201 Month-ends

"To all the brave souls navigating the chaotic month-end madness in the business world- may your clients understand your priorities, may your spreadsheets be error-free, and may you have an unlimited supply of coffee that's not from a vending machine.”

Today marks my 201st month-end in the industry. I began my journey in the HR services space on February 1, 2007, with the Ma Foi Group, and I've continued to be a part of this ever-evolving organization– it has evolved a lot, and I've changed a bit along the way. Until January 31, 2007, I was a lecturer. February, by design, is a short month, and its 28 days made my month-end arrive faster. I was very new to the month-end rush. During my Lecturing days, it was just another day, albeit Salary Day. Then, I joined the industry with the intention of gaining experience and wisdom to become a better lecturer. The 'just another day' month-ends transformed into real-life versions of 'Mission: Impossible.' The mission, from then on, should we choose to accept it, was to make sense of the numbers we made. However, I remembered three things that made my first month-end spectacularly complicated. Capturing them here for the benefit of Mankind and Womankind.

Thing 1- Procrastination

“Mastering the art of keeping up with yesterday.”

This hit me hard during the first month-end. The question arose: why do today what you can delay until tomorrow and then feel guilty about not doing it yesterday? Now, at my 201st month-end, the progress made in the Procrastination Department is seemingly significant. However, I still succumb to the allure of procrastination due to tight schedules. As days pass, tasks pile up, creating a mountain of responsibilities that looms larger with each passing moment. Waiting until the last minute not only amplifies stress levels but also increases the likelihood of errors. There is a neo-Karmic side to this as well. Every time that auspicious day arrives, the day I had kept aside to finish my list of tasks, a new set of responsibilities emerges from some corner of the universe, or some system crashes unannounced, disrupting all plans and resulting in missed deadlines and, inevitably, a grumpy me. The proactive approach, which we all know but may not do much about, involves distributing tasks evenly throughout the month to ensure a smoother month-end life.

Thing 2- Complex Reports

"The complexity of my month-end report is directly proportional to the number of times I scratch my now-hairless head in pure disgust while preparing it."

I had been teaching helpless MBA aspirants in my Services Marketing class until January 2007. I managed this fairly well, using a Dark sense of humor to bridge the wisdom gap resulting from my lack of practical experience or understanding of the services sector. Then, the industry entry happened. I prepared the most complicated month-end PowerPoint presentation, including unnecessary details and some bookish analysis, before sharing it with my Boss Vishnu Dev . Sat down and drafted a proper email with a 'Dear Mr. Vishnu' salutation and religiously followed a letter format as taught in our Business Communication classes. I awaited a call or a detailed reply from my then boss. After a follow-up, I received a reply: "Why are you sending this? Spend time in the market instead." My first thought was that my boss lacked email etiquette– no salutation, Good Lord, rude guy. It took me a few months to realize that I was the abnormal one. He was right; I should be spending time in the market rather than wasting time making complex reports. In the quest for precision and creating a strong impression, some individuals in the sector fall prey to the mistake of creating excessively complex reports. The result often resembles a labyrinth of interconnected words, cells, and formulas. It’s crucial to strike a balance between thoroughness and simplicity, ensuring that reports are comprehensive yet user-friendly. Adopting a mutually agreed-upon, streamlined approach to report design can save time, reduce errors, and contribute to greater efficiency.

Thing 3- Communication Break-down

"At month-end, our communication skills are so advanced that we can convey an entire project update with just a well-timed eye roll.”

Suddenly, I see an email pop up on my screen from my Team Leader. She had sent out an urgent email to a Senior Client rep to get approval for an invoice for which I had already obtained approval. Adding to the situation, she addressed the client as 'Dead Sir' instead of 'Dear Sir.' It's not her mistake that the spellings are identical, but for the last letter. It's not her fault that 'D' and 'R' are neighbours on the keyboard, residing on the 2nd and 3rd floor. The mistake was that I didn't communicate clearly about the work I had already done; then the mail itself would not have been initiated. The failure to foster effective communication between people and units will cost heavily. Understood that different teams often work in silos, focusing solely on their specific tasks without considering the broader context, almost operating like cartels without drugs. There were multiple areas where confusion was created, either by people running around like headless chickens or due to the lack of solid structure through which formal communication can flow, avoiding grapevine. These gaps, can lead to missed opportunities for collaboration, as insights from one unit might be crucial for another. Leaders hence should prioritize cross-unit communication, encouraging teams to share relevant information and insights without overdoing it. Regular short meetings and clear communication channels should be established as firmly as the brick and mortar in which the firm operates.

200 Months Later

What changed? Some aspects did. When I look back, certain past actions stand out due to the level of dumbness involved, making me laugh and wonder. However, recognizing those acts as foolish requires a bit of wisdom. It's almost like saying, 'See how dumb I was,' to acknowledge the strong notion of current personal growth. Speaking seriously for the first time here, the troubles I faced during the first month-end didn't fully disappear even after 16.67 years. As some of you may know, 16.67 is a very auspicious figure in the Executive Search space. It seems like a good time to attempt a sharp turnaround to make the month-ends more manageable. Detailed work will be required, starting from the ground up- continuing some methods, adding new ones, and discarding a few- aspiring to build something that will last. This, followed by rigorous and disciplined execution, is the need of the hour. In case the execution fails, I will remember to be human.

“To err is human, but to blame it on someone else shows management potential."