Fearless Governance

We often have reservations for “celebrity bureaucrats” – their opinions, their writings and for their viewpoints too. Dr. Kiran Bedi, a social activist, former-tennis player who became the first woman in India to join the officer ranks of the Indian Police Service (IPS) in 1972 seems one of those. When I started reading her recent book - ‘Fearless Governance’, many people pointed me; why you are reading her book, are you a ____ supporter, don’t you know what she did and many more….

Though I left those questions unanswered at that point of time, but the reason I picked this book was that I wanted to know opinions of a bureaucrat who is known as a tough and honest law enforcement officer and her tough decision making and implementing capabilities. I was more interested to know this; in a time where bureaucrats can be heard very often saying for a solution there are implementing or are a part of – “this won’t work, this problem can’t be solved”. This book is about Dr. Kiran Bedi’s perspective during her tenure in Puducherry as Lt. Governor from May 2016 to Feb 2021. Following are few highlights from the book which I found worth learning and implementing during my course of service:

• One has to be fully aware about the responsibilities, authorities and powers; his/her position holds – Dr. Bedi did this at the very beginning after joining as Lt Governor
• One must establish a two-way pathway or mechanism to interact with major stakeholders of one’s work – Dr. Bedi worked hard to do this with her colleagues, junior officials and with the public
• One has to bring Trust, Empowerment and Accountability in one’s work (TEA as Dr. Bedi used to refer) – working with integrity, making optimum utilisation of resources; maintaining respect for Law
• Being a leader/boss, one has to ensure that subordinates are taking accountability of their position, but at the same time it is the duty of the leader/boss to ensure that their subordinates have the resources to deliver the same – Dr. Bedi created a dedicated channel for the staff where they can reach out to her for both professional and personal concerns; which enabled them to deliver more efficiently
• In present time, being efficient and effective is fairly impossible without adopting technology. The higher position one holds, will require greater use of technology to avoid being the bottleneck of the system – Dr. Bedi was very much aware of this fact, but failed (because of many reasons) to establish the proper use, acceptance and regeneration of technological system in the governance
• To come-up with a solution; one has to have experience the problem (directly/indirectly) – though this is not sacrosanct but there are numerous examples around us showing that such solutions are more sustainable in nature
• Officialdom and hierarchy are not the actual problem until it is followed/done by officials/employee with the base intention of being helpful for the duties he/she has been assigned. One’s action shouldn’t be such to hinder of the functioning of the system
• Meetings/discussions should have proper agenda and approach to have desired output. Decisions taken in the meetings should be immediately deliberated to subordinates and public (case to case basis) – Dr. Bedi followed this and was successfully in bestowing trust and ownership among all level of officials and the public
• The Internship programme of Puducherry LG Secretariat is one of the best of its kind – Dr. Bedi ensured that the programme shouldn’t remain a formality by government to engage with youth. She designed specific modules for the programme and ensured that both the parties (LG office and Interns) are benefitted out of this.

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Dr. Bedi, during her tenure in Puducherry set many simple and bold examples for the officials and the public to work upon. She proved multiple times that chronic issues are unresolved, not because of the complexities involved but are because of ignorance and the syndrome (which Shri Rajiv Guaba referred in his article, mentioned below) of our system and society.

I would definitely suggest this book to those who want to read, hear and feel for good governance, transparency and leadership.

I was surprised and happy too, to see this article by Shri Rajiv Guaba, Cabinet Sec raising voice against the “syndrome” of not taking ownership and accountability of the position/task; an individual is holding…. https://timesofindia.indiatimes.com/india/stop-passing-the-buck-when-you-see-files-cabinet-secretary-tells-officers/articleshow/88482284.cms