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 

Win Mahabharata Like Shakuni !

(Life Coaching Series)

The Art of Long-Term Strategy and Posthumous Success

In the grand epic of Mahabharata, few characters are as intriguing and controversial as Shakuni. Often portrayed as the quintessential villain, Shakuni's story is a masterclass in long-term strategy, manipulation, and the pursuit of revenge. But was Shakuni truly successful in his goals? Let's delve into his methods and their far-reaching consequences to understand how one can "win" even beyond death.

 

The Backstory: Motivation for Revenge

Shakuni's path to vengeance began with a tragedy. When Bhishma sought a bride for the blind prince Dhritarashtra, he imprisoned Shakuni's entire family as a show of power. Forced to watch his family starve to death, Shakuni emerged as the sole survivor, armed with dice made from his father's bones and an unquenchable thirst for revenge against the Kuru dynasty.

Lesson 1: A powerful motivation can fuel long-term planning and persistence.

The Long Game: Patience and Positioning

Upon reaching Hastinapura, Shakuni didn't immediately seek revenge. Instead, he positioned himself as a trusted advisor to the royal family, particularly to his nephew Duryodhana. This allowed him to influence decisions and sow seeds of discord from within.

Lesson 2: Position yourself strategically to maximize your influence.

Manipulation: The Art of Indirect Control

Shakuni's greatest strength was his ability to manipulate others, especially Duryodhana. By nurturing Duryodhana's jealousy and ambition, Shakuni created a powerful proxy for his revenge. He didn't need to act directly; he could achieve his goals through others.

Lesson 3: Indirect influence can be more powerful and less risky than direct action.

The Dice Game: Turning Point

The infamous dice game was Shakuni's masterpiece. Using his loaded dice, he stripped the Pandavas of their kingdom, wealth, and dignity, forcing them into exile. This single event set the stage for the eventual war.

Lesson 4: Identify and exploit critical moments that can trigger a cascade of desired outcomes.

Fomenting Conflict: The Path to Destruction

Shakuni consistently advocated for aggressive action against the Pandavas, preventing any chance of reconciliation. His goal was not just to harm the Pandavas, but to bring down the entire Kuru dynasty.

Lesson 5: If total destruction is the goal, eliminate all paths to peace and reconciliation.

Beyond Death: The Legacy of Hatred

Even after Shakuni's death in the war, the hatred he had cultivated lived on. It led to attempts on the lives of Pandava offspring, including the unborn Parikshit, showing how a well-executed plan can have effects beyond one's lifetime.

Lesson 6: True success can be measured by the lasting impact of your actions, even after death.

The Ultimate Victory?

At first glance, Shakuni's plan seems to have failed. He died in the war, the Pandavas emerged victorious, and their line continued through Parikshit. However, a closer look reveals a different picture:

1. Massive Destruction: The Kurukshetra War resulted in unprecedented devastation, with millions dead and the Kuru dynasty in ruins.

2. Pyrrhic Victory for the Pandavas: While the Pandavas won the war, they lost almost everything in the process – their children, their joy, and ultimately, their kingdom.

3. End of an Era: The war marked the end of the Dwapara Yuga and the beginning of the Kali Yuga, an age of moral decline.

4. Lasting Impact: The effects of Shakuni's actions resonated for generations, shaping the course of history in the epic's world.

Lesson 7: Success can be redefined. Sometimes, causing your enemy to "win" at a terrible cost can be the ultimate victory.

The Ethical Dilemma

It's crucial to note that Shakuni's methods, while effective, were deeply unethical and caused immense suffering. His story serves as a cautionary tale about the destructive power of revenge and manipulation.

Lesson 8: Consider the moral implications of your actions and the price of success.

