Kautilya’s Arthashastra

Hi All,

This would be really interesting... I will be posting some articles regularly in this column.. I know the wrtier personally..... & he is really a great guy....

He writes in for Mumbai Mirror.
 
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nick18_in

MP Guru
IDENTIFYING POTENTIAL LEADERS
- Radhakrishnan Pillai

(This weekly column will explore the relevance and application of Principles and Strategies of Chanakya as discussed in his 3rd Century BC treatise, Kautilya’s Arthashastra, in Today’s Corporate World)​

“I shall not exist, but the work that I started should go on” – That’s what a business tycoon once said. Now, for that work to “go on”, a lot needs to be done and that, too, before we become non-existent.

Great leaders, as they slowly age towards retirement, always focus on the creation of next- generation leaders. You should create your own photocopy to fill your position. If possible, someone better than even you.

That is what Chanakya says,

“He (king) should strive to give training to the prince” (5.6.39)

Leaders at the top should completely focus on developing the potential leaders.

Who is a leader and how to identify him is a challenge by itself. One will realise that a person successful in one area can be a failure in another area. Or one who is successful leader a particular group may be a failure while leading another group for a different task.

But, before we start training and creating leadership programs, it is important to identify the right leaders. You need to ask a few questions that will tell you weather he will fit into the leadership framework.

Some of these have been listed below:

QUESTION: Does he give credit to others when he is appreciated?
OBJECTIVE: The answer will show if he is a team player. A good leader is a good captain. He takes his team along. He knows that human beings have weaknesses and, still, all have to work together to achieve the common goal of the organisation.

QUESTION: Is he firm in his opinions, or does he change his view point every now and then?
OBJECTIVE: To understand if he has clarity in thinking – Does he think through every step before taking up or executing a project? Does he get carried away by the politics in a company?

QUESTION: How does he conduct meetings?
OBJECTIVE: His planning skills – if he is good leader in meetings, he will have an agenda. He will be open to ideas, but will never let the meeting go astray.

QUESTION: Does he command respect and attention of his seniors?
OBJECTIVE: To assess if he and his view points will be accepted by the top management as he takes up higher responsibilities - only a thinking a strategic person will be accepted by seniors.

QUESTION: Given a challenge - how fast does he complete the task?
OBJECTIVE: To understand his resource-management skills: how fast is he in getting things in place? A potential leader will not get stuck with the current problems. He will be a solution-provider, rather than a problem creator.

Most importantly, you should yourself be involved in the process of creating future leaders. After all, it is question of handing over a company you created with your sweat and blood.

(The author is the director of ATMA DARSHAN, a company that provides services, including spiritual tours. He is a management consultant and trainer. He can be contacted at radhakrishnan@...)
 

nick18_in

MP Guru
Name of paper: MUMBAI MIROR (Times of India)
Date: Monday, 14th August, 06 (page 22)
DON’T NEGOTIATE SAFETY AND SECURITY
- Radhakrishnan Pillai

(This weekly column will explore the relevance and application of Principles and Strategies of Chanakya as discussed in his 3rd Century BC treatise, Kautilya’s Arthashastra, in Today’s Corporate World)


The days of conventional wars are gone when kingdoms or nations were warning with the weapons like swords and later with sophisticated and more disastrous mass destruction weapons. Now the wars are being played between democracies and terrorism. And hence, the nature of these wars is more complex. This is the time when aspects of security cannot be undermined.

Now, the terrorists targets are common men, battlefields are at public places and aims are of disrupting economies. Corporate setups are the soft targets and the only weapon that we have is the vigilance to fight back any such unanticipated disaster.


Chanakya says,

“For the guard not reporting to the city-superintendent an offence committed during the night whether by the animate of the inanimate, the punishment shall be in conformity with the offence, also in case of negligence” (2.36.42)

This means, how an alert security person should be. He has to report He has to report every single offence committed to his superiors. He cannot take any seen or unseen movements for granted. If security official does not do that even the security personal shall be punished.

A special focus has to be given to corporate security personals in the following manner

  1. EXTRA TRAINING

The guards, watchmen and other security people in your organisation have to be given extra training and information about the current scenario. They should be oriented about the changing threats in the mega city like Mumbai. You can also take the help of local police or even intelligence agencies to give them latest updates on security measure taken by the local, state and union government.

  1. SUPPORT THE SECURITY MEN

All employees have to be made aware of the alarming situation we are into. They should cooperate security officials. Being checked up your bags and personal belongings should not be taken as a mea to offend you. Do not feel insulted or ashamed. The security personal is doing his duty. Be a part of the system and help the system to protect us.

