Boss: Shields Employees

There was a business house where there was a norm to use a particular colour of ink. Green was reserved for CMD where as Red was reserved for Directors and Blue was recommended to be used by rest. The whole organisation was aligned with the policy, as it gave clear clues on the nerve centre of decision making process.

Once a very important file reached CMD, where there were some underlines and remarks which probably were not to the taste CMD. Obviously CMD called for the concerned director and along with a cup of tea gave a nice dressing down. Director also realised the mistake but did not accept as an error. Obviously director did not like. He discussed the issue with his fellow Directors and after a prolonged charcha (Discussions) a bright idea was originated that the Directors would use Red Ink only for signatures, and all comments will be endorsed in Blue. So they can mix up their views with the rest. All Directors liked the Idea and saw the strength and unanimously implemented it. CMD noticed the change and he avoided to react, as he respected the long service and diverse experience. Also, as policy he gave elbow space to everyone.

Now, once again CMD found marking and some remarks on file which were not to his taste. So He called the concerned director and showed his displeasure. Director Promised to check and get back to him. However Director did not reveal the identity of manager, despite CMD questioning him repeatedly. Though the task related to the file progressed to the satisfaction of CMD, but he was keen to know the manager. However Director was not revealing his Identity to CMD.

So, CMD invited the director for a glass of Beer to have one is to one discussion. During this session he once again reminded the Director the unanswered Question. Director also told him some long story on his efforts but with a conclusion that despite his best efforts he could not identify the person. CMD immediately reacted and came down in Hindi “To aap ek Kaddu Ki tarah use bacha rahe hai” (You are obstructing me as pumpkin between both of us). Director could not take the remarks easily as he was compared with Pumpkin, which it is not considered valuable vegetable. CMD read his face and explained that I am not calling you Pumpkin or even comparing with it. I am only expressing that you have blown yourself as Director in the form of Pumpkin to protect your staff from me. I suppose that is your role to coordinate your staff towards goals set for you. So is your responsibility to shield their minor mistakes errors or omissions, which you may like to deal at your level.

He went on to elaborate. Look at the example from EPIC Mahabharata where Krishna shields his people from Lord Indra’s curse of heavy down pour. He lifts massive “Goverdahna Parvat (Hill)” so as his people can take shelter under that. That was his way of winning faith of his people. I can see you doing similar role & that’s commendable.

Thereafter both enjoyed their beer.

I solicit your views on this episode and also the Lessons learned. 

Girish Bhusari

Ex. Commander Indian Navy

6 年

Leader needs to take responsibility of actions of his subordinates and pass on the credit to them for positive results. He has to shield them at all the time from those who are not part of his team and reprimand them when they make mistakes it's only his proragative and not the business of others.

回复
Amrita Angappa

I’m all game for 360-degree of Marketing || JOSH Talks Speaker Marketing Communications Professional at Siemens || Ex-LambdaTest || In the pursuit of personal re-branding ???? -> ??

6 年

Great experience to learn from, Sir!

Commodore KS Subramanian, NM, IN (Retd)

Director (Shipbuilding) at Hindustan Shipyard Ltd, Visakhapatnam

6 年

Totally endorse the Director's action of shielding his subordinates. I believe that once the file passes the director's scrutiny and moves on to the CMD's table it means that the director agrees with and endorses views of his subordinates hence is party to the recommendations (however unpalatable that may be to the CMD). In case he did not agree with the subordinate for views expressed on file it is the duty of the director to seek clarification at his level, convince himself and only then pass on the file to the CMD.

Zachariah Mathews

Independent Consultant/Adviser at Self employed

6 年

Nice story!

Dr Rajesh Jain MD, Diabetes

Chair, diabetesasia.org, Consultant Diabetes

6 年

https://www.diabetesasia.org/news-details.php?id=304&&post=Low%20Carb,%20High%20Carb,%20Bad%20Carb:%20How%20Much%20is%20Best?

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