Applying Shakuni's Strategies Ethically

While we can't endorse Shakuni's destructive methods, we can extract valuable lessons about strategy and apply them ethically:

1. Long-term Vision: Have a clear, long-term goal and be patient in working towards it.

2. Strategic Positioning: Place yourself in positions of influence relevant to your objectives.

3. Network Building: Cultivate relationships with key individuals who can help achieve your goals.

4. Indirect Influence: Learn to guide outcomes without always being the direct actor.

5. Identifying Leverage Points: Recognize critical moments or decisions that can have outsized impacts.

6. Persistence: Be prepared for setbacks and maintain focus on your ultimate objective.

7. Legacy Planning: Consider how your actions and decisions will impact events even after you're gone.

Conclusion: Redefining Victory

Shakuni's tale in the Mahabharata offers a unique perspective on success and strategy. While his methods were undoubtedly villainous, his ability to impact events on a grand scale, even beyond his death, is a testament to the power of long-term planning and strategic thinking.

In our own lives and careers, we can take inspiration from Shakuni's strategic mind while rejecting his destructive motivations. True victory doesn't have to come at the cost of others' downfall. Instead, it can be achieved through ethical means, creating positive, lasting impacts that continue to yield benefits long after we're gone.

By understanding Shakuni's strategies and reframing them in a positive light, we can indeed "win" our own Mahabharata – not through revenge and destruction, but through foresight, influence, and a legacy of positive change.

NOTE:

To those still worried about this intriguing character and wondering as to how can one draw inspiration from a "villain", here's a sanskrit subhashitani for you: 

"हंसः श्वेतः बकः श्वेतः को भेदो बकहंसयोः।
नीरक्षीरविवेके तु हंसः हंसः बकः बकः।।"

"Haṃsaḥ śvetaḥ bakaḥ śvetaḥ ko bhedo bakahaṃsayoḥ
Nīrakṣīraviveke tu haṃsaḥ haṃsaḥ bakaḥ bakaḥ."

Translation: "The swan is white, and so is the crane; what is the difference between the swan and the crane? In the ability to separate milk from water, the swan is truly a swan, and the crane is just a crane."

You might also be interested in this article on Vidur!

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!”

Upskilling for Management Consultants in 2023

 Upskilling for Management Consultants in 2023

(Life Coaching Series)

Introduction

The field of management consulting in India is evolving rapidly, driven by the country's dynamic business landscape, the need for innovative solutions, and the constant demand for expert advice. To thrive in this competitive environment, management consultants must continually upskill themselves. This article explores the importance of upskilling for management consultants in the Indian context, the key skills and knowledge areas to focus on, and the various avenues available for upskilling.

The Evolving Role of Management Consultants in India

Management consultants play a pivotal role in helping organizations solve complex problems, enhance their operations, and drive growth. In India, their role has expanded beyond traditional advisory services to include digital transformation, sustainability, and addressing unique challenges specific to the Indian market. As businesses adapt to global competition and technological advancements, management consultants must stay ahead by upgrading their skills.

Importance of Upskilling for Management Consultants

Management Consultant too like any other role in the business arena can tend to become redundant with changing times. One needs to constantly move forward over the learning curve and adapt to the current and future needs of the market. Here are the main reasons for the same:

a)    Meeting Client Expectations: Clients today expect consultants to provide innovative solutions that align with the latest industry trends and best practices. Upskilling ensures that consultants can meet these expectations and deliver value-added services.

b)  Navigating Technology: The digital revolution has transformed the business landscape. Management consultants must understand emerging technologies like AI, data analytics, and blockchain to help clients harness their potential for growth.

c)  Cross-Functional Knowledge: Clients often require consultants to work across various functions such as finance, marketing, and operations. Upskilling in diverse areas equips consultants to handle multifaceted projects effectively.

d)  Competitive Edge: In a highly competitive consulting industry, continuous learning and development provide a competitive edge. Upskilled consultants are more likely to attract and retain clients.

Key Skills and Knowledge Areas for Upskilling

Staying updated with the latest trends is crucial for management consultants in India. Here are some of the latest trends and areas for learning in the management consulting field along with related courses that can help consultants enhance their expertise:

    1.       Digital Transformation: Understanding digital tools, data analytics, and emerging technologies is critical.

- Trend: Emerging technologies to leverage business possibilities and driving automation.

