Nellaiappan’s Column-11: "Use-and-Throw Vs Mending

My father was in service for 39 years in Southern Railways in traveling ticket checking line and because of the nature of job he rarely stayed with us. But whenever he found time he used to attend to all household problems.

Binding our books (we are eleven), replacing worn-out/broken buttons to pants and shirts, repairing broken furniture with available tools, applying new wicks to the stoves, and taking appliances for outside repair such as changing broken handle of suitcase, repairing worn-out shoes and footwear and changing zips of bags were some of the works he casually attended to without any fuss. He never felt ashamed of doing such work. Neither his designation, nor his well-built stature nor age could stop him from doing so.

Today my daughters laugh at me when I try to take some of their garments for mending. Just because the stitching gave way in one or two places they have simply thrown away some costly dresses. Tailors too are very reluctant to take such work and tell excuses under the pretext of being very busy and having no time for such jobs.

Gone are the days and what now prevails is the use-and-throw culture. We applauded the idea when it first came for syringes and sanitary napkin. Students are relieved of the strain of filling ink in the pen and the stains that invariably follow it, thanks to the cheap, use-and-throw pens.

The concept got extended to paper cups, paper plates, water sachets, plastic water bottles, plastic carry bags and every day, some new item is added to this list.

It is cheap, easy to handle and no maintenance cost and time are required. Today no one talks about durability and quality. In the fast-moving mechanical world, the driving factors are cost and convenience.

People change things often. In industry too, durability has taken a back-seat. Everyone wants immediate returns, with minimum investments and no one talks about “long term”.

This use-and-throw culture is spreading like wildfire to every thing we do and to every walk of life, causing concern. Already heavy use of plastic is posing a threat to environment.

The use-and-throw culture is the order of the day and it started reflecting in every thing we do and “human relationship” is no exception. In the fast-moving materialistic world every thing is viewed and judged based on its material value only. The sense of belonging, the feeling of oneness, mutual usefulness to neighbors are slowly disappearing and causing concern.

I still remember the respect the postman, the station master, the EB wireman commanded from the public in those days of my childhood. No such relationship prevails any more. Even our family relations are becoming strained day by day. Our social contacts, if any, are all simply use-and-throw. Today everyone is a self-centered island and one has to wait for some big natural calamity or national crisis to bring us together.

Coming to Indian small scale industries the scenario is diametrically different. To meet the cut-throat competition, industries are not pumping any new money for capital items. Equipments and facilities are over-utilized and the maintenance team is always on their toes, going on repairing the machines and equipments again and again till the same comes to a grinding halt on its own.

People think that they are well managing the situation. The fact is, they are managing the situation with available resources, but at the cost of productivity. It is always crisis management and most of the people spend their time in first quadrant which means every thing is important and urgent. As a result the employees are put to overwork and hardship eroding their job satisfaction.

Because the younger generation is from the Use and Throw culture, they find themselves alien to the ever mending system of our small scale industries and they leave the job at the first excuse. This explains the heavy requirements for people on one hand, and the increase in unemployment rate on the other.

The mixie in my house is making hell of a noise. I told my betterhalf to clean it so that I can take it for repair. “Want to repair? It is as old as our first daughter. You know there is a festival offer. It is totally free along with a new refrigerator. Why not we try that dear.”- the echo is from my wife. Then what to do with our fridge?- as you guessed the feeble voice is mine. Well, there is another “offer” for that.

Nellaiappan’s Column-10: "Subordinate Development"

We all know that in any organization every one is important, but no one is indispensable. Mere knowing this concept is not sufficient. Bosses should spell out to every one, working under them that they are very important. On the other hand, every one should be replaceable. It is good for the organization as well as for the individuals.

If someone is not replaceable, then he cannot be promoted. To become replaceable, one should train his team well and also a second-line who can replace him. Hence subordinate development is very important for one’s own development.

But, in practice, people are very reluctant to develop their subordinates. Personal likes and dislikes, lack of confidence in the subordinates, lack of self- confidence, fear of losing importance and lack of expertise are few of the many reasons for doing so.

I had the opportunity of working under different bosses in different institutions in my 25 years career span. In one of those units I was very close to the boss. He gave me full freedom and delegated almost everything to me. Here I should remind you the universal concept: “you can implement successfully any new idea as long as you don’t care who gets the credit”

We mutually exploited each other. I was very happy because of the opportunity but he never recommended a promotion for me. I became very powerful down the stream but the top people of the hierarchy-driven organization were not even aware of my existence.

In another place, the situation was diametrically opposite. There the boss never consulted me for any thing but had given me freedom to operate within the department. There was no second-line for him and he never conducted any combined meeting for the department heads. His style was one to one interaction.

I was disappointed and unhappy there. I lost my importance. I was concentrating in my limited sphere. When he got me a promotion I was surprised. But still he never had any one as his second-line.

Both these bosses were personally very good and finally I was not happy with both of them. Only long service and hard work brought them to their level and they had only entry-level qualification without any academic track record.

I found that people who become bosses by their hard work and prolonged service in the same organization in general, are very reluctant to teach their subordinate what they learnt the hard way.

They always have an aversion for their qualified subordinates. They always play their cards closer to their chest and leave the subordinates starve for information and guidance.

They are hard-core loyalists, but still they cause heavy damage to the organization out of ignorance. One side, they could not climb further in the career ladder and on the other side, remained a concrete wall in the way of their subordinates. They are always very comfortable with unqualified and under- qualified subordinates.

Such people are more loyal to individuals than to the organization and they also expect their subordinates to be so.

It is very hard for an assistant manager to get promotion from a manager, whereas, there is every possibility for an assistant manager reporting to a general manager to get promoted to manager at the first instant. This is because most of the bosses want to keep a big gap between them and their second-line.

In my career, only once my immediate boss recommended me to his position. We both got promoted that year. The secret is “give your garlands to your subordinates so that you will get more garlands”.

“What will happen if I happen to be away from the organization for a month?”- When I once asked my second-line his immediate reply was “no doubt we will miss you, sir. But that will not affect the organization any way, because you have trained us like that”. Suppose you go on one month leave what will happen- I tossed the next question. “The answer is the same” was his reply. Then be prepared to go for a one month training program I said.

Your leave should be long enough for your boss to feel how much he missed you, and not too long for the boss to find out how best he managed without you- said my second-line. That reminds me that you have not returned my book “Management Thoughts” by Pramod Batra I said.

I did recommend him for a one-month all-expenses-paid technical training program conducted by a prestigious institute at the country’s capital.

When I narrated my discussion with my second line to my wife that night, she banged an immediate question. “Have you asked him, what will happen if he happens to be away from his house for a month?”

Nellaiappan’s Column-10: "Subordinate Development"

We all know that in any organization every one is important, but no one is indispensable. Mere knowing this concept is not sufficient. Bosses should spell out to every one, working under them that they are very important. On the other hand, every one should be replaceable. It is good for the organization as well as for the individuals.

If someone is not replaceable, then he cannot be promoted. To become replaceable, one should train his team well and also a second-line who can replace him. Hence subordinate development is very important for one’s own development.

But, in practice, people are very reluctant to develop their subordinates. Personal likes and dislikes, lack of confidence in the subordinates, lack of self- confidence, fear of losing importance and lack of expertise are few of the many reasons for doing so.

