| Reflexions
Are you always right?
Office of the Dean of a famous management
institute. After great difficulties in obtaining the appointment,
today I am really very fortunate to be with him. Certainly,
his experience and knowledge is going to help me a lot in
better conceptualizing the different nuances of HRD. He is
looking quite philosophical and perhaps is in a very deep
through process. I am counting the seconds and the minutes…
I know, very soon the words of wisdom will start flowing into
my ears… boy! I am really very lucky. And he starts
talking… Each and every word seems to be the masterstrokes
of a seasoned player…. I am busy making mental notes….
Also worried, as I do not wish to miss out on anything….
He turns to the intercom and talks to his secretary, as he
wants to show me some of the work, which he has done with
some companies on HRD. He asks for the Asstt. Professor to
come along with the reports. His eyes are looking bright and
brilliant. He knows that he is impressing me through and through.
There is a knock on the door and the secretary walks in. He
informs about the absence of the Asstt. Professor from his
seat. Apparently there was a phone call from his wife and
he rushed back without informing anyone. The keys to the almirah
are with him and therefore the reports cannot be shown to
me today. A slight setback to my fortune today but never mind.
I look back at the person whom I am thinking of adopting as
my GURU. I notice change in the facial expression. The philosophical
look is gone and the facial muscles have become tight. He
is mumbling some words, which I cannot make out. He signals
his secretary to sit down and take a dictation. What follows
is unimaginable. It’s a warning-cum-snow cause notice
being issued to the Asstt. Professor. He wants to explain
the reasons for his going in writing. I am really taken aback.
I am not able to meet the glares he is giving me in between
the dictation. The glares are reflective of the power he enjoys
and shows how nasty he can get to teach a lesson to his learned
junior colleague. It’s becoming more and more difficult
for me to stay there. I am waiting for the dictation to be
ever. I want to run away but I have to still go through the
formalities of thanking him for all the guidance he has provided
me today. I do not want to do it but I know I will have to.
I am wondering about how can preach the human behavior which
he cannot practice himself. The poor Asstt. Professor will
get the firing but is this man, the idol of industry, making
any effort to put fire in the Astt. Professor . I sigh in
helplessness.
Yes, this experience is still fresh in my mind even though
it is few years old. It baffles me. Enough has been written
and said about the Boss and the Subordinate relationship but
still in the name of HRD (Human Resource Development); many
bosses are practicing the age-old art of HRD (Human Race Horse
Development). Some time back, I came across two different
versions of HRD during the interviews that I was conducting
for HRD professionals viz., “Hamara Rob Dekho”
(See our influence) by the bosses and the poor subordinates
version of “Humain Rula Diya” (You made us cry).
In today’s world, when the dictum “Whatever you
do for your customers and people is less” is taking
deep roots, bosses have to change their ways. Many of them
have already done it. Some are dong it but a sizable majority
is enjoying the sleep of Rip Van Winkle. I don’t know
about what will happen when they will get up. The world around
would have changed, definitely, and the world around them
might have prepared to change them, possibly.
Have you heard of the golden rule – The Boss is always
right? Who makes this golden rule? Of course, the man who
has the gold. The emerging breed of subordinates may not like
it. The future may not need it. It is also against the spirit
of HRD, which has earned respectability because of the dedicated
efforts by many top academicians, business thinkers, senior
professionals, successful organizations etc.
So what about you do to be a better boss and not a bitter
boss. Follow some of the practices of your more successful
counterparts. Try to :-
- Facilitate people in developing their personal and
career goals in alignment with the corporate goals. Don’t
let them float in the company like a rudder-less ship.
- Recognize people frequently for the good jobs done.
This need not be during the once a year ceremony of performance
appraisal. This need not be monetary too. Few words of
praise off and on would do the trick. Use appropriate
words and actions. Even dining together and small gifts
of pens, flowers chocolates, cards, post-it slips, in-expensive
momentos from a trip overseas etc. would work wonders.
A dash of surprise in your recipe would excite people.
Find reasons to appreciate. Change your mind-set. CATCH
PEOPLE DOING THINGS RIGHT. Praise them in public and reprimand
only in private.
- Interact with people on in-formal basis. Don’t
worry they will not take the advantage of this openness.
Subordinates are matured people too. They know where to
draw their lines.
- Avoid the “Majma” (gathering) style of
leadership. Don’t let your cabin / room be the place
where people gather to waste their time while waiting
for your audience. Venture out. Meet them at their own
turf. They will accomplish more in less time.
- Develop open-communication channels with them. Listen
attentively. Understand their perspective. Share non-confidential
information. Seek reactions and suggestions. Don’t
forget to tell them about he outcome in the meetings with
your superiors.
- Emphasis the opportunity to learn where things go wrong.
Help them develop the ability to avoid repetition of mistakes.
- Listen more and talk less. In my programmes, I generally
quote a disease, which people suffer from. I have given
it a name. C.O.L.D.O.S. – Constipation of listening
and Diarrhoea of speech. Follow the Pareto Princel of
80-20. Speak 20% of the time only.
- Do their jobs occasionally to understand their difficulties
and how they feel. This way you can empathies better with
them.
- Ask questions to educate yourself. Be careful in structuring
them. Some specimens could be :-
a. What can I do the help you with your job?
b. What am I doing that gets in your way?
c. What is making our clients / customers the most and/or
the least satisfied?
- Understand them and their families. Find something
to like about each staff member with whom you work. Build
bridges wit people with whom you work. Build bridges with
people with whom you are uncomfortable.
Invest in their training and learning. You
are their first and the right coach. Adopt the skills necessary
to be a good mentor. You are the boss and they look up to
you as their management. If they perform well, it gets reflected
in your performance. You can’t survive without them.
Change yourself before you expect a change form them. Mahatma
Gandhi rightly said, “We must become the change we want
to see.”
Courtesy : Rajiv Khurana
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