- Learning Area: Data Analytics, Artificial Intelligence, Machine Learning, Blockchain Technology.

- Courses: "Digital Transformation" by Coursera or edX, "Data Science and Machine Learning Bootcamp with R" by Udemy, "Blockchain Basics" by IBM on Coursera

    2.       Industry-specific Expertise: Depending on their niche, consultants should acquire deep industry knowledge to provide specialized solutions.

- Trend: Highly specialized services in each industry / domain with usually technology driven approach.

- Learning Area: FinTech, EdTech, AgriTech, MedTech, etc.

- Courses: "Healthcare Management" by edX or "Finance for Non-Finance Professionals" by Coursera

    3.       Soft Skills: Effective communication, leadership, and problem-solving skills are essential for client engagement and project success.

- Trend: Critical thinking faculties amidst changing environment.

- Learning Area: Communication, Leadership

- Courses: "Leadership, Organizational Culture, and Change" by LinkedIn Learning

    4.       Sustainability and CSR: Given the growing focus on sustainability in India, consultants should be well-versed in sustainable practices and corporate social responsibility.

- Trend: India is no more just competing with the world but is emerging as a leader

- Learning Area: Social Accountability, Corporate Governance, etc.

- Courses: "Sustainable Business Strategy" by Coursera

    5.       Regulatory and Compliance Knowledge: Staying updated on Indian business regulations and compliance requirements is crucial for providing sound advice.

        - Trend: Navigating changing government policies and regulations.

        - Learning Area: Courses on government affairs, regulatory compliance, and public policy analysis.

        - Courses: "Corporate Governance and Business Ethics" by edX

        6.       Cross-Cultural Competence: India's diverse business environment demands cultural sensitivity and an ability to work with clients from different backgrounds.

- Trend: Highly positive investment scenario in India.

- Learning Area: Cultural Motivation, Leadership, etc.

- Course: "Cultural Intelligence for Leaders" by LinkedIn Learning 

7.       Digital Marketing and E-commerce: India is emerging as a world leader across several areas and is also the largest market by demographics.

- Trend: The shift towards digital channels and e-commerce in a post-pandemic world.

- Learning Area: Digital marketing strategies, e-commerce management, and online customer behavior analysis.

- Courses: “Complete Digital Marketing” by Udemy

8.       Sustainability and ESG (Environmental, Social, and Governance): A triple bottom-line reporting is encouraged by business leaders worldwide and has become imperative for the corporate world to stay competitive as well as demonstrate their contribution towards a sustainable economy.

- Trend: Growing emphasis on sustainability, responsible business practices, and ESG reporting.

- Learning Area: Sustainability strategy development, ESG reporting frameworks, and green finance.

- Courses: “ESG Risks and Opportunities” by Coursera 

9.       Remote Work and Virtual Collaboration:

- Trend: The adoption of remote work and the need for effective virtual collaboration tools.

- Learning Area: Courses on remote team management, virtual communication, and collaborative software tools.

- Course: “Remote Work Essentials” by edX 

10.   Agile and Design Thinking:

- Trend: Agile methodologies and design thinking for innovation and problem-solving.

- Learning Area: Agile project management, design thinking workshops, and user-centric design.

- Courses: “Design Thinking Basics” by Simplilearn, “Agile for Beginners” by Great Learning 

11.   Cybersecurity and Data Privacy:

- Trend: Increasing concern over data security and privacy in a digital age.

- Learning Area: Cybersecurity fundamentals, data protection regulations (e.g., GDPR), and risk assessment.

- Courses: “Google Cybersecurty Professional Certificate” by Coursera, “Data Privacy Fundamentals” by Coursera 

12.   Supply Chain Resilience:

- Trend: The importance of resilient supply chains in the face of disruptions.

- Learning Area: Supply chain optimization, risk mitigation, and digital supply chain solutions.

- Courses: “Introduction to Data-Driven Supply-Chain Resilience” by edX 

13.   Diversity, Equity, and Inclusion (DEI):

- Trend: Emphasizing DEI in organizational culture and practices.