I had the opportunity of working under different bosses in different institutions in my 25 years career span. In one of those units I was very close to the boss. He gave me full freedom and delegated almost everything to me. Here I should remind you the universal concept: “you can implement successfully any new idea as long as you don’t care who gets the credit”

We mutually exploited each other. I was very happy because of the opportunity but he never recommended a promotion for me. I became very powerful down the stream but the top people of the hierarchy-driven organization were not even aware of my existence.

In another place, the situation was diametrically opposite. There the boss never consulted me for any thing but had given me freedom to operate within the department. There was no second-line for him and he never conducted any combined meeting for the department heads. His style was one to one interaction.

I was disappointed and unhappy there. I lost my importance. I was concentrating in my limited sphere. When he got me a promotion I was surprised. But still he never had any one as his second-line.

Both these bosses were personally very good and finally I was not happy with both of them. Only long service and hard work brought them to their level and they had only entry-level qualification without any academic track record.

I found that people who become bosses by their hard work and prolonged service in the same organization in general, are very reluctant to teach their subordinate what they learnt the hard way.

They always have an aversion for their qualified subordinates. They always play their cards closer to their chest and leave the subordinates starve for information and guidance.

They are hard-core loyalists, but still they cause heavy damage to the organization out of ignorance. One side, they could not climb further in the career ladder and on the other side, remained a concrete wall in the way of their subordinates. They are always very comfortable with unqualified and under- qualified subordinates.

Such people are more loyal to individuals than to the organization and they also expect their subordinates to be so.

It is very hard for an assistant manager to get promotion from a manager, whereas, there is every possibility for an assistant manager reporting to a general manager to get promoted to manager at the first instant. This is because most of the bosses want to keep a big gap between them and their second-line.

In my career, only once my immediate boss recommended me to his position. We both got promoted that year. The secret is “give your garlands to your subordinates so that you will get more garlands”.

“What will happen if I happen to be away from the organization for a month?”- When I once asked my second-line his immediate reply was “no doubt we will miss you, sir. But that will not affect the organization any way, because you have trained us like that”. Suppose you go on one month leave what will happen- I tossed the next question. “The answer is the same” was his reply. Then be prepared to go for a one month training program I said.

Your leave should be long enough for your boss to feel how much he missed you, and not too long for the boss to find out how best he managed without you- said my second-line. That reminds me that you have not returned my book “Management Thoughts” by Pramod Batra I said.

I did recommend him for a one-month all-expenses-paid technical training program conducted by a prestigious institute at the country’s capital.

When I narrated my discussion with my second line to my wife that night, she banged an immediate question. “Have you asked him, what will happen if he happens to be away from his house for a month?”

Nellaiappan’s Column-9: "Cost Reduction"

The most commonly misunderstood concept, in my opinion, but widely used in corporate circles, is “cost reduction”. Other euphemisms/ synonyms for cost reduction are austerity measures, retrenchment, golden handshake, trimming and ETOC (every thing on contract).

I have found all these things extremely counter-productive. Cost reduction is definitely not stopping some expenses, curtailing few facilities extended, rationing some entertainment and disowning some responsibilities. It cannot be at the cost of values and ethics.

In one company I know, at the pretext of austerity measures they stopped the daily morning and evening tea to all contract employees. The explanation given was that it was the duty of the contractor and not the company’s. The saving arithmetic was 70 people x 2 times x 365 days x 3 rupees. But the feelings of the 70 people with flesh and blood were completely ignored. There were visible repercussions and the damage caused was heavy, but it was not tangible for the costing department.

The admin people to their credit, allowed all Air Conditioners in the company only two hour operation per day to save money on electricity. The problem was not more of physical but the very idea irritated most of the employees and that became a hot topic for quite some time.

People were making fun out of these austerity measures and have even gone to the extent of recommending half-pant and shirt uniforms for employees, instead of full shirt and pant. One accountant seriously asked why Rs.500 per month was given to a priest for performing weekly ‘puja’ in company premises and suggested to perform the same by one of the company employees.

One important inference from all the above is an amenity once given if stopped suddenly will have adverse effects and more often that not will be counter-productive. For saving hundreds, you may be losing thousands. Further, it affects the morale of the employees, disturbs their sense of belonging and the grudge they carry in their minds is bound to affect productivity and performance.

One of the unit heads declared in the company’s group meeting that he was ready to retrench 15 employees with immediate effect and with a nod from the top and it was implemented at once. Selected 15 People with 15 to 20 years of experience in the company were asked to leave with short notice. The after-effects of the above incident were a great blow to the management. 50 % of the employees – all good people left the organization without or with short notice. Only employees who had no option remained.

It is proof that such measures could send wrong signals to the other employees like the company is in trouble or the same thing could happen to them in future. So they conclude it is better to leave the sinking ship.

The employee turnover was very high and as a measure to retain the employees the management increased the remuneration package to all its employees. But it was too late and most of the good people had already left the organization. Many people realized their own potential only then, and got good placements. The inferior lot who remained in the organization was rewarded with revision for their inability to move out of the organization.

To fill up the gap created by the resignation of good employees, the company recruited many new ones with high starting pay.

Many public limited companies announced golden handshake to get rid of inefficient employees. Contrary to the expectations, all good employees availed the opportunity and thus weakened further the system in existence.

The feeling of oneness and the family concept is lost in letting work on contract basis. Contract workers always carry a grudge against the company and its employees and at the very first opportunity they ditch both.

There is no compromise in the cost of safety and environment. Any compromise in these two will be detrimental in the long run.

The real cost reduction comes from increased productivity and innovative process changes and modifications. Savings by all other methods are very marginal and if overdone will become counter productive. Here one should remember Parato’s 80-20 principle.

No doubt a saving is a saving however small it may be. But one act of improved productivity will excel hundred such trivial savings all put together. Leaders always look for big leap. Being a leader I hope you will also vouch my statement.

Nellaiappan’s Column-9: "Cost Reduction"

The most commonly misunderstood concept, in my opinion, but widely used in corporate circles, is “cost reduction”. Other euphemisms/ synonyms for cost reduction are austerity measures, retrenchment, golden handshake, trimming and ETOC (every thing on contract).

I have found all these things extremely counter-productive. Cost reduction is definitely not stopping some expenses, curtailing few facilities extended, rationing some entertainment and disowning some responsibilities. It cannot be at the cost of values and ethics.

In one company I know, at the pretext of austerity measures they stopped the daily morning and evening tea to all contract employees. The explanation given was that it was the duty of the contractor and not the company’s. The saving arithmetic was 70 people x 2 times x 365 days x 3 rupees. But the feelings of the 70 people with flesh and blood were completely ignored. There were visible repercussions and the damage caused was heavy, but it was not tangible for the costing department.

The admin people to their credit, allowed all Air Conditioners in the company only two hour operation per day to save money on electricity. The problem was not more of physical but the very idea irritated most of the employees and that became a hot topic for quite some time.

People were making fun out of these austerity measures and have even gone to the extent of recommending half-pant and shirt uniforms for employees, instead of full shirt and pant. One accountant seriously asked why Rs.500 per month was given to a priest for performing weekly ‘puja’ in company premises and suggested to perform the same by one of the company employees.

One important inference from all the above is an amenity once given if stopped suddenly will have adverse effects and more often that not will be counter-productive. For saving hundreds, you may be losing thousands. Further, it affects the morale of the employees, disturbs their sense of belonging and the grudge they carry in their minds is bound to affect productivity and performance.

