My Bosses over 20 odd years
This one should
be a super hit (as they say in Bollywood), as bosses and spouses are the most
talked about (maligned?) people on earth.
Boss at the Ad
Agency: A lady was my first boss at this workplace. I was a fresher, and I felt
she did not make use of skills (ha!) that I had. But I did learn how to be
pushy from her. She was not that good at her work, but adequate for a small
agency that had no ambition. My (women) colleagues did not like her one bit,
and my (male) colleague Sunil Jariwala who was in media, was also fairly cool.
She wrote my first appraisal in my work life, and it was not flattering. I did
not stay long enough for the second appraisal.
Market Research
Company: At my second job, the bosses (three of them) I had (C.K. Sharma,
Matthew Paul and Shyam Sunder) were some of the nicest guys on earth. They were
very democratic, and being from a similar background as mine (an IIM), maybe, were
understanding. They gave me challenging work to do, and appreciated good work
when I did some. I was rapidly transferred to their biggest territory (Mumbai),
and they were cordial even when I left to go to the U.S. I really enjoyed my work,
though the pay was not so great.
My Ph.D. guide at
Clemson (Mike Stahl) was great, a very focused guy, and but for him, it would
have taken me much longer than three years. He was quick with feedback, and
pushed for acceptance from other members of the committee if he was convinced.
When I see some struggling doctoral students in India, I am reminded of my good
fortune.
At Lander, my Dean
Dale Molander was very respectful (because I could teach quant subjects?), and
supportive. Quanti teachers got a lot of respect in the U.S. anyways.
He was also a very straight-talking and easy-to-get-along-with guy.
My first Indian
academic boss (A Jesuit Father): At Bhubaneswar, I was aghast when I attended
my first faculty meeting. It was more like a discourse in a Sunday Mass, and
the boss was unstoppable. Anyway, I got into a fight and left fairly quickly,
but it bothered me for a long time, coming from a democratic system in the US where
faculty even voted on critical matters. This guy was also vindictive, and left
a bad taste in the mouth.
Boss at Hyderabad: An officer and
a gentleman is how I would describe this guy, ex-Air Force officer and
ex-faculty member at Administrative Staff College (ASCI), who saw us through the
initial few years. We jelled well. It was a nice experience while it lasted- about three years.
Kirloskar
Institute: Boss No. 1: He had pedigree (had been at IIMA for donkey’s years),
and good teaching style, but was somewhat introverted. We got along fine, and I
learnt how to invest in infrastructure (intellectual) from him. We had a great
collection of Harvard cases, films and business books. One of the films we used
there, called “Who Killed the Sale?”
was a classic. We also had great
visiting faculty from IIMs and elsewhere. We also valued people- salaries were
twice those at other colleges.
Boss No. 2: Though
not as illustrious as his predecessor in management training, he was a great
human being, respectful and nice to work with. He succeeded in getting an MBA
program going at Harihar, and genuinely wanted the good of the institution and
all stakeholders.
Boss No. 3: A
devil incarnate, and my first inspiration to strike out as a director.
Absolutely without scruples. I had the
most altercations in my life with this guy, and I don’t think they had any
impact on him, as his skin was too thick. Teflon coated, as U.S. president
Reagan was once called. (Some Teflon may be good for the boss, but not too much.)
At Lucknow: He was a
director with a reputation for leadership, and I had no trouble at all from
him. He had a lot of finesse in dealing with people, though it was apparent
that there were many who did not approve of him. But then, a leader or anyone
in an administrative position can rarely please everyone. One of his bad traits
was getting less than qualified people to teach at IIML, but most IIMs were in
dire straits for faculty, so maybe there was some good in that. I don’t know.
Other academic
bosses: Boss No. 1: A very shrewd guy, managed his self-interest, but not that
of his team. Did not have a clear plan for the institution, except claiming to
be high and mighty. Lived on his past reputation, mostly.
Boss No. 2:
Another inspiration for my directorial ambitions. Had a severe case of verbal
diarrhoea, and people ran miles to avoid getting into the trap of his one-way
communication. But a relatively ego-less guy, and therefore easy to get along
with if you could tolerate the earlier-mentioned fault.
I become the boss:
I also have a few (!) faults. I am the big-picture guy, not too target-oriented, tough, and so on, but I
believe I am easy to work with (mostly), and concerned about an individual’s
development. I also delegate extensively, and (I believe) give enough rope to
people to hang themselves. I have no illusions of greatness (either mine or
anyone else’s)- I believe we are all fallible.
