What money didn’t teach Bhaskar N Raju
Introduction to Post-COVID Challenges
The early post-COVID period (1st wave) was one of the first instances where I had the opportunity to work closely with Bhaskar N. Raju (BNR). It was a time of considerable uncertainty. There was a lot of chatter in the media about whether commercial real estate long-term leases would be honored by clients, whether the growth in Grade A office spaces would remain the same as before, whether work-from-home would become the norm, and what the so-called “new normal” would look like. In a nutshell, the future of real estate companies focused on commercial office spaces was a big question mark.
Divyasree's Case
Considering that commercial real estate is the core business of Divyasree, the uncertainty loomed large for the company as well. Naturally, when the future is uncertain, one of the most prudent things to do is reduce spending. One of Divyasree’s major costs is salaries. Hence, BNR, euphemistically speaking, decided to optimize this expense. In other words, he decided to let go of some employees to save on salary bills. It was, of course, the right thing to do. There were quite a number of people at that time with no defined key deliverables or key performance indicators (there still are today, but that’s a story for another day). Clearly, there was money to be saved. So, good decision.
Cost-Cutting Measures at Divyasree
BNR assembled me and the Vice President of Finance for the Commercial and Residential verticals and explained what he intended to do. We decided the best approach was to start with the employee database, align it department-wise, and then assemble all department heads (Commercial, Residential, Finance, Procurement, Quantity Survey, Quality, and so on). The plan was to explain to them the impending uncertainty, the need to optimize employee costs, and then assign them the task of deciding who in their team could be let go while still ensuring delivery for the next couple of years. Our task was to collate the inputs from all departmental heads and report back to BNR for finalisation.
Why BNR Delegated the Conversation
What I don’t understand to this day is why, while executing such an important measure involving teams, people, their careers, emotions, and insecurities, BNR chose not to have this conversation with the departmental heads himself. It beats me. I can only think of three reasons:
1. BNR had already decided what he wanted to do and did not want to engage with departmental heads who might propose alternatives to letting people go. He probably didn’t want any discussion, considering it a waste of his time since his decision was already made.
2. Engaging directly could give rise to requests for exceptions, which he didn’t want to address later.
3. In my opinion, BNR does not like hearing views that do not align with his own. He struggles with alternative opinions that challenge his fundamental beliefs behind the decisions he has already made. Right or wrong, his way is the only way. He is obstinate about this, this is in the context of people.
Two Henchmen for the Task
He just needed two henchmen to execute his orders, so he chose me and the Head of Finance. Both of us were new to the system (I had been there for eight months, and the Finance Head for about two years) compared to the departmental heads, who had at least ten-plus years of experience each in the system. Naturally, we had no emotional attachments to the task and approached it very objectively.
Executing the Employee Optimization Plan
We compiled the department-wise employee database with all relevant information, including their tenure in the company, educational qualifications, and CTC, and created separate files for each department. We then assembled all the department heads and gave them the news. Naturally, they had questions. We clarified what we could, consulted with BNR on what we couldn’t, and went back to them. After a couple of rounds of discussions, the department heads were given deadlines to submit their lists of team members who could be let go without affecting delivery.
The decision to let go of employees was phased depending on what they were currently doing for the organisation—who could be let go immediately, who would leave after a month or two, and so on, cascading over three months. We followed up to ensure all data was ready and compiled into a single Excel file. This process took about a week. Those identified for immediate termination were informed by the departmental heads, accompanied by the HR manager. They were given a one-month notice to hand over their work and leave.
BNR’s Management Approach and Direct Reports
Some of the employees reported directly to BNR, and he had to decide whether to retain or let them go. While I will write a separate article on this, just to give you an inkling: BNR does not adhere to the concept of “span of control.” I am reasonably sure that if you randomly ask him how many people report to him, he wouldn’t know and would have to count. It simply does not matter to him because he doesn’t actively manage them. Some of them just exist in the system. I wouldn’t be surprised if he hasn’t spoken to some of them in a year.
The Case of Ram: A Difficult Decision
I do not want to take the actual name of this employee as I have been asked not to specifically by him, possibly for fear of retribution or some one may contact him from Divyasree once this article is out and ask him to possibly deny what I wrote here. So, therefore lets call him Ram. Ram is a true blue Bangalorean. Joined Divyasree only couple of years ago at that time and of course was directly hired by BNR and was never told exactly what his deliverables are in express terms only to be cursorily told what departments he is supposed to handle. Ram has a long work record with mutli national companies and comes from a professional and organised work setup. Pretty straight talker and did not indulge in office politics, obviously unused to the toxic work environment certain quarters of Divyasree can be. It is fair to say in my opinion he possibly was feeling little out of place. Ram was identified by BNR to let go off immediately. The decision was communicated to Ram and he was given a month's notice to leave.