One of the unit heads declared in the company’s group meeting that he was ready to retrench 15 employees with immediate effect and with a nod from the top and it was implemented at once. Selected 15 People with 15 to 20 years of experience in the company were asked to leave with short notice. The after-effects of the above incident were a great blow to the management. 50 % of the employees – all good people left the organization without or with short notice. Only employees who had no option remained.

It is proof that such measures could send wrong signals to the other employees like the company is in trouble or the same thing could happen to them in future. So they conclude it is better to leave the sinking ship.

The employee turnover was very high and as a measure to retain the employees the management increased the remuneration package to all its employees. But it was too late and most of the good people had already left the organization. Many people realized their own potential only then, and got good placements. The inferior lot who remained in the organization was rewarded with revision for their inability to move out of the organization.

To fill up the gap created by the resignation of good employees, the company recruited many new ones with high starting pay.

Many public limited companies announced golden handshake to get rid of inefficient employees. Contrary to the expectations, all good employees availed the opportunity and thus weakened further the system in existence.

The feeling of oneness and the family concept is lost in letting work on contract basis. Contract workers always carry a grudge against the company and its employees and at the very first opportunity they ditch both.

There is no compromise in the cost of safety and environment. Any compromise in these two will be detrimental in the long run.

The real cost reduction comes from increased productivity and innovative process changes and modifications. Savings by all other methods are very marginal and if overdone will become counter productive. Here one should remember Parato’s 80-20 principle.

No doubt a saving is a saving however small it may be. But one act of improved productivity will excel hundred such trivial savings all put together. Leaders always look for big leap. Being a leader I hope you will also vouch my statement.

Nellaiappan’s Column-8: "Rotten Onion Concept"

One rotten onion can spoil an entire sack of onions. That’s why vendors when they store onions in bulk, carefully search for rotten onions or ‘about to go rotten’ onions, hand pick and separate them from the lot. Thereby the good onions are saved. Here is some thing for us to learn.

In every organization and institution a few such rotten onions always exist along with efficient and loyal lot. If allowed, they could spoil the entire team. The first step in team-building in my opinion is to identify such rotten onions and isolate them from the main stream.

Presence of rotten onions may be due to the climate prevailing inside the organization such as nepotism, lack of growth potential for the individuals, monotony of work, lack of role for individuals in decision making and so on.

We cannot fire them just like that for non-performance. Mending or sending comes only after isolating and putting them in less important or less sensitive area. On the pretext of humanitarian considerations, one need not tolerate disobedience or poor performance. It is contagious.

But there is a major difference between rotten onions and the troublesome people. Most of the members can be mended and made efficient whereas the rotten onions cannot.

I should tell you how I handled a trouble maker in one of my earlier assignments. There the trouble was in the form of a senior operator. He was very talkative and that was the problem. He was one among the ten in the synthetic section of that chemical manufacturing unit. Moreover they were coming in shifts.

As the production was done in batches, the work distribution was not uniform throughout the shift. The work was not continuous for all the 8 hours and different for all the ten at any given point of time.

Our operator was good in mimicry and mono acting and used to start some thing interesting during the shift in a loud voice which made all the workmen to surround him and it invariably ended with some quarrel among them. Ultimately it resulted in loss of productivity.

When I became the synthetic section in-charge the first thing I did was transferring him to extraction section where he has to work alone. He was protesting it at the beginning but there was no option for him.

Slowly he settled in his new work and to everybody’s surprise, he started suggesting modifications in material handling and operational simplification because of his creativeness and loneliness. He became one of our best operators and I recommended a promotion for him. That made us to search for untapped potential within the company.

Every successful Business Corporate injects new blood into their organization to sustain speed and growth. There the reverse of the rotten onion concept has to be applied. Protecting the new young ones from the clutches of the existing old timers is the issue there.

After going through this article my wife said, “Now I understand why they have given you a cabin in your office. I think your management is already aware of this rotten onion concept.”

Nellaiappan’s Column-8: "Rotten Onion Concept"

One rotten onion can spoil an entire sack of onions. That’s why vendors when they store onions in bulk, carefully search for rotten onions or ‘about to go rotten’ onions, hand pick and separate them from the lot. Thereby the good onions are saved. Here is some thing for us to learn.

In every organization and institution a few such rotten onions always exist along with efficient and loyal lot. If allowed, they could spoil the entire team. The first step in team-building in my opinion is to identify such rotten onions and isolate them from the main stream.

Presence of rotten onions may be due to the climate prevailing inside the organization such as nepotism, lack of growth potential for the individuals, monotony of work, lack of role for individuals in decision making and so on.

We cannot fire them just like that for non-performance. Mending or sending comes only after isolating and putting them in less important or less sensitive area. On the pretext of humanitarian considerations, one need not tolerate disobedience or poor performance. It is contagious.

But there is a major difference between rotten onions and the troublesome people. Most of the members can be mended and made efficient whereas the rotten onions cannot.

I should tell you how I handled a trouble maker in one of my earlier assignments. There the trouble was in the form of a senior operator. He was very talkative and that was the problem. He was one among the ten in the synthetic section of that chemical manufacturing unit. Moreover they were coming in shifts.

As the production was done in batches, the work distribution was not uniform throughout the shift. The work was not continuous for all the 8 hours and different for all the ten at any given point of time.

Our operator was good in mimicry and mono acting and used to start some thing interesting during the shift in a loud voice which made all the workmen to surround him and it invariably ended with some quarrel among them. Ultimately it resulted in loss of productivity.

When I became the synthetic section in-charge the first thing I did was transferring him to extraction section where he has to work alone. He was protesting it at the beginning but there was no option for him.

Slowly he settled in his new work and to everybody’s surprise, he started suggesting modifications in material handling and operational simplification because of his creativeness and loneliness. He became one of our best operators and I recommended a promotion for him. That made us to search for untapped potential within the company.

Every successful Business Corporate injects new blood into their organization to sustain speed and growth. There the reverse of the rotten onion concept has to be applied. Protecting the new young ones from the clutches of the existing old timers is the issue there.

After going through this article my wife said, “Now I understand why they have given you a cabin in your office. I think your management is already aware of this rotten onion concept.”

Nellaiappan’s Column-7: "Communication Skills"

“Long time no see!” – When the Shift Officer greeted the Chairman of the organization who just dropped in, his immediate reaction was a “What!?” To explain that “what” in writer Sujatha’s words, it was 10,000 kilowatts. The GM-HR who accompanied the Chairman and who was also the son of the Chairman came to the rescue of the officer by diverting the conversation.

Actually the Chairman along with his family members was passing by the factory to a distant place and to break the tedious journey for some refreshment, they all just went to the factory. Because it was a Sunday, no higher official was available at the site and our poor officer rushed to greet them with a “long time no see.”

It was a shock to the officer. He could not make out the reason why the Chairman was so annoyed. Because the GM-HR knew the officer well, he intervened and saved him.

Our poor officer learnt the idiom only on that particular day, from the column “know your English” of a popular English daily. After learning something new, he applied it at the first opportunity. When he was expecting some pat on the shoulder for his knowledge it misfired.

That was not the only time his communication put him in trouble. Our officer was pet to the then GM. Every now and then he was inviting the GM to his house for a dinner. GM also was kind enough to invite him to his house. But somehow the dinner was eluding for quiet some time.

