorts at the doctors saying “Just feed him through the mouth” implying that there is no need of the standard treatment. The scene is stretched later, wherein the patient himself gets up to play carrom and drinks juice after his curiosity is awakened. Many leaders at times engage in downplaying various matters like the expertise of their team, criticality of the problem, inherent risk, etc. Irrespective of the reason behind this sort of behavior, downplaying any critical component of an enterprise will always lead to rework, rejection and failures.  

 

8.       Do not overshadow – Throughout the movie, Munnabhai overshadows all other characters who are made to look funny at various points of time. That makes a good script and screenplay for a comedy movie but falls flat when it comes to ground reality. Sometimes, leaders spread themselves across all aspects of a project or across all processes of an organization. They do so to hide their insecurity and lack of trust with the team. This may deliver quick wins initially as people perceive you to be a star but will surely make your image wither out in the long run as they start realizing your true worth or rather lack of it. 

 

9.       Do not bite more than you can chew – The whole movie revolves around the plot of Munnabhai wanting to become a “real” doctor. He fraudulently secures admission in one of the best medical institutes, drags on till the end but utterly fails in his final viva exam. In our zeal to achieve something more, to do what has not been done before and project a larger-than-life image, we forget our own limitations and end up overpromising and underdelivering. Many leaders fall prey to this type of mentality and end with abandoned projects or unsatisfied stakeholders.   

 

10.   Stay relevant – In one of the scenes, Munnabhai is asked to dissect a body and is given a scalpel which he holds like a knife. The professor smiles and advises him to hold it like a pen. This seemingly short yet funny scene describes how most leaders act in times of distress. I have seen many war-rooms and board meetings, where when encountered with a new situation or problem, most leaders usually fail to see the current scenario staring into their face. They almost always fall back to their prior experience and start quoting what they had done in a “similar” situation in their previous organization or assignment or project. What one has done previously may not be relevant at all to the matter at hand unless it is a case where specialist advice is needed. Thus, such leaders who lack critical thinking skills may lose their credibility over a period of time.     

All said and done – Just Don’t Be a Munnabhai!

DISCLAIMER: Anecdotal examples from the movie Munnabhai M.B.B.S. are provided to deliver the message. The author is neither endorsing the movie nor criticizing it in whatsoever manner. The takeaways have been developed by the author based on “Reverse Psychology” as part of his life coaching series. 

 

To know more and participate in my life coaching sessions like this one – “Be WISE Program” (Wisdom is always within I Insights is not what you alone see I Seity is all around you I Engineering of the self); click on the contact link provided here.

 

Avoid Mahabharata Like Vidur!

Life Coaching Series

Everyone has to fight their own battles in life. But, there’s something greater that occurs within ourselves. We are always at war with ourselves. This war within is more important than the petty battles we see outside. Whether you acknowledge it or not, it is happening within you right now. There’s a lot that goes on in our heads which goes almost unnoticed. It is this lack of awareness that is the root cause of most of our internal schisms as well as interpersonal conflicts.

The great epic “Mahabharata” has a lot to offer for the inquisitive mind. Vidur is one of the most overlooked and sidelined characters of the Mahabharata in the psyche of the public. For starters, Vidur’s main role was that of an Advisor, Minister and Treasurer of the state of Hastinapur. He was the wisest of the three brothers viz. Dhritarashtra, Pandu and himself. He is considered as a reincarnation of Lord Yama – God of Death! He is said to have written the “Vidur Neeti” (Aphorims of Vidur) – a treatise on statecraft; which is a first of it’s kind in ancient Indian history.  

Now, let us analyze his overall life events to have a greater insight into this great personality and learn about leadership. There are at least 10 things that leaders of today can learn from Vidur:

1.       Always keep a low profile: Though of royal lineage, Vidura was born of a maid servant and hence denied the opportunity of becoming the King of Hastinapur. He was raised by Bhishma along with his brothers and had no airs about himself being the wisest of all. Leaders who do not carry their weight around are the most successful in the long run.