- Learning Area: DEI training, cultural sensitivity, and inclusive leadership.

- Courses: DEI online training courses by LinkedIn 

14.   Project Management:

- Trend: Hybrid PM approach and inclusion of automation.

- Learning Area: Automation Tools in PM, Emotional Quotient, etc.

- Course: "Project Management Professional (PMP)® Certification" by PMI 

15.   Risk Management:

- Trend: Proactive strategies, data privacy and AI in GRC.

- Learning Area: DEI training, cultural sensitivity, and inclusive leadership.

- Course: "Risk Management for Corporate Leaders" by edX

Avenues for Upskilling

a)       Formal Education: Management consultants can pursue advanced degrees or specialized certifications in fields like data science, digital marketing, or finance. Indian institutions and global online platforms offer various courses. 

b)      Professional Development Programs: Many consulting firms provide in-house training programs and resources for their consultants. These programs focus on industry-specific knowledge and consulting methodologies. 

c)       Online Learning Platforms: Platforms like Coursera, edX, and LinkedIn Learning offer a wide range of courses on business and technology topics. These can be accessed from anywhere in India.

d)      Industry Conferences and Seminars: Attending conferences and seminars can provide exposure to the latest trends and networking opportunities with experts in the field. 

e)      Mentorship: Establishing a mentor-mentee relationship with an experienced consultant can be highly beneficial for learning from real-world experiences.

Conclusion

These trends reflect the evolving landscape of management consulting in India and offer opportunities for consultants to specialize and provide valuable insights to their clients. To stay competitive and meet client expectations, it's essential to continuously update skills and knowledge in these areas. These courses cover a range of essential skills and knowledge areas for management consultants in India, helping them stay competitive and relevant in the evolving consulting landscape. Keep in mind that the choice of courses should align with your career goals and the specific needs of your consulting niche. Additionally, some of these courses may offer certifications, which can further enhance your credentials in the industry.

The role of management consultants in India is continually evolving, and staying relevant requires a commitment to upskilling. The Indian context presents unique challenges and opportunities, making it imperative for consultants to invest in their professional development. By acquiring a diverse skill set and keeping up with industry trends, management consultants can not only meet client expectations but also contribute to the growth and success of businesses in India. Upskilling is not just a personal investment; it is an investment in the future of consulting in India.

Disclaimer: The courses mentioned in the article are a result of online search for free or short courses and the author does not endorse any of the brands offering these courses.

Prashant Upadhyaya is a Strategy Consultant having about two decades years of experience with expertise in operational excellence, digital transformation and product management across several industry domains. He has handled over 200 clients and is also a published author. To know more about him, you can visit his personal profile: https://udyphy.com/ 

 

 

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!

KNOW YOUR ENEMY - “MANTHARA”

 (Life Coaching Series)

Who doesn’t have any enemy? We all in the course of our life journey, in our endeavor to achieve something, with all our idiosyncrasies keep encountering enemies from time to time. In fact, it can be safely assumed that one who doesn’t have any enemy has never attempted anything worthwhile in life.

Now, there can be different kinds of enemies that can be classified as below:

Enemies	Open	Hidden
Known	Need to face them at any cost	Need to be alert always
Unknown	Need to understand their moves	Need to allure them to come out of hiding

 Different levels of hurdles can be posed by each type of enemy but, the most unpredictable is the one who remains unknown and hidden. In this context, let me draw your attention to the infamous “Manthara” of the great epic Ramayana. Manthara (formerly Princess Rekha and sister of Queen Kaikeyi) is deemed by many to be the villain who was the cause for Lord Rama’s exile and Sita’s miseries.