On an auspicious morning, both were discussing about the eluding dinner and decided to have that on the same day at 7.30 P.M. Our officer prepared a splendid dinner in his house for the GM and his family. Till 8 P.M no one turned up. When the officer phoned the GM, he came to know that the GM has made similar arrangements in his house and was waiting for the arrival of the officer and his family.

The Master Trainer of the organization and his Prime Disciple failed miserably in their communication. Both prepared dinner at their place and waited for the other to turn around.

They felt ashamed about their communication skills and decided not to let others know about it. They rescheduled the dinner for the next day and double confirmed the time. When the north Indian GM arrived at the house of the officer to taste the southern dishes, our officer was promptly knocking the doors of the GM Bungalow.

The telephone operator got our unfortunate officer in his mobile once, while he was standing on the open terrace above the 4th floor in the plant, supervising some civil work. She told him that VP was on the line. He answered with a “will call after half an hour”. She promptly informed the VP to call after half an hour. VP got annoyed and it has taken almost 6 months for the officer to bridge the gap.

I need not tell you, who that unfortunate officer was. But I should tell you that his experience helped many fortunate officers to improve their communication skills.

What about a delicious supper at 9.30 tonight? Somehow we should make it!

If you ask about 1) the venue 2) the menu 3) the host 4) the guest 5) the dress (formal or informal) 6) wet or dry 7) transport and 8) the agenda… well then you are smarter than the officer I was talking about.

Nellaiappan’s Column-7: "Communication Skills"

“Long time no see!” – When the Shift Officer greeted the Chairman of the organization who just dropped in, his immediate reaction was a “What!?” To explain that “what” in writer Sujatha’s words, it was 10,000 kilowatts. The GM-HR who accompanied the Chairman and who was also the son of the Chairman came to the rescue of the officer by diverting the conversation.

Actually the Chairman along with his family members was passing by the factory to a distant place and to break the tedious journey for some refreshment, they all just went to the factory. Because it was a Sunday, no higher official was available at the site and our poor officer rushed to greet them with a “long time no see.”

It was a shock to the officer. He could not make out the reason why the Chairman was so annoyed. Because the GM-HR knew the officer well, he intervened and saved him.

Our poor officer learnt the idiom only on that particular day, from the column “know your English” of a popular English daily. After learning something new, he applied it at the first opportunity. When he was expecting some pat on the shoulder for his knowledge it misfired.

That was not the only time his communication put him in trouble. Our officer was pet to the then GM. Every now and then he was inviting the GM to his house for a dinner. GM also was kind enough to invite him to his house. But somehow the dinner was eluding for quiet some time.

On an auspicious morning, both were discussing about the eluding dinner and decided to have that on the same day at 7.30 P.M. Our officer prepared a splendid dinner in his house for the GM and his family. Till 8 P.M no one turned up. When the officer phoned the GM, he came to know that the GM has made similar arrangements in his house and was waiting for the arrival of the officer and his family.

The Master Trainer of the organization and his Prime Disciple failed miserably in their communication. Both prepared dinner at their place and waited for the other to turn around.

They felt ashamed about their communication skills and decided not to let others know about it. They rescheduled the dinner for the next day and double confirmed the time. When the north Indian GM arrived at the house of the officer to taste the southern dishes, our officer was promptly knocking the doors of the GM Bungalow.

The telephone operator got our unfortunate officer in his mobile once, while he was standing on the open terrace above the 4th floor in the plant, supervising some civil work. She told him that VP was on the line. He answered with a “will call after half an hour”. She promptly informed the VP to call after half an hour. VP got annoyed and it has taken almost 6 months for the officer to bridge the gap.

I need not tell you, who that unfortunate officer was. But I should tell you that his experience helped many fortunate officers to improve their communication skills.

What about a delicious supper at 9.30 tonight? Somehow we should make it!

If you ask about 1) the venue 2) the menu 3) the host 4) the guest 5) the dress (formal or informal) 6) wet or dry 7) transport and 8) the agenda… well then you are smarter than the officer I was talking about.

Nellaiappan’s Column-6: "Thanksgiving"

Thanks Giving

I want to thank many people-
A few are not alive today;
Whereabouts of some not known;
Don’t even know the names of one or two.

Some seen only in books;
Many only heard about;
Yet want to thank them all,
For, I am what I am because of them.

Mother, for imbibing gentleness in me;
Father, for imparting the art of reasoning;
Elder brother, for demonstrating ethics and values;
Younger brother, for being my first friend.

Tamil teacher, for inculcating a love for languages;
Sanskrit master, for my English vocabulary;
Lord Alagappa, for my college education;
My old secondhand cycle, for the trips to and fro.

Friend Annamalai –
For introducing Lin Yutang and Dale Carnegie
And for chiseling some thing inside me

Penfriend Sala –
Deserves a handshake
Though faded away now
Like a passing cloud;
For filling a vacuum those days
When the very thought of a friend
in the opposite sex was exciting.

Author Naa.Paa. –
for molding my character;
Kalki –
for the inspiration to write in Tamil;
How one can forget Poorani and Aravindan,
Vanthiathevan challenging Alwarkkadiyan?

Given an opportunity to re-live,
Jeyakanthan’s and Balakumaran’s
Every word I shall read and re-read,
And a red salute to my Vairamuthu.

Who could match Valampuri John?
Voracious reader, Unique orator.
Though political misjudgments
Overshadow his fame;
I bow my head for whatever I learnt from him.

My friends-
Gentle Venkatachalam, busy Chandran,
Innocent Ramanathan and turbulent Mohan
everyone is important in their own way
either one’s company would wipe worries away.

At the career front
Many deserve my thanks –
From some I learnt what to do and how
From some others what not to do and why
Making me a manager and a trainer.

I still keep on learning-
For there is no end to learning;
As Tamil sage-poet would say
What we have learnt is only a handful
And what we have to is like the Universe.

At the home front –
My Kannamma for putting up
With my idiosyncrasies and shortcomings;
My beloved daughters for making
Life meaningful and worth living;
And for all the three of them
For being the driving force behind me.

I surrender at His holy feet
Myself and all that He has given me.
No regrets and no complaints;
I only wonder about His plans for me.

Nellaiappan’s Column-6: "Thanksgiving"

Thanks Giving

I want to thank many people-
A few are not alive today;
Whereabouts of some not known;
Don’t even know the names of one or two.

Some seen only in books;
Many only heard about;
Yet want to thank them all,
For, I am what I am because of them.

Mother, for imbibing gentleness in me;
Father, for imparting the art of reasoning;
Elder brother, for demonstrating ethics and values;
Younger brother, for being my first friend.

Tamil teacher, for inculcating a love for languages;
Sanskrit master, for my English vocabulary;
Lord Alagappa, for my college education;
My old secondhand cycle, for the trips to and fro.

Friend Annamalai –
For introducing Lin Yutang and Dale Carnegie
And for chiseling some thing inside me

Penfriend Sala –
Deserves a handshake
Though faded away now
Like a passing cloud;
For filling a vacuum those days
When the very thought of a friend
in the opposite sex was exciting.

Author Naa.Paa. –
for molding my character;
Kalki –
for the inspiration to write in Tamil;
How one can forget Poorani and Aravindan,
Vanthiathevan challenging Alwarkkadiyan?

Given an opportunity to re-live,
Jeyakanthan’s and Balakumaran’s
Every word I shall read and re-read,
And a red salute to my Vairamuthu.

Who could match Valampuri John?
Voracious reader, Unique orator.
Though political misjudgments
Overshadow his fame;
I bow my head for whatever I learnt from him.

