What would you leave behind?

I watched this byte sized super motivating video from Shiv Shivakumar where he talks about creating a legacy. He mentions this very easy to remember but tough to follow principle – Company first; team second; individual third. He also mentions about never working for poor bosses – bosses that are intellectually dishonest and insecure. Another brilliant piece of advice – never chase money.

When I look back at my career so far, I see shades of what Shiv has mentioned in his talk. And listening to his thoughts brought back a few memories.

If it isn’t your fault, keep your head high

It was 2005. I was in the management trainee programme of a leading durables company and was in the role of the Assistant Sales Manager reporting into the Branch Manager. We were looking to expand distribution in the city of Lucknow. I was given the task of looking for outlets. I was working with a distributor to ensure that identified stores are stocked well. I did mapping of high traffic areas where our presence was missing and found a prominent marketplace in North East Lucknow. We finalised the deal with the retailer and stocked his store. It was a small win for me. In all this, my boss, the branch manager, had given his consent.

The company had distributors and dealers. Dealers would get material straight from the company for their showrooms. Distributors would sell to smaller retailers. In Lucknow, there is a prominent dealer who was, and am sure continues to be, a significant contributor to the company’s turnover. He wasn’t too pleased with newer retailers coming up and he complained straight to the head office against the move and against me. The Zonal Manager got a call from the head office and he called up the Branch Manager. Next person to get the call was me and I was told to wind up the store that I had opened.

It wasn’t easy. I had to apologise to the retailer, and to the distributor who worked very closely with me to identify the retailer. It wasn’t a pleasant experience. For once I thought I wouldn’t heed to the instructions and run the retailer as decided earlier. However, if the company takes a call, it has to be in the larger interest of the company, probably something that my pay grade didn’t understand. So keeping aside all personal emotional upheavals, I did what was asked of me.

The next week, the Zonal Manager was on a visit to Lucknow and no surprise, his first visit was to the big dealer who had complained against me. I was called there to be a part of that meeting. I walked in, keeping my head held high. I attended the meeting as if nothing had happened in the recent past. It was business as usual. Later, the Zonal Manager told the Branch Manager, “Dum hai ladke mein.” (the boy has resolve)

Poor bosses may have to be borne; continue giving your best

I have had a fair share of poor bosses as defined by Shiv – intellectually dishonest and insecure. Fortunately for me, the first four years of my professional life, I didn’t have such bosses. By the time I had the first bad boss, I was a little more mature.

Poor bosses tend to drain you of all intellectual energy. You get up in the morning thinking how to face her/him. In such a scenario, the most at risk is the quality of work. Going by the company first rule, keep giving your best because the company needs it. The company pays you the salary and not the boss. So, you owe it to the company.

Dealing with a bad boss is tough. I have found, if you keep doing good work, you will tend to shine and your work will get recognised. There will be times when you would be directly working with the superiors of your boss. That’s an opportunity you should make the most of. I have done so in my life and ended up working directly with business heads and CEOs even though I was 2-3 levels below them in the reporting structure.

If it doesn’t work for you, Shiv has the answer, move on.

In one of my workplaces, where I spent very little time as the scope of marketing was significantly reduced due to the financial crisis of 2008, I had difficult bosses. I continued to give it my best. In all interactions with the Business Head, I ensured that I was on top of my game. Years later, when he visited my current company’s office to meet an ex-colleague, I met him. In front of the ex-colleague, he mentioned, “Sorry, yaar. Tere liye main tab kuchh kar nahin paaya.” (Sorry pal, I couldn’t do much for you then)

Company first

What an awesome mantra. It has helped me on a number of occasions. I sincerely believe that the company gives me my salary that helps bring food to my table, send my son to school and every other activity that has finance as a resource. I owe it to my company to put it ahead of all else. In my work life, I have always put company ahead of myself, except this one instance and I am not proud of it. I was just an Assistant Product Manager and the MD of the organisation had given me a project to work on, which was important for the company. This was probably because I was tasked with making the company’s India Annual Operating Plan presentation which was to be sent to the US headquarters. I had slogged on it. There were meetings with the senior management till late in the night; one such meeting went on till 3 am. The MD had liked the final presentation and was appreciative of my efforts and that might be the reason why he gave that project to me.

A few months before he gave me that project, the MD had asked the youngsters about what changes can be brought about in the company to make it a friendlier place. I had given a few suggestions. We never heard back from the MD. Nor were any changes made. I was a little miffed. And while working on the project I was assigned, I had decided to move on. So, I did very little work on the project. I was to submit my project by February 15 and I put in my papers in the first week of January and Jan 31 was my last day. That project never got completed. As I said, I am not proud of it.

Team second

Putting the team ahead of yourself is the least one can do. In a supervisory capacity, much of the performance as an individual is based on the performance of the team. Hence, one must ensure that the team gets its due. In one of my previous organisations, after the appraisals, it was time for the dreaded bell curve. I had four people in the team with a rating of ‘exceeds expectations’, and that included me. I was asked to bring down the rating of one person to ‘meets expectations’. I did not take any time to decide that I would reduce my rating. Why? Because it is tougher to work in the trenches. The team deserves the preference. Also, given the difference in salary structures, I would have lost lesser with a lower rating that they would have.  

Individual third

I have always believed in the principle – if the company grows, I grow. Giving the best for the company has a multiplier effect. Many get the benefit. Focussing on my growth and elevation will be limited to me and will soon wear out. If the company keeps doing well, not only do I benefit, many others, including my team, benefit. The best leaders, the greatest corporate personalities have focussed more on the organisation that they worked for than themselves. I have in my life seen bright individuals who faded because they were more concerned about themselves than the organisation.

What you do in your organisation, no matter which level you are at, determines how you would be remembered. As Shiv says, you create legacy whichever level you are in. It is not dependent on hierarchy.

Would be great to hear your thoughts. Do share.

Thanks, Shiv, for igniting these memories. Thank you, Chandramouli Venkatesan, for the video. This is the mark of a true leader – someone who can get thoughts running.