'Tehzeeb': Where art thou?

Tehzeeb, literal Urdu translation refers to culture. I felt the word meant deeper though typically some words get confined within the sphere of textbook definitions.

And after some years away from my home country India, it occurred to me that we as Indians in India, seem to have lost our civic sense associated culture somewhere. We all want to be the first to cross a rather tough traffic situation, unmindful of the fact that there were other cars before us. At airports, malls we all find the rush towards entries and exits, perhaps never stopped to let in or pass the odd old couple or a family with kids? Do we realize the indiscipline in airport security lines. Or have we offered our bus seat to someone in need? Think about it. Parents today goad their kids to hold on to their seats.

I stopped by on a long drive at a fast food restaurant and for the line formed for ordering - I hardly found anyone waiting for the person ahead to finish. There was an acute sense of urgency, bordering towards desperation amongst the families to pay and pack off.

It brings me back to the topic of Tehzeeb. It is not discipline. It is not the fear of law. It refers to culture. Old and Ancient. And perhaps also means 'refined'. It is time to rekindle this spirit especially in public places. Our country had internalized this spirit. We did not need external enforcement. We did not need sign-boards or auto-voices. Check with the generation before, perhaps our grand-parents. Let's get 'Tehzeeb' back in our lives. And lets make our environment, our surrounding a better place.

Thats the way it goes

I happened to be digging thro' my CDs and chanced upon an album 'A tribute to George Harrison' and lyrics of this one particular song 'Thats the way it goes' seemed so relevant today.

There's a man talking on the radio
What he's saying, I dont really know
Seems he's lost some stocks and shares
Stops and stares, he's afraid I know
Thats the way it goes......

These lyrics perhaps written decades ago, nevertheless seems to somehow reflect the fear perceived in the current economy.

Change and Belongingness

For professionals serving industries in distinct capacities, this year could be, considering the previous ones - amongst the most turbulent. We have seen demise of some of the best known across industries. Banking, allied services, Manufacturing, Retail no one sector spared. In turn this affects the service providers. Such are the time that for folks with better liquidity positions, buying companies is coming rather cheap. Distress sale, 'arranged' sale is happening more rapidly. Also significant changes are happening on company operations. The pace of change is being pushed harder. There is no time to settle down, or for that matter allow folks to 'ruminate' on the past.

My thoughts are centered on an area where the 'acquirer' could do better in terms of bringing a sense of belongingness in the new structure? This is a soft aspect, I wouldn’t want to call it neglected but more often considered to be of lesser priority. You see, when an acquisition happens, presuming that business case has made its sense; acquirer obviously likes to control functions/ processes in some capacity. There is business continuity and growth at stake, synergies to be exploited and costs to be controlled. With all decisions driven with agility; here are a couple of suggestions for instilling belongingness amongst the acquired employees.

- Before embarking upon structural changes, respect the existing leadership. Invite, connect, and seek thoughts. After all no one knows the culture, nuances and dynamics of existing organization better.

- Invite and get the Tier 2 leaders too with respect to the above thoughts. Keep the sessions brief. It is not for the acquirer to opine in such sessions but to listen. Allow to mingle, but in order to jingle, structure such ‘meeting’ sessions well.

- Encourage existing employees to be in touch with their existing leadership. Interactions with the new is fine, don’t allow it to get exploited.

- Leadership changes at just the top may not necessarily help in bringing about change. Organizations are increasingly more ‘matrix’ than ‘hierarchical’.

- Communicate the values, principles of business to all.

- If structural changes call for lay-offs - create a communication plan accordingly. In the same light, it is important to communicate the ‘reasons’ clearly. If a plan is being worked out, it good not await the finer details of the plan to get ironed out. Rather, let a communication from Leadership can happen to the extent that – layoffs are coming.

- Belongingness is not a one stop get-together, series of meetings etc. It reflects through continuity of the past. Herein is the dilemma, i.e. how much of the past? Past has many aspects to it, and could include mundane trivia like keeping a coffee vending machine on or saving on mobile device bills etc.! Be sure where to go to for the savings, remembering the old adage; ‘penny wise, pound foolish’!

Finally have fact sheets and talking points awareness amongst leadership with respect to handling difficult employee situations. It is almost impossible to drive commonality in all forms of communication. But when we can agree to disagree, but why not arrive at that, what we can agree?

Rehman, Penelope and Kabir...speak

When accepting the Oscar award, for his music in the movie 'Slumdog Millionaire'A.R. Rehman said (and so well said) - ''When I was young...I had to choose between hate and love...And I chose love...And I am here...''

Profound thought. Expressed with simplicity. I couldn't help but recollect this doha, (brief couplets) from Kabir. Translated from Hindi, it says:

---
..Such is the story of Love, that it cannot be expressed in words.
Like the dumb eating sweets can only smile, he cannot express that..
--end---

Art is an expression of love. And isn't this a great unifier, so said Penelope in her acceptance speech. Spanish actor, Indian musician, British director, American actor all got an Oscar, watched my millions around the world. Cheers...

Turgenev's Poem: The Threshold

I was reading an Obituary for a young journalist in the Economist. The author ends his note with this Turgenev's poem. With a simple yet powerful contrast - these few lines immediately sets one thinking.

A young women stands behind a door

A voice asks whether she is prepared to endure
Cold, hunger, mockery, prison and death
All of which await her on the other side

She says Yes to everything and steps over

'A fool' cries a voice from behind her. 'A Saint' suggests another.

Invictus: Latin for Unconquered

I was reading an interview of David Murdock, owner of the Dole Food Company and Castle & Cook. He is 85 years of age and was recently featured in one of Costco's periodic magazine to its members. The interview ends with uplifting lines narrated by Mr. Murdock. This is amongst his favorite poems - Invictus - Latin for 'unconquered' - by 19th century British Poet William Ernest.

It matters not how strait the gate,
How charged with punishments the scroll,
I am the master of my fate:
I am the captain of my soul.

Group Communication: Thoughts on the 'How' part

Communication is a powerful tool in the managers arsenal - a tool which is effective for intervention, dispute settlement, motivation and goal-setting. In an economy which is getting worrisome by the day, with disillusionment setting in faster - more time needs to spent in communicating to groups, individuals - across levels. Communicating becomes more important for middle management - since top needs 'Real' facts to decide and set agenda - and the bottom wants to secure the future, looks for stability and belongingness.

Communication is not just verbose. Forms and formats vary. Here are some key aspects when communicating to a group of subordinates.

- Plan contents well. Arrange thoughts and flow. Rehearse and be convinced.

- Pick a good time. Which ideally could be when team is relaxed, yet attentive.

- As much as it is important to communicate the body of message well - it is important to intersperse it with an happening or an event unrelated to the body. In other words - the border form can be of a different color than the color of the main content! Contrast help.

- For setting a course, to infuse discipline - being subtle could be perceived as Leadership weakness. Be strong, stick to the message, reiterate the point - but keep smiling.

- Occasionally individuals in a group could pose questions - which could take you away from the main body. Let them know that you will address later since there is an agenda you would like to proceed with.

It is important to time each group address well. If there exists possibilities for certain news to spread; rather than allowing dissemination of unsolicited rumor, be swift to engage.