Those who have read this epic are aware of the actions of Manthara and the sequence of events that followed. For others, let me list out the same herewith:

1. An overambitious Princess Rekha utilizes potent potions to look attractive and fit for several years
2. An adverse reaction of this leads to her turning into a hunchback with sagging skin making her look old and diseased
3. Kaikeyi, her sister resorts to take up her responsibility whom she accompanies with to Ayodhya after her bethrotal to King Dasharatha
4. Kaikeyi fights alongside Dasharatha in the battlefield and also saves his life for which Dasharatha grants her 2 boons / wishes, which she banks up for a future date
5. Manthara has always been caring towards Kaikeyi and does it even more after this event for which she gets rebuked by all as a maidservant
6. Upon hearing news that the King has selected Prince Rama (Kaushalya’s son) to be coronated instead of Prince Bharata (Kaikeyi’s son), Manthara is filled with rage
7. It is Manthara who provokes Kaikeyi with the premise that her own son Bharata may be denied a good royal life if he is denied the throne
8. It is Manthara who reminds Kaikeyi that she should demand the ascension of Bharata to the royal throne and exile of 14 years for Rama, in lieu of the 2 boons that Dasharatha owed to her

Rest of the events are history that make up the rest of Ramayana. I would like you to pause here and think about an alternative sequence of events had this occurred in the current times:

1. What if Dasharatha had refused to honor his boons?
2. What if Rama had refused to honor his father’s word?
3. What if Sita had not chosen to follow Rama?
4. What if Lakshmana had not chosen to follow and serve his brother Rama in exile?
5. What if Bharata had chosen to accede to the throne and declare himself as the King of Ayodhya?

It would have been quite a different story, much like the “Game of Thrones” or that of despotic rulers like Aurangzeb, Herod, Peter, etc. In Ramayana, the evil plans of Manthara fell flat at Bharata’s level. Alas, now we might not see such kind of sacrifice for one another anymore. We don’t have people like Dasharatha, Rama, Sita, Lakshamana, Bharata anymore, but we do have people like Manthara amongst us.  

Hence, we need to understand the modus operandi of people like Manthara amongst us. Her villainous character has the following shades:

1. Overambitious who would go to any extent to remain the center of attraction (using harmful concoctions for beautification)
2. Resentful and revengeful temperament forged by a shattered and mortified ego (rebuked by all for ugly looks and actions too)
3. Megalomaniac control freak who could mask real intentions behind a caring attitude (total control of her sister). 

Further, it would be impossible for anyone to think that someone frail and lowly like Manthara could eke out such evil plans. She cunningly utilized everything at her behest to seize power from mighty people. The following point are worth pondering:

1. An impeccable image built over the years – complete faithfulness and loyalty towards Kaikeyi
2. Consistent actions complementing her image – ignoring everyone’s rebuke and continuing her chores
3. Excellent persuasion skills – how else could she turn around a happy & loving Kaikeyi against Rama, and make her ignore the fact that Dasharatha who loved her the most amongst his 4 wives would pose a danger to the royal well-being of her own son Bharata?
4. Perfect situational awareness – a low profile maidservant (as seen by others in Ayodhya) who jumps into action at the right time (announcement of coronation of Rama) with the right tools (using Kaikeyi as a front)
5. Racketeer mindset – coaching her sister to exact chantage via emotional blackmail of the King
6. Skilled at partisanship & insurgency – No one knew that it is Manthara who is behind all the turmoil. The brothers Shatrughna and Bharata realize this at a later stage after the game has been played on them i.e., after Rama’s exile.

So, it is imperative that we know how to identify the Mantharas in our lives and stop the dominoes effect like Bharata who refused to accept the throne at any cost and waited till the return of his brother Shri Rama. It is easier said than done. Everyone doesn’t get to have the luxury of bonding like the Raghuvamsha brothers. Therefore, if you are faced with a situation like that of Lord Rama, you need to act swift in order to avoid an exile-like situation.

Here are the 3 pivots using which you can determine the genuineness and gravity of any situation:

•        Trust: There can be no transaction without some amount of trust. It is trust that moves the wheels of time.
•        Tolerance: No transaction can be smooth without some amount of tolerance. It is tolerance that can get things done.
•        Time:  Time is the measuring scale that helps us to monitor the movement and smoothness of transactions.

Manthara can win as long as even one of these three elements are on her side. Thus, one needs to ensure that one’s unknown hidden enemies are bereft of trust, time or tolerance at all times.