  1. WORK AS A TEAM

It is important to note that it is not the duty of only security team. Each one has to play his role. Even security men are human beings working round the clock to ensure safety. Understand their problems as well. Note that we have to work as a team.

Today the nation, its economy, corporate houses and our lives is under threat. And we have to rise and fight for it.

(The author is the director of ATMA DARSHAN, a company that provides services, including spiritual tours. He is a management consultant and trainer. He can be contacted at radhakrishnan@...)
 

nick18_in

MP Guru
Name of paper: MUMBAI MIROR (Times of India)
Date: Monday, 7th August, 06 (page 22)
SAY ADIEU TO EMPLOYEE WITH A SMILE
- Radhakrishnan Pillai

(This weekly column will explore the relevance and application of Principles and Strategies of Chanakya as discussed in his 3rd Century BC treatise, Kautilya’s Arthashastra, in Today’s Corporate World)

The skilled manpower is increasing in the country, competition for hiring better employees is growing unprecedented among companies, attrition rate is going up and the challenge of retaining your able force is mounting. This is the scenario almost in all sectors of the economy. This is the time for every entrepreneur to think and form strategies to tackle with such incidents.

Chanakya, for such a phase in industry, says,

“Masters may bear testimony for servants, priests and preceptors for disciples, and parents for sons” (3.11.32)


If your subordinate is leaving the organisation for better prospectus and you are not able to provide the same, it is the duty of a senior to provide the best heartily wishes to the junior and say adieu.

The above verse says that the master should also provide certificates (testimony) and reference. “Let him prosper in his life” – is what you should feel for that individual.

However such parting events are not very easy to accept. How to make such moves in life more positive and happy event for both parties?

TIPS FOR EMPLOYEES LEAVING THE ORGANISATION:

  1. <LI class=MsoNormal style="TEXT-ALIGN: justify">GIVE ADVANCE NOTICE: Every company has got a minimum notice period. Make it a point to fulfill that agreement and do not just run away. Speak to your boss and make him understand why you are leaving. <LI class=MsoNormal style="TEXT-ALIGN: justify">REPLACE YOURSELF: When you leave, the biggest question for a boss is - Who is going to do your work? The best solution is to have an alternative ready. Even, you can look for potential people and suggest your boss.
  2. TRAIN ANOTHER NEW PERSON: The best way to tackle this situation is to get a person trained up in your work before your last day.

TIPS FOR EMPLOYERS:

  1. <LI class=MsoNormal style="TEXT-ALIGN: justify">ACCEPT REALITY: People will leave and do accept this important fact. Do not hope that someone will be devoted to your for a lifelong. <LI class=MsoNormal style="TEXT-ALIGN: justify">CONTINUOUS TRAINING: Keep recruiting and training people on regular basis. If you have a requirement of 50 people, train 75-100 people as ready backups.
  2. MULTIPLE TASKING: Teach all the employees to do multiple works. So, when someone leaves, you can immediately ask others to take up his task.

Chanakya suggests that no employer should let his employee leave with a fight and hard feelings. You never know when you will require the person again.

Mahabharata says, “Life is a like logs of wood flowing in a river, they flow together for some time and part, and meet again”

So, you never know when the time will bring your old associations back with the same person.
(The author is the director of ATMA DARSHAN, a company that provides services, including spiritual tours. He is a management consultant and trainer. He can be contacted at radhakrishnan@...)
 

nick18_in

MP Guru
Name of paper: MUMBAI MIROR (Times of India)
Date: Monday, 31st July, 06 (page 22)
TIMING IT JUST RIGHT
- Radhakrishnan Pillai

(This weekly column will explore the relevance and application of Principles and Strategies of Chanakya as discussed in his 3rd Century BC treatise, Kautilya’s Arthashastra, in Today’s Corporate World)​

There is a time for everything and everything has its time. Chankaya makes us understand this golden age old rule using a metaphor,

“The time of catching (elephants) is in summer” (2.31.12)

This rule has to be understood by all those having business. Many businesses are seasonal and are, hence, dependent on various factors, eg tourism peaks in vacation and insurance and tax consultancy have more business during the months when returns are filed.

As we mature in our understanding of business, we get a better understanding of such cycles. Then the game becomes very easy to play. But how do we identify ‘right timing’ in business? Here are some tips:


  1. PLAY THE GAME
When you do commence a business, it is very hard initially to get a grip of all possible situations. Even if you are still to understand the rules of the game fully, please hit the ground running and play the game with full spirit. You will mature with every fall and fury.

