Enigma Solution

Almost everyone I know is concerned if not obsessed with being happy. So I amuse myself by asking people various questions about happiness. A popular question is,  "At which time in your professional life did you feel the happiest?". Most respond that they were happiest at the beginning of their careers or when they were mere trainees. This seems strange. How can anyone be happy when as the junior most person you have people walking all over you, the workload back breaking, and you have so little money in the pocket? This contradiction I ascribe to youth, which is identified by a carefree demeanour, optimism, boundless energy, good health etc. The greatest reason is lack of any real personal and professional responsibility. As we progress in our careers, most of us emulate the hamster on the wheel in the laboratory. We run, run and run,  snatching moments of  joy and relaxation, endeavouring to  achieve real personal development whenever possible, ev...

An interesting reaction to my writing, is that people begin to ask for advice. Though this is flattering it can be a bit dangerous both for me and the person seeking my advice. I wish they would realize that, all I have to share with most of them is only my confusion. Pradeep recently wrote to me, that he felt he was a zombie without a meaningful life. He worked for a very big and famous multinational organization. He was paid very well and had a lot of perks and facilities provided to him. He felt trapped in a line up of demanding and aggressive bosses, exhausted subordinates and impossible targets. Like most of his colleagues, even 12 hour work days and six days a week of slogging were insufficient to meet the workload demanded from them. He felt he was unable to satisfy his bosses because of lack of competence and ability. Constant battering by his bosses and unhappiness at home had eroded his confidence. He wanted my advise on ways and means to boost his confidence. I tol...

I love statesmen for they demonstrate the better qualities in people. Unfortunately statesmen are an almost extinct species. On the other hand, I detest politics because the conduct of politicians often brings out the worst in people. Yet it is undeniable the entertainment value politicians provide to the public, often at great cost to our sanity, loss of wealth, destruction of our environment and generation of a lot of  chaos in society. Yet every fiasco and blunder, of which there are many   by our politicians and the government lie powerful and important lessons for individuals and organisations on how not to do things. Driven by control rather than contribution, politicians and governments rarely get things right and can always be trusted to botch things up. The billion rupee question is ' How do they not only survive but thrive, in spite of their sheer incompetence and duplicity?' I believe the right answer would be, 'They resort to the...

A year ago a very dear uncle passed away. I had gone to meet him a couple of days before he passed away.  It is always painful to see a loved one approaching their end. My uncle just lay there very calmly and composed as if in a deep sleep. I said a silent prayer for this kind and wonderful man who has brought joy to many people in his life. I prayed that he be allowed to go from this world with dignity and in the natural way. The family sat dignified and composed,  only the stooped shoulders, dark patches under the red eyes revealed the deep anguish within their hearts. They were practical and respectful of my uncle to know when to stop fighting and to yield to God's will. My mind raced across the past to review the passing away of other people and even organisations. Just like people, organisations also have a life. This life should be loved, nurtured and developed to grow and thrive,  and then be allowed to die respectfully when its time is up. Drive...

                                       A second generation owner took over the reins of a company from his aging father as the MD (managing director).  The youngster was earnest and eager to ‘professionalise’. He had learnt that a flat structure was the best organisation type. What a coup it would be to kill two birds with one stone; to reduce costs and simultaneously employ fewer people.  People were dismissed, retired or coerced to leave.  Many people classified as 'flab' by the new boss were soon history. Lo and behold! Soon after this initiative, p ayroll costs went down and productivity went up as the fearful employees were working harder to avoid their head being on the chopping block.  About two years  after the  bloodbath  began, there was a crisis. The company was in dire straits.  Sales, quality and profitability had all plummeted a...

                                                    Why do you want to leave us? A couple of weeks ago a college mate came to town. It had been a few years since we had met up and we chatted about a lot of things well into the night. He sought my advice on a few things. Maybe he felt that I had learnt something from the large number of mistakes I had made. His business was growing by leaps and bounds and he had clients in most major Indian cities. Yet he had major concerns. He said the work was draining him of his energy and his peace of mind. He was candid enough to say that he could not manage his growth and he was worried, very worried. In my book of experiences; " It is a wise person who knows himself. " I had been there and done that, and I could only appreciate the gravity of his situation when he said that he had a 70% attrition rate at h...

It was in 1502 that the egoistic mayor of Florence (Italy) Piero Soderini was under great pressure. He had appointed a novice to work on a giant piece of beautiful marble to make a sculpture under his guidance. Typical of many bosses Soderini had overestimated his own capabilities and by drilling a big hole in the middle of the block of marble Soderini and the novice had ruined it. Soderini had to find a solution, and  finally commissioned Michelangelo to do a sculpture . Michelangelo agreed and using the available shape decided to sculpt a young David with a sling in his hand. A few weeks later as the statue was finished, Soderini came to see the sculpture for himself. Soderini was pleased with what he saw. However like many patrons and bosses Soderini had to impose his ideas and have the last word. Soderini instructed Michelangelo to change the shape of the nose because it was too big. Michelangelo grasped the situation immediately realising th...