My friends-
Gentle Venkatachalam, busy Chandran,
Innocent Ramanathan and turbulent Mohan
everyone is important in their own way
either one’s company would wipe worries away.

At the career front
Many deserve my thanks –
From some I learnt what to do and how
From some others what not to do and why
Making me a manager and a trainer.

I still keep on learning-
For there is no end to learning;
As Tamil sage-poet would say
What we have learnt is only a handful
And what we have to is like the Universe.

At the home front –
My Kannamma for putting up
With my idiosyncrasies and shortcomings;
My beloved daughters for making
Life meaningful and worth living;
And for all the three of them
For being the driving force behind me.

I surrender at His holy feet
Myself and all that He has given me.
No regrets and no complaints;
I only wonder about His plans for me.

Nellaiappan’s Column-5: "Gettings Things Done"

Getting things done is an art. It is like how a bee extracts honey from a flower. Another way is like crushing sugarcane to extract juice. How do you extract work? Are you a bee or a crusher?

When I asked the above question in the training program I got many different answers. I am a bee, said someone. No, I am a crusher, was the second answer. The third man said, “I am a bee most of the time, but occasionally I become a crusher to the same person”.

“It depends on the other man” was the next interesting reply. It depends on whether the other man is a flower or sugarcane- someone elaborated. He further added, “I am a bee to a flower and a crusher to a sugarcane”.

“It not only depends on the other person, but mostly on the situation too. Ya, urgency and precision of work drive us so” was the view of an Engineer.

The Production Manager said, “ I am a flower to my boss and a crusher to my production team”. Amidst waves of laughter the Production Supervisor contradicted his boss by saying, “ No, no. Our boss is always a bee to us”

“You are expected to speak like that, as the annual appraisal is fast approaching” – HR Manager added his share. Roars of laughter filled the air.

Someone seriously interrupted, “Where is the question of flower and sugarcane? I have clay, dry hard clay with me. Even if it is wet clay, I can mould it to the required shape. How to mould dry clay?”

You add water. It is as simple as that. HR man had the readymade answer.

“Why should the HR recruit clay and sugarcanes in the first place instead of flowers?”, argued the Maintenance Manager.

“All were flowers at the beginning and only their long association with you, made them as clay and sugarcane,” retorted the HR Manager.

“We cannot remain as flowers as long as the bosses are not bees,” added the union leader.

“No one is a complete clay, sugarcane or flower. They act differently at different situations and accordingly we have to handle them,” the GM explained with live examples.

He concluded with “Tell people what you want. Never tell them how it should be down. Instead, question them how they are going to do it. Let the other man feel it is his baby. If it is your baby they will kill it, and if it is theirs they will cherish it.

The entire program was full of interaction and GM was praising me (in his cabin) for the bee and sugarcane example. I told him that that was not my original stuff. I read in a book, how a government should collect tax from its people like a bee collecting honey. I only modified it to another situation.

Then I should appreciate you for reading good books, he said. If you want to appreciate someone, you present him or her with good books, I told him. That’s what I suggest you too.

Nellaiappan’s Column-5: "Gettings Things Done"

Getting things done is an art. It is like how a bee extracts honey from a flower. Another way is like crushing sugarcane to extract juice. How do you extract work? Are you a bee or a crusher?

When I asked the above question in the training program I got many different answers. I am a bee, said someone. No, I am a crusher, was the second answer. The third man said, “I am a bee most of the time, but occasionally I become a crusher to the same person”.

“It depends on the other man” was the next interesting reply. It depends on whether the other man is a flower or sugarcane- someone elaborated. He further added, “I am a bee to a flower and a crusher to a sugarcane”.

“It not only depends on the other person, but mostly on the situation too. Ya, urgency and precision of work drive us so” was the view of an Engineer.

The Production Manager said, “ I am a flower to my boss and a crusher to my production team”. Amidst waves of laughter the Production Supervisor contradicted his boss by saying, “ No, no. Our boss is always a bee to us”

“You are expected to speak like that, as the annual appraisal is fast approaching” – HR Manager added his share. Roars of laughter filled the air.

Someone seriously interrupted, “Where is the question of flower and sugarcane? I have clay, dry hard clay with me. Even if it is wet clay, I can mould it to the required shape. How to mould dry clay?”

You add water. It is as simple as that. HR man had the readymade answer.

“Why should the HR recruit clay and sugarcanes in the first place instead of flowers?”, argued the Maintenance Manager.

“All were flowers at the beginning and only their long association with you, made them as clay and sugarcane,” retorted the HR Manager.

“We cannot remain as flowers as long as the bosses are not bees,” added the union leader.

“No one is a complete clay, sugarcane or flower. They act differently at different situations and accordingly we have to handle them,” the GM explained with live examples.

He concluded with “Tell people what you want. Never tell them how it should be down. Instead, question them how they are going to do it. Let the other man feel it is his baby. If it is your baby they will kill it, and if it is theirs they will cherish it.

The entire program was full of interaction and GM was praising me (in his cabin) for the bee and sugarcane example. I told him that that was not my original stuff. I read in a book, how a government should collect tax from its people like a bee collecting honey. I only modified it to another situation.

Then I should appreciate you for reading good books, he said. If you want to appreciate someone, you present him or her with good books, I told him. That’s what I suggest you too.

Nellaiappan’s Column-4: "Work is Elastic"

When a professor asked one section of students to submit an assignment within seven days invariably most of the students submitted the same on the seventh day. The same professor when asked another section of students to submit the same assignment within 10 days, only on the tenth day most of the students submitted it. To be more correct, it was the eleventh hour of the tenth day.

Well, I have seen people reading till the last minute in the corridor of the examination venue. This holds true even for IIT and IAS examinations.

Whenever there was an audit in the factory, till 9 A.M people continue cleaning some thing or the other, rewrite some records, shift an equipment or paint a door.

There is a general principle inherent in all the above examples. Parkinson law states that in a single line. It requires lot of distilled wisdom to state some management concept or principle in few lines in simple language. That’s why they are great.

Long back, I bought “Parkinson’s Law” for just Rs. 5 in a roadside secondhand bookstall. It says, “Work expands so as to fill the time allotted to complete it”. Or, work expands to fill the time available. Or more precisely, “work is elastic”.

Mega serial stories expand to fill the number of episodes allotted by their TV channels. Bonus talks continue till the eve of “ Diwali” or “Pongal” as the case may be. Promises pour in till the eve of elections. Tailors always stitch till the evening of the delivery date and so on.

I can deduce the following from the above.

(1) Only deadlines make things happen.
(2) Allot only the exact time for any work. Never give grace time to any one, expecting perfection or better quality.
(3) Never declare the real deadline to downline and always keep some cushion for last minute fine-tuning.

Why the purse is always near empty while returning home after our purchase spree? Is there a law about this? My wife enquires. Well, “Expenses expand to match the income” is the answer.

Nellaiappan’s Column-4: "Work is Elastic"

When a professor asked one section of students to submit an assignment within seven days invariably most of the students submitted the same on the seventh day. The same professor when asked another section of students to submit the same assignment within 10 days, only on the tenth day most of the students submitted it. To be more correct, it was the eleventh hour of the tenth day.

Well, I have seen people reading till the last minute in the corridor of the examination venue. This holds true even for IIT and IAS examinations.