Your mindset will change. You will get an insight into the way the industry works and will, eventually, end up much better than what you started off as.

  1. LEARN FROM SENIORS
Every industry has got businessmen who have played the game more than you have, and who know the cycles much better than you do. Seek shelter with them. Listen to their advices.

Try to have a god father, a mentor or a Guru who will not only guide you, but also allow you to make some mistakes - Having a Guru means you are virtually safe in your experimenting. He will never allow you to be a failure. Trust him. Your aim should be to become like him. As a senior corporate giant stated, “The best time of my life is when I sat at the feet of great masters and observed how they ran their businesses.”

  1. TIME EVERY MOVE
After the initial learning stages, you are prepared for the big war. In war and in life, timing is the most critical element. After this, no mistakes are allowed since you are now responsible not only for yourself but also for the whole organisation.

Strategise, prioritise, plan and time every move - be it for the marketing or for launching a new product. As a leader, you have to be involved in the process – planning, executing and monitoring moves at every stage.

Business is all about preparing ourselves for the right time and opportunity. But remember: when the right time comes knocking at the door, we should not be sleeping inside.
(The author is the director of ATMA DARSHAN, a company that provides services, including spiritual tours. He is a management consultant and trainer. He can be contacted at radhakrishnan@...)
 

nick18_in

MP Guru
Name of paper: MUMBAI MIROR (Times of India)
Date: Monday, 24th July, 06 (page 22)
ALWAYS AIM FOR A ‘WIN-WIN’ SITUATION
- Radhakrishnan Pillai

(This weekly column will explore the relevance and application of Principles and Strategies of Chanakya as discussed in his 3rd Century BC treatise, Kautilya’s Arthashastra, in Today’s Corporate World)​


It was management guru Stephen covey who had first coined the word “win-win”- now a common terminology in the corporate world.

Bu what does it mean? Can there really be two winners in a game? Well, Yes! It is a paradigm shift in management thinking, based on the principle of live and let live.


In fact this policy of avoiding war was written by our own Chanakya:

“In war there are losses, expenses, marches away from home and hindrances” (7.2.2)

When competition sets in, and if it’s not tackled carefully, both the parties can end up in brutal war that causes heavy losses of time, energy and also resources. Huge expenses are encountered when we find one party trying to out prove the other.

Now, the real question is how does one even begin to think about ‘win-win’ when war is unavoidable. A careful thinking on the following points will help us:


  1. WE ALL CAN SHARE
The biggest competition in the corporate wars is for markets. But, remember however best you may try, no single company can get 100 percent market share. That has never happened in the past and will never happen in the future.

So it is important to think about “How can I expand the existing market itself?” instead of thinking “How much market can I capture?” We all can get a bigger share, if the pie itself expands.

  1. ALL OF US CAN TEACH
It may sound strange, but it really is important that the business leaders should get into the teaching mode. A business leader has a lot of roles to play – teaching being one of the most important. Therefore, with years of experience already earned, the top players should start teaching others.

They need to create an awareness of their own company and industry in potential markets. They should take guest lectures in business schools, do mentoring in their own companies and also take sessions in their industry associations.

  1. CREATE MORE WINNERS
The best way to think ‘win-win’ is to create more winners like yourself. As a leadership phrase goes, “A leader is the one who can create more leaders”. Invest on the ‘generation-next’.


Keep looking at various sources from where you can tap potential leaders. India Inc. today is in stage of rapid change. As Divya Dayal, the Vice president (Human resources) at Japanse Bank, Mizohu pointed out, “In the next ten years, one of the basic problems we will face as a country is lack of good leaders”.

To tackle this scenario, many Indian corporate giants are now setting up world class leadership and management training institutes.

This would go a long way in not only helping the industry itself but also the markets and the entire country. After all, if India wins as a nation, all us will be winners – ‘win-win’!
 

nick18_in

MP Guru
Name of paper: MUMBAI MIROR (Times of India)
Date: Monday, 17th July, 06 (page 21)
CHOOSING THE RIGHT BUSINESS PARTNER
- Radhakrishnan Pillai

(This weekly column will explore the relevance and application of Principles and Strategies of Chanakya as discussed in his 3rd Century BC treatise, Kautilya’s Arthashastra, in Today’s Corporate World)​


Let’s face it: in today’s corporate world, getting funds is not really a problem. The Indian market is flooded with money for anyone who comes up with good ideas.

Of course, in the struggling phase, a new businessman may think his idea is not good. However, if he strongly believes in his own concept and continues to put in efforts, the situation will change eventually. He will even get many people who are ready to finance his company.