To Fire or Not to Fire : My Views
I just want to make one thing clear here, I fundamentally do not have a problem in letting go off people. Through out my career, I have fired multiple people for variety of reasons.? Every relationship whether professional or personal runs its course and it has to have an end. When a relationship is not delivering its expected results and is beyond repair, the best thing to do is to put an end to it and part ways peacefully, especially in a professional setup where money is being spent. That would be the best thing to do for everyone. Why should only companies be considerate about letting go off people with some socialist nonsense like “they are the reason for the companies growth”, why not have the same expectation from employees about the company when they resign, because the company literally puts the food on the employees table. So, to cut the chase, fire at will.
BNR's Amendments to the List
We collated all the data of all the employees with phase wise list of people to let go off and informed BNR that we are ready for his review. He invited both me and the head of finance to his home. The room we gathered in had a large TV to which the computer was connected and he had a white board conveniently placed at a corner, to write any notes for his audience.
We were discussing, name after name and BNR had his own opinion on each one of them irrespective of their level in the organisation or role and what they exactly delivered for the company. I really do not know if he actually has reviewed their work, but he spoke as if he knew each one of them like the back of his hand. In addition to what each departmental head has recommended to let go, he started adding more people the exact people, that respective department head has identified to retain.
BNR’s Curious Experiment
Finally, we came to his own list and he saw Ram’s name which he already identified to let go and his wishes were already carried out. He turned to us and suddenly said, “ This guy is repeatedly trying to reach me on calls and WhatsApp stating that his notice period is supposed to be 3 months and I am not answering his calls or responding to his messages” He paused for a while and that sounded little dramatic and said “just to see what he would do”, “what will he do if I do not pay him that money, I am just curious” There was this wry expression that almost was like a smile on his face.
I, for a moment was very confused. I did not quite understand why would he say something like that and what the intent is and quickly quipped “ He will not do anything sir, he will continue trying and give up after some time” BNR just nodded his head and did not say anything.
Reflecting on Empathy and Leadership
The next few days, BNR’s words continuously rang in my ears. Why would someone I had been so looking up to say something so twisted? Time and again, over a period of time, I have thought about that evening, and here is what I surmised.
BNR hired that employee personally, interacted with him until he took the decision to fire him, and in normal circumstances, any manager would actually communicate that decision directly and answer any questions or concerns the employee may have(it was expected of all the departmental heads, so ideally BNR should also have done it himself). But that did not happen in this case. Someone else communicated it. Ram must have been shocked, surprised, and would have gone through a multitude of emotions and wanted to just reach out to BNR to speak—not necessarily about money, just to address his concerns. But BNR did not want to take that call, not because he was busy, not because he didn’t have time (BNR literally stopped coming to the office post-COVID unless there was a very important person to meet—he literally championed work-from-home), but because he was curious about what Ram would do if he didn’t respond.
Here is a guy whose life and family, possibly kids, all depended on his monthly salary. Suddenly, he is told by some random person in the company that he is jobless after a month. He remembers that his notice period is of longer tenure and hence needs to get more money, which is probably a lifeline until he gets another job. So, he desperately tries to reach out to BNR multiple times over messages and calls. BNR, however, did not answer the calls because he was curious: “What is Ram capable of doing if I do not respond?”
All he had to do was pick up the phone, listen to him, and tell him that he does not see their association being progressive for each other and has decided to part ways as it is the best decision for the company. While he could express regret for the situation this puts Ram in, he could explain that he has to prioritize what is best for Divyasree and move on. Even if Ram asked a couple of questions, at best BNR would have to spend 10 minutes on the phone. Yet, he chose not to—all summarily because he was curious about what Ram would do if he did not respond.
After all these thoughts were processed by my mind, and it took a few days, BNR suddenly appeared diabolical to me. I was convinced this was some form of arrogance, bereft of common decency and basic empathy for a fellow human being. One that makes someone think they are entitled to have fun by taking a diminutive view of lesser-ordained people than them, both monetarily and socially. People who BNR already knew were not a match for him and did not have the means to fight or seek what they believe is justice. Basically, he knew Ram would not be able to do anything even if he did not respond to his messages and calls and not pay the money and yet he seemed to take some twisted fun at his expense. What kind of devious humor is this? For a moment, the world felt unfair and cruel. Maybe I overthought; maybe I didn’t.
Aftermath: Lessons Learned
It is quite possible Ram may not have thought about it as much as I did. Ram possibly could have moved on in life with hope and trust in himself, I really wish that is the case. Alternatively, I also wish Ram did fight for what rightfully belongs to him, just the way I would have done.
I spoke to Ram before writing this article. While i do not want to divulge any information as to where he is and what he is doing, he confirmed that BNR never answered his calls or messages. He didn’t receive the two months’ pay he believed he was entitled to.
Interestingly, as business picked up, the layoffs lost momentum. Many senior employees who were supposed to leave after three months were never informed of their lay off plan and remain in the system to this day.
Success and the resultant money, can give you a villa in Golf shire and an unused MayBach but don’t teach essential human skills like empathy, small acts of kindness, or common decency.
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