Whenever there was an audit in the factory, till 9 A.M people continue cleaning some thing or the other, rewrite some records, shift an equipment or paint a door.

There is a general principle inherent in all the above examples. Parkinson law states that in a single line. It requires lot of distilled wisdom to state some management concept or principle in few lines in simple language. That’s why they are great.

Long back, I bought “Parkinson’s Law” for just Rs. 5 in a roadside secondhand bookstall. It says, “Work expands so as to fill the time allotted to complete it”. Or, work expands to fill the time available. Or more precisely, “work is elastic”.

Mega serial stories expand to fill the number of episodes allotted by their TV channels. Bonus talks continue till the eve of “ Diwali” or “Pongal” as the case may be. Promises pour in till the eve of elections. Tailors always stitch till the evening of the delivery date and so on.

I can deduce the following from the above.

(1) Only deadlines make things happen.
(2) Allot only the exact time for any work. Never give grace time to any one, expecting perfection or better quality.
(3) Never declare the real deadline to downline and always keep some cushion for last minute fine-tuning.

Why the purse is always near empty while returning home after our purchase spree? Is there a law about this? My wife enquires. Well, “Expenses expand to match the income” is the answer.

Nellaiappan’s Column-3: "My Concept of Value Addition"

Why do people obey instructions? Is it because of fear of punishment? Is it because of the hierarchy? – The boss gives instructions and people down the line listen and obey the instructions; or is it because of the fact that generally every human being from childhood has been conditioned to do obey authority?

Before trying for a satisfying answer to the question in hand, I should tell you what had happened long back when I was a section-in-charge in a chemical manufacturing unit.

It was just after the completion of my regular plant visit on that particular day. As I was walking from the plant towards the office, I could see at the factory gate someone trying to enter and the security guard preventing him. I just clapped my hand once to draw the attention of the guard and signaled him to send the outsider to me.

He was a well-built young man, dressed like a student but the dress was dirty. He seemed to be very tired and in a feeble voice told me that he had not taken any food for the past two days. Controlling his tears, he asked for a job, any job. I took him to the office, provided him water and then a cup of strong coffee.

I learnt from him that because of a quarrel with his father, he had come out of his home a week before and was managing on his own with the money he had for five days. When all the money was gone, he was desperately trying to get a job, when someone showed him our company.

He was at my feet, begging for a job. All he wanted was a job to ensure two square meals a day. When I told him that there was opening only for casual labor, he jumped excitedly and assured that he would do any work without complaint.

I arranged full meals for him in the company canteen and asked him to return the next day. I pressed a 100-rupee note in his shirt pocket, when he hesitated to take it from me.

The next day morning he was eagerly waiting for my arrival. He was standing outside my office. By then I had worked out a plan for the chap.

I asked him how much wages he expected. He replied that he would be happy with sixty rupees a day. I told him that the wage would be rupees 120 per day. He gasped a little and started thanking profusely. He was beaming. I had difficulty in stopping him from touching my feet again.

Then I took him to the lawn and asked him to dig a pit of one-meter by one-meter by one meter. He happily started the work. I had completely forgotten him. Towards the end of the day, I saw him near the lawn waiting for me. No doubt he had done a nice job. What next ,Sir, he asked me. Without any hesitation I told him to close the pit keeping my face very straight. “Pardon, me, Sir, close what?” He was a bit confused, and in a firm voice I told him again to close the pit, which he had taken him the best part of the day.

He looked disturbed for a minute, and then started filling the pit. But obviously he did not seem to be happy. I gave him Rs.120 when the work was over and also another fifty-rupee note. He hurriedly returned the fifty-rupee note thanking me for my kindness. Probably he was thinking that I was a bit mad and you may also do that. But wait.

I repeated the same thing the next day. When I asked him to dig a pit at the same place he was simply standing there without doing the work. When I reminded him about his assurance to do any kind of job, he started digging the same again, murmuring some thing in a low voice. Probably by now he had no doubt that I was stark mad.

After completing the work, he asked about the next work. I appreciated him for his speed and asked him to fill the pit. He asked in an agitated voice “Why?” I told him that that was none of his business and directed him to do what he was told. The next half an hour he was idle and then slowly started filling the sand.

The third day started with the request from the chap for a change of work. I immediately accepted that and took him to the workshop. I showed him a wooden box overflowing with metal washers and asked him to segregate them size-wise.

He enthusiastically completed the segregation and asked me where to keep them. I told him to keep them in the same wooden box. When he started searching for polythene bags to collect them sidewise I told him no need and asked to dump them in the same box. He became furious, shouted some thing and walked out of the main gate. That was the end of the chap.

Now the question is why a chap who was badly in need of a job refused a small work though the benefits were more than commensurate? If you can figure out a convincing answer for that, probably you may answer well the question “why do people obey instructions?” Let us find out.

Subordinates obey the instructions not because the boss told them, but because they feel they add some value by doing it. Any amount money cannot motivate them to do a meaningless work however easy it may be.

While giving some work, if you can tell them why it is important, why they are the right person for doing it, and what value they will add by doing it, the end result will be really amazing.

By the way, I still owe that chap Rs.120 for the third day’s work. May be even more for confirming my theory about Value Addition.

Nellaiappan’s Column-3: "My Concept of Value Addition"

Why do people obey instructions? Is it because of fear of punishment? Is it because of the hierarchy? – The boss gives instructions and people down the line listen and obey the instructions; or is it because of the fact that generally every human being from childhood has been conditioned to do obey authority?

Before trying for a satisfying answer to the question in hand, I should tell you what had happened long back when I was a section-in-charge in a chemical manufacturing unit.

It was just after the completion of my regular plant visit on that particular day. As I was walking from the plant towards the office, I could see at the factory gate someone trying to enter and the security guard preventing him. I just clapped my hand once to draw the attention of the guard and signaled him to send the outsider to me.

He was a well-built young man, dressed like a student but the dress was dirty. He seemed to be very tired and in a feeble voice told me that he had not taken any food for the past two days. Controlling his tears, he asked for a job, any job. I took him to the office, provided him water and then a cup of strong coffee.

I learnt from him that because of a quarrel with his father, he had come out of his home a week before and was managing on his own with the money he had for five days. When all the money was gone, he was desperately trying to get a job, when someone showed him our company.

He was at my feet, begging for a job. All he wanted was a job to ensure two square meals a day. When I told him that there was opening only for casual labor, he jumped excitedly and assured that he would do any work without complaint.

I arranged full meals for him in the company canteen and asked him to return the next day. I pressed a 100-rupee note in his shirt pocket, when he hesitated to take it from me.

The next day morning he was eagerly waiting for my arrival. He was standing outside my office. By then I had worked out a plan for the chap.

I asked him how much wages he expected. He replied that he would be happy with sixty rupees a day. I told him that the wage would be rupees 120 per day. He gasped a little and started thanking profusely. He was beaming. I had difficulty in stopping him from touching my feet again.

Then I took him to the lawn and asked him to dig a pit of one-meter by one-meter by one meter. He happily started the work. I had completely forgotten him. Towards the end of the day, I saw him near the lawn waiting for me. No doubt he had done a nice job. What next ,Sir, he asked me. Without any hesitation I told him to close the pit keeping my face very straight. “Pardon, me, Sir, close what?” He was a bit confused, and in a firm voice I told him again to close the pit, which he had taken him the best part of the day.