This is when opportunities crop up for getting a new and financially stronger partner. However when such offers come flooding in, the challenge is to choose the right partner.

Chanakya advices,

“If situated between two stronger kings, he should seek shelter with one capable of protecting him” (7.2.13)


So when multiple partners arrive with a lot of money and even experience, you should be very alert and cool-headed. After all, a wrong choice can ruin the business that you have created from starch.

To make the correct choice, one should be able to evaluate strengths and only then tie up with the one who is strongest. Here are a few tips to determine who would be the right partner.

  1. CONSIDER YOUR VALUES
Business is about values you follow. Each person puts his feelings, hopes and emotions in building the organisation. When a new partner comes, it is important to consider if your values and his values match. Both the parties should have the same wave length in thinking.

  1. THE LONG-TERM APPROACH
At times, one may impulsively accept funds when it’s readily available. But consider all possibilities, and have a long term approach before you tie up with anyone. Otherwise it is like a person who was not getting married for a long time. As soon someone says “YES”, he jumped into the wedlock, only to realise later that it was the greatest blunder of his life! So check all the credentials with known sources before the partnership becomes an agreement. It may take some more time – but you will be a winner in the long run.

  1. ITS NOT JUST MONEY
Partnerships are not just about money. It is not just plain give-and-take. In fact, it is about a life-long relationship that needs to be built upon. So, as Stephen covey says in his book, ‘Seven Habits of highly effective people’, “….you need to develop an emotional bank account”. You will have to spend time with your partners regularly. It is necessary to communicate with them so that the relationship builds beyond just business transactions.

Remember, every business story is a story of team work and having the right team with you. No wonder then that choosing the right team members is highly important to win the game.
 

nick18_in

MP Guru
Name of paper: MUMBAI MIROR (Times of India)
Date: Monday, 10th July, 06 (page 22)
DEPLOYING PROPER SECURITY AND MONITORING SYSTEMS
- Radhakrishnan Pillai

(This weekly column will explore the relevance and application of Principles and Strategies of Chanakya as discussed in his 3rd Century BC treatise, Kautilya’s Arthashastra, in Today’s Corporate World)


Everyone knows how important security is. Still, most do not maintain a proper monitoring and vigilance system, despite these avoiding or at least immensely containing and confining leaks. Without a proper security system, processes will get out of control one day and this can become fatal for the organisation.

Chanakya has derived systems for security and protection of goods in an organisation. He says,

“Every object should go out of or come into (the palace) after it is examined and its arrival or departure recorded” (1.20.23)

In an office there are many transactions that happen daily. People come in and go out, goods get delivered, some are even sent out. This kind of exchange is more common in manufacturing sectors like factories and other production units.

Clearly Chanakya has emphasised on good strict security procedures systems and documentation of all goods transactions at an organisation. He also suggests that, before they are recorded, they should be examined to ensure that what is recorded is correct and genuine.

How do we follow this advice in today’s corporate scenario? Here are some tips and suggestions:

  1. USE TECHNOLOGY

We now have various gadgets and equipments that easily record and document all transactions. Cameras fitted in gates for surveillance, bar-coding for tracking goods and other such systems/ processes can make things easy and save a lot of time. Technology also has the added advantage of reducing human errors.

  1. MAKE YOUR SYSTEM UNIQUE
Even though there are various ready-made software packages available in the market for security purposes, make sure that you pick the one that records all the things that are important and useful to YOU. If need be, get a tailor-made system in order to get the required reports as quick as possible.

  1. NOW MONITOR THE SYSTEM
Just setting up a working system will not ensure its smooth functioning. Make sure that you, as a manager, keep checking the system at regular intervals. In this way, the security personnel – and even the general staff will always be on their toes.

  1. CONDUCT SURPRISE INSPECTIONS

This is the most effective way to keep security under your control. Keep a close and unannounced watch on the people who handle your security systems. Subject them to surprise checks. At times, it is also important to transfer security personal without any notice.

Finally, do remember that security is not just about having technology in place. Rather, security is about you being alert and vigilant all the time, for all required processes. After all, like a leading consultancy once noted to its dismay, “It just doesn’t work if you check all the visitors and their bags on the way in, but hardly ever when they are going out!”
 

nick18_in

MP Guru
Name of paper: MUMBAI MIROR (Times of India)
Date: Monday, 2nd July, 06 (page 22)
THE SEVEN STRONG PILLARS OF ANY BUSINESS
- Radhakrishnan Pillai


(This weekly column will explore the relevance and application of Principles and Strategies of Chanakya as discussed in his 3rd Century BC treatise, Kautilya’s Arthashastra, in Today’s Corporate World)​

A strong foundation is the key to any successful business. Your vision, your commitment, your purpose - all from the basis for an organisation. They are the all-important pillars, the most essential part of any building.