2.       Ethical conduct precedes everything else: Dhritarashtra had the strength of 10,000 elephants while Pandu was a master archer. Vidur excelled in Dharma shastras i.e. Ethics and principles. There are many instances in his life where he displayed exemplary characteristics amidst turmoil. Great leaders never compromise on ethics and that is what contributes to goodwill, trust and brand value.

3.       Stay away from partisanship: When time came for coronation of an eligible King, Vidur knew that he would be ineligible as per the prevalent norms. Being the Chief Advisor his vote was decisive and he could have easily sided with Dhritarashtra who was blind and planned to rule with a remote control. Instead of behaving like a kingmaker, he voted for Pandu in all righteousness for the sake of the country. A leader must always be impartial and must not lean towards a particular team or department or employee just for the sake of selfish interests.

4.       Always prefer equity over equality: When the time was ripe for marriage, he chose to marry the daughter of King Devaka, who too was born out of a Kshudra (no reference to casteism here) mother. Here too, he could have preferred to marry a princess of royal birth but chose someone lower than his status. This indicates his decision-making abilities and weighing choices for a win-win situation, that are essential for a good leader. Leaders must seek equity over equality both in competition and partnerships. 

5.       Practice critical thinking: At the birth of Duryodhana, when asked by Dhritarashtra about inheritance since Pandu’s son Yudhishthira was elder to his own son; Vidura observed certain omens and declared that the new-born be killed as he may bring calamity upon the kingdom. In a corporate setup, at the launch of a new project one needs to perform thorough risk assessment and at times abandon certain projects that might become the “invisible elephant in the room” in the future. The leader must also possess acute perceptive faculties to capture what others are missing to be able to foresee the outcome clearly beforehand.

6.       Do not plan if you do not wish to execute: When Duryodhana invited Pandavas to stay at the “Lakshagraha” (palace made from flammable materials) with a plot to burn them all at once into ashes; Vidura sensed the ploy. He warned Yudhishthira about it and also arranged for a miner to dig an underground tunnel for them to escape safely. As and Advisor, his job was over after warning the Pandavas about the impending danger, but he went ahead with the objective of rescuing them. Leaders these days are primarily responsible for planning and shift the responsibility of execution to the lower rung; which is not a very good example. If you are planning, you must be prepared to execute. In other words, the best leader is the one who can navigate as well as steer simultaneously. Most leaders are either good at planning or execution and it is a rare view to see one who is good at both.

7.       Do not be a sheeple: Vidura was the only character who vehemently opposed the gambling game knowing that it would lead to distress and openly objected to the insult of Draupadi in the court. Leaders need to voice their concerns to the whole team including the top management and must not remain silent when wrong decisions are being taken that are detrimental to the greater good of the organization.

8.       Do not fear personal loss: Vidura advised Dhritarashtra to divide the kingdom between Kauravas and Pandavas to avoid an impending war; for which he was banished by the king. Eventually, Dhritarashtra realizes his mistake and invites Vidura back to the kingdom as the Prime Minister. Leaders often are unwilling to state facts as they are fearing undesired repercussions from the top management; which eventually leads to downfall of the organization. Genuine feedback may receive criticism initially but one is rewarded eventually.

9.       Do not engage in conflict: Vidura gladly accommodates Krishna when he rejects Duryodhana’s offer of hospitality. Vidura was not bound to do so and could have added fuel to fire just before the beginning of the war. Leaders must try to avoid conflict at all costs even if it means going a second mile.  

10.   Do not compromise: Vidura makes one last attempt to instill sense into Duryodhana after he rejects Krishna’s peace mission. Duryodhana rebukes Vidura and insults him which makes Vidura leave the kingdom immediately for a pilgrimage. Resourceful leaders must not compromise on objectives and not partake in wasteful expenditure at any cost.

As can be seen from the above that Vidur is the only character in the Mahabharata, who expelled all his duties efficiently while avoiding conflicts at every stage.

To know more and participate in my life coaching sessions like this one – “Be WISE Program” TM (Wisdom is always within; Insights is not what you alone see; Seity is all around you; Engineering of the self); click on the contact link provided here.