On the
occasion of his being awarded a ‘long service citation, an employee made a
touching speech in which he said, “In the last 25 years of my being with this
organization, this is the first time I’ have come face with the Bada Saab.
“This meeting brought him greater pleasure than the silver salver that the
‘Bada Saab’ handed over to him.
This alarming
gab between the ‘Bada Saab’ and the ‘Chota motas’ does not seem to cause mush
concern to most people. There are a few enlightened chief executives who are
attempting to close this gap and make them at least more visible. If not
accessible.
Chairman, MD’s
and chief executives seem to move in a rarefied world of their own.
Entertaining foreign visitors, off on trips abroad, locked up in board meetings
– they have little or no time for the day-to-day management of the organization
which they leave to their underlings. This may be understandable to some extent
– they have other commitments too.
The danger
however lies in the ‘underlings’ assuming an importance out of proportion to
their position, and sometimes even believing that this responsibility is an
opportunity to extend their personal influence and amass ‘power’.
Secure in the
belief that the secret will never out, they interpret the Bada Saab’s
instructions to suit their own purpose, often using his name get their own work
done.
If we are to
bid farewell to corporate feudalism – now increasingly discouraged by
management experts who recognize the need for attitudinal changes in this
contemporary world – and introduce a more democratic environment in
organizations, the first step is to be taken by the big boss – outside his
cabin.
Half an hour’s
walk around the office will enable him to meet the people he is stewarding, while
indicating to them that he is available and willing to know first-hand what
their input is and what their problems are.
Like the rajas
of our traditional stories, a chief must mingle with his people directly. There
is no short cut to this via any kind of information channel. He must take time
off to meet his
people down the line, listen to their professional problems,
and assure them of his concern. This way, he not only gets a true picture of
what’s happening in the office, but encourages accountability at every step.
Day-to-day
interaction can warn the boss of impending problems between staffers; can help
him, for instance, to recognize when the divining line between roles get
blurred so that he can take corrective action in good time.
The boss’
direct involvement in turn will increase the commitment of his staff, while
giving him opportunities to initiate good teamwork and a spirit of camaraderie between
fellow workers. This will naturally lead to an increased output and production
of better quality.
Unfortunately,
most chiefs enjoy the lofty aloofness that the pedestal of their position
offers them and not many care to step down. Their image becomes more important
than the health of the organization.
A chief
executive is like the piper of Hamelin. His
juniors are bound to follow him, whatever tune he plays. This can only be achieved with direct and
active interaction. It can’t be done from the confines of an ivory tower.
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