He looked disturbed for a minute, and then started filling the pit. But obviously he did not seem to be happy. I gave him Rs.120 when the work was over and also another fifty-rupee note. He hurriedly returned the fifty-rupee note thanking me for my kindness. Probably he was thinking that I was a bit mad and you may also do that. But wait.

I repeated the same thing the next day. When I asked him to dig a pit at the same place he was simply standing there without doing the work. When I reminded him about his assurance to do any kind of job, he started digging the same again, murmuring some thing in a low voice. Probably by now he had no doubt that I was stark mad.

After completing the work, he asked about the next work. I appreciated him for his speed and asked him to fill the pit. He asked in an agitated voice “Why?” I told him that that was none of his business and directed him to do what he was told. The next half an hour he was idle and then slowly started filling the sand.

The third day started with the request from the chap for a change of work. I immediately accepted that and took him to the workshop. I showed him a wooden box overflowing with metal washers and asked him to segregate them size-wise.

He enthusiastically completed the segregation and asked me where to keep them. I told him to keep them in the same wooden box. When he started searching for polythene bags to collect them sidewise I told him no need and asked to dump them in the same box. He became furious, shouted some thing and walked out of the main gate. That was the end of the chap.

Now the question is why a chap who was badly in need of a job refused a small work though the benefits were more than commensurate? If you can figure out a convincing answer for that, probably you may answer well the question “why do people obey instructions?” Let us find out.

Subordinates obey the instructions not because the boss told them, but because they feel they add some value by doing it. Any amount money cannot motivate them to do a meaningless work however easy it may be.

While giving some work, if you can tell them why it is important, why they are the right person for doing it, and what value they will add by doing it, the end result will be really amazing.

By the way, I still owe that chap Rs.120 for the third day’s work. May be even more for confirming my theory about Value Addition.

Nellaiappan’s Column-2: "Busy Vs. Too Busy"

In most cases, the readers are more intelligent than the writers. It has been proved again yesterday. I received a phone-call about my last article. The caller surprised me, by talking about what I was going to write. He said, “I know your next topic is about Lin Yutang”. He was unable to hide his pride and continued, “I know all your tricks; you have brought his name in your last article though there was no need for that”. I thanked him and appreciated his shrewdness.

But till then, I had no idea of what to write for the next one. I am grateful to the caller for providing me with an idea and to my old friend Mr.VE.Annamalai, who gave me “The importance of living” 25 years ago; let me share something I learnt from Lin Yutang.

“Those who are wise won’t be busy, and those who are too busy, can’t be wise.” When I read this for the first time, I was a college student. Though I was enjoying the quotation, I have not realized its full implication. After taking up ‘manufacturing’ as my ‘bread and butter’ and while I was struggling to manage my time effectively during my initial years, I understood and appreciated the wisdom behind it.

Even today many workaholics, especially executives, spend 12-16 hours a day in the office. I only pity them. Are they really contributing? Is there really any value addition? If so, can’t it be done within the stipulated working hours?

The fact is there is no need to do so. These hardcore workaholics not only spoil the working atmosphere, but cause huge damages to their own home front. This wrong concept has to be unlearned.

What we do at the time of emergency is different. But emergency cannot become a way of life. I know people who simply stay extra hours in office and derive a sort of pseudo-satisfaction.

Lack of systems, lack of resources and fear to delegate work are the major reasons for such work behavior.

I happened to work for one owner-cum-incharge and he was almost living in the factory. What is more he was expecting me also to do the same. I had to tell him point blank that why I could not do so.

Job is for bread and butter and to keep a respectable roof over your head. But life has other meanings and one needs to spare one’s time to pursue these other dreams, other goals, which could be higher, elevating, uplifting and ennobling and hence more fulfilling and more satisfying. You cannot earn money first and then pursue your dreams, these other goals. Both have to go hand-in-hand, simultaneously. It is very unfortunate that one spends any amount of time to work and other daily chore but does not find time to pursue one’s dreams, the higher goals of life.

If one spends all one’s time in work and other routine matters, when and how does one think and find time for pursuing one’s life purpose, the greater goals of life?

Lucky are the people who still manage to ride the two horses simultaneously like a circus-man: the breadwinner riding the horse of family and work and the dreamer riding the horse of higher goals of life. One finds fulfillment when one is able to manage both. The rest of us have to compromise somewhere, one overlapping the other or one at the cost of the other.

When I say busy, it is not just the timeframe, but also the tension that accompanies it. More often than not, the tension is due to delaying action till the last minute.

Well, management gurus have discussed in length about important Vs urgent, and I am not going to reproduce any of that here.

I always believe in team work and team building is an art. Where ever I work I take it as my first priority to develop my subordinates. When the team is in tact I never feel the urgency.

As I am aware that 90% of my work can be done by my subordinate I always look for sharing the work of my boss. I always encourage the down line people to take decision and to tell you the truth, most of the time they have come out with better solutions.

When some of their solutions are not up to the mark, I simply ask them few questions and they will immediately realize their mistake and the final result will be commendable.

Most of the people do the reverse of this. I once retorted with “why keep a dog and bark yourself?” to my old boss when he tried to do my job, which I usually give to my subordinates.

The secret is, train your people well and through some challenge and they will never allow you to be busy.

Oh! There is an emergency call from my house and let me attend to that first. See you again, bye!

Nellaiappan’s Column-2: "Busy Vs. Too Busy"

In most cases, the readers are more intelligent than the writers. It has been proved again yesterday. I received a phone-call about my last article. The caller surprised me, by talking about what I was going to write. He said, “I know your next topic is about Lin Yutang”. He was unable to hide his pride and continued, “I know all your tricks; you have brought his name in your last article though there was no need for that”. I thanked him and appreciated his shrewdness.

But till then, I had no idea of what to write for the next one. I am grateful to the caller for providing me with an idea and to my old friend Mr.VE.Annamalai, who gave me “The importance of living” 25 years ago; let me share something I learnt from Lin Yutang.

“Those who are wise won’t be busy, and those who are too busy, can’t be wise.” When I read this for the first time, I was a college student. Though I was enjoying the quotation, I have not realized its full implication. After taking up ‘manufacturing’ as my ‘bread and butter’ and while I was struggling to manage my time effectively during my initial years, I understood and appreciated the wisdom behind it.

Even today many workaholics, especially executives, spend 12-16 hours a day in the office. I only pity them. Are they really contributing? Is there really any value addition? If so, can’t it be done within the stipulated working hours?

The fact is there is no need to do so. These hardcore workaholics not only spoil the working atmosphere, but cause huge damages to their own home front. This wrong concept has to be unlearned.

What we do at the time of emergency is different. But emergency cannot become a way of life. I know people who simply stay extra hours in office and derive a sort of pseudo-satisfaction.

Lack of systems, lack of resources and fear to delegate work are the major reasons for such work behavior.

I happened to work for one owner-cum-incharge and he was almost living in the factory. What is more he was expecting me also to do the same. I had to tell him point blank that why I could not do so.

Job is for bread and butter and to keep a respectable roof over your head. But life has other meanings and one needs to spare one’s time to pursue these other dreams, other goals, which could be higher, elevating, uplifting and ennobling and hence more fulfilling and more satisfying. You cannot earn money first and then pursue your dreams, these other goals. Both have to go hand-in-hand, simultaneously. It is very unfortunate that one spends any amount of time to work and other daily chore but does not find time to pursue one’s dreams, the higher goals of life.