In his ground-breaking Arthashastra, Chanakya lists seven pillars for an organisation.

“The king, the minister, the country, the fortified city, the treasury, the army and the ally are the constituent elements of the state” (6.1.1)


Let us now take a closer look at each of them:

  1. THE KING (The leader)
All great orgaisaitons have great leaders. The leader is the visionary, the captain, the man who guides the organisation. In today’s corporate world we call him the Director, CEO, etc. Without him we will loose direction.

  1. THE MINISTER (The manager)
The manager is the person who runs the show - the second-in-command of an organisation. He is also the person whom you can depend upon in the absence of the leader. He is the man who is always in action. An extra ordinary leader and an efficient manager together bring into existence a remarkable organisation.

  1. THE COUNTRY (Your market)
No business can exist without its market capitalisation. It is the area of your operation. The place from where you get your revenue and cash flow. You basically dominate this territory and would like to keep your monopoly in this segment.

  1. THE FORTIFIDCITY (Head office)
You need a control tower - a place from where all planning and strategies are made. It’s from here that your central administrative work is done. It’s the nucleus and the center of any organisation.

  1. THE TREASURY
Finance is an extremely important resource. It is the backbone of any business. A strong and well-managed treasury is at the heart of any organisation. Your treasury is also your financial hub.

  1. THE ARMY (Your team)
When we go to war, we need a well-equipped and trained army. The army consists of your team members. Those who are ready to fight for the organisation. The salesmen, the accountant, the driver, the peon - all of them add to your team.

  1. THE ALLY (friend / consultant)
In life you should have a friend who is just like you. Being, in the same boat, he can identify with you and stay close. He is the one whom you can depend upon when problems arise. After all, a friend in need is a friend in deed.


Look at these seven pillars. Only when these are built into firm and strong sections can the organisation shoulder any responsibility and face all challenges.

And while building them, do not forget to imbibe that vital ingredient called values, speaking about which, in his book ‘Build to last’, Jim Collins has said, “Values are the roots from where an organisation continuously gets its supply as well as grounding – build on them!”
 

nick18_in

MP Guru
Name of paper: MUMBAI MIROR (Times of India)
Date: Monday, 26th June, 06 (page 21)
DON’T MIND LOSING THE BATTLE BUT WIN THE WAR
- Radhakrishnan Pillai


(This weekly column will explore the relevance and application of Principles and Strategies of Chanakya as discussed in his 3rd Century BC treatise, Kautilya’s Arthashastra, in Today’s Corporate World)​

Whether it’s personal or professional life, we always face competition and hence enemies too. We do ponder about how that enemy could be superior to us, his strengths and powers. Does it mean that we are going to loose the battle?

No! Chanakya never accepted defeat. However, he was practical. After all, he was an expert in a field wherein all were playing games with one or the other all the while – making strategies, plans and conspiracies.


Chanakya knew how to win over the enemy in the long run – if not immediately.

He said,

“He should seek shelter with one whose strength is superior to the strength of the enemy” (7.2.6)


The above sutra is a simple yet one of the excellent gems of management, and even in real life for that matter. When faced with an enemy who is stronger than you, the best situation is to have a stronger friend on your side.

Why does Chanakya say this?

  1. STRENGTH
President APJ Abdul Kalam - the missile man of India – once said, “Only strength will respect strength”. We should be more powerful than the enemy by acquiring greater strength. If not, like Chanakya said, making friends with a much stronger ally would help in countering competition.


  1. EXPERIENCE
A stronger alliance has more experience in fighting wars. It can guide you and shelter you, even help you during calamities. When the alliance advices – the relevance of the same comes from experience of similar situations.

  1. LONG TERM APPROACH
One of the most important things to remember is to keep your ego in check during an ongoing battle. Do not think for even a second that you can win against an enemy by just sheer power. Think of the long term- lose your ego and ‘surrender’ to a person superior to your enemy so that you get the required help. After all, you can defeat the enemy only if you survive through the turmoil in long run.

Battles may be lost – but we must win the war!

Win with the wisdom your superior alliance gives rather than loose with your personal logic.

Remember the Amitabh Bachchan dialogue in the movie Sarkar? “Taakat judne se aati hai tuotne se nahi”. He meant exactly what you