If one spends all one’s time in work and other routine matters, when and how does one think and find time for pursuing one’s life purpose, the greater goals of life?

Lucky are the people who still manage to ride the two horses simultaneously like a circus-man: the breadwinner riding the horse of family and work and the dreamer riding the horse of higher goals of life. One finds fulfillment when one is able to manage both. The rest of us have to compromise somewhere, one overlapping the other or one at the cost of the other.

When I say busy, it is not just the timeframe, but also the tension that accompanies it. More often than not, the tension is due to delaying action till the last minute.

Well, management gurus have discussed in length about important Vs urgent, and I am not going to reproduce any of that here.

I always believe in team work and team building is an art. Where ever I work I take it as my first priority to develop my subordinates. When the team is in tact I never feel the urgency.

As I am aware that 90% of my work can be done by my subordinate I always look for sharing the work of my boss. I always encourage the down line people to take decision and to tell you the truth, most of the time they have come out with better solutions.

When some of their solutions are not up to the mark, I simply ask them few questions and they will immediately realize their mistake and the final result will be commendable.

Most of the people do the reverse of this. I once retorted with “why keep a dog and bark yourself?” to my old boss when he tried to do my job, which I usually give to my subordinates.

The secret is, train your people well and through some challenge and they will never allow you to be busy.

Oh! There is an emergency call from my house and let me attend to that first. See you again, bye!

Nellaiappan’s Column-1: Story of the Chinese Cooks

This is not another Zen story. Nor has it any link to the great Confucius or even my favourite writer, Lin Yutang. It is just a management lesson, which I learnt from Bhimraoji, the hard way.

My association with Bhimraoji was short and was more than professional. We both were trying our luck together, me as a production head and he, as a technocrat. It is a 25-year-old story.

Prior to becoming a technocrat, he was associated with the paper industry and had undergone training in US. Like other “States Return”, he used to brag every now and then about his US experiences. But again this has nothing to with US; it is just a story he learnt in US.

By the way, do you know anything about Chinese cooks? They are the best cooks in the world, Bhimraoji used to say. They invent new dishes with the available materials. That is, they will never say something is not there to make a dish but improvise with the available materials and come with a new dish with a new name, yet tasty. They are famous for their improvisation and managing the show with available resources.

Well, whenever I approached him with a list of requirements for our factory, Bimraoji would repeat his oft-repeated question: “Don’t you know why Chinese cooks are very famous?” Fearing repetition of the story, I would interject, I got your point, sir.” He would nod his head approvingly and the matter ended there. I would cannibalize or do some such thing and would somehow manage the situation without the required materials.

Picking up the cue from my boss, I also started taunting people below me with the Chinese Cook Story. When somebody wanted some facility or modification in the plant, I would do a ‘Bhimraoji’ to him and he would also disappear saying, “Yes, sir! Yes, sir!”. Deep down everybody was resenting it; but all of us were helpless anyway.

One day when Bhimraoji started talking about quality improvement in the finished goods. I interrupted him, “Don’t you know the story of the Chinese Cook, sir!’ He was stunned. You would get a tasty dish but it will not be the one you wanted. Then came the anticlimax a month later.

When all of a sudden, batches started failing without any significant reason; we were checking all main ingredients for quality and found them to be okay. We have even stopped production for few days to fix the problem but in vain. Then one of the shopfloor supervisors raised doubt about the quality of the neutralizing agent. Then we found that when there was a shortfall in calcium carbonate stock due to transporters’ strike, the stores-in-charge had applied our Chinese cook story and had used the calcium carbonate from effluent treatment plant. What he did not realize was that there was a major difference in quality of both carbonates!

When Bhimraoji came to factory one week after that incident, with a sad face, I told him that how our Chinese cook story had got us into deep trouble.

Thereafter Bhimraoji never talked about the Chinese cooks to anybody. But I used to quote this in all my training programs while stressing the importance of ‘not compromising on quality and the dangers of ‘ad-hoc’ism’.

If you happen to come across Bhimraoji somewhere in and around Hubli, please tell him how much I adore him.

When something is needed to deliver the result, do not hesitate to ask for it; demand it! If you stick to your demand and repeat at every opportunity, invariably you will get it. Always ask for the best quality. The secret is, “quality is always cheap in the long run”. If you have a long term perspective, you will realize its importance.”

Well, my cook, sorry, my betterhalf is waiting for me with some bittergourd soup. If you believe in destiny, I shall meet you again with another story!

Nellaiappan’s Column-1: Story of the Chinese Cooks

This is not another Zen story. Nor has it any link to the great Confucius or even my favourite writer, Lin Yutang. It is just a management lesson, which I learnt from Bhimraoji, the hard way.

My association with Bhimraoji was short and was more than professional. We both were trying our luck together, me as a production head and he, as a technocrat. It is a 25-year-old story.

Prior to becoming a technocrat, he was associated with the paper industry and had undergone training in US. Like other “States Return”, he used to brag every now and then about his US experiences. But again this has nothing to with US; it is just a story he learnt in US.

By the way, do you know anything about Chinese cooks? They are the best cooks in the world, Bhimraoji used to say. They invent new dishes with the available materials. That is, they will never say something is not there to make a dish but improvise with the available materials and come with a new dish with a new name, yet tasty. They are famous for their improvisation and managing the show with available resources.

Well, whenever I approached him with a list of requirements for our factory, Bimraoji would repeat his oft-repeated question: “Don’t you know why Chinese cooks are very famous?” Fearing repetition of the story, I would interject, I got your point, sir.” He would nod his head approvingly and the matter ended there. I would cannibalize or do some such thing and would somehow manage the situation without the required materials.

Picking up the cue from my boss, I also started taunting people below me with the Chinese Cook Story. When somebody wanted some facility or modification in the plant, I would do a ‘Bhimraoji’ to him and he would also disappear saying, “Yes, sir! Yes, sir!”. Deep down everybody was resenting it; but all of us were helpless anyway.

One day when Bhimraoji started talking about quality improvement in the finished goods. I interrupted him, “Don’t you know the story of the Chinese Cook, sir!’ He was stunned. You would get a tasty dish but it will not be the one you wanted. Then came the anticlimax a month later.

When all of a sudden, batches started failing without any significant reason; we were checking all main ingredients for quality and found them to be okay. We have even stopped production for few days to fix the problem but in vain. Then one of the shopfloor supervisors raised doubt about the quality of the neutralizing agent. Then we found that when there was a shortfall in calcium carbonate stock due to transporters’ strike, the stores-in-charge had applied our Chinese cook story and had used the calcium carbonate from effluent treatment plant. What he did not realize was that there was a major difference in quality of both carbonates!

When Bhimraoji came to factory one week after that incident, with a sad face, I told him that how our Chinese cook story had got us into deep trouble.

Thereafter Bhimraoji never talked about the Chinese cooks to anybody. But I used to quote this in all my training programs while stressing the importance of ‘not compromising on quality and the dangers of ‘ad-hoc’ism’.

If you happen to come across Bhimraoji somewhere in and around Hubli, please tell him how much I adore him.

When something is needed to deliver the result, do not hesitate to ask for it; demand it! If you stick to your demand and repeat at every opportunity, invariably you will get it. Always ask for the best quality. The secret is, “quality is always cheap in the long run”. If you have a long term perspective, you will realize its importance.”

Well, my cook, sorry, my betterhalf is waiting for me with some bittergourd soup. If you believe in destiny, I shall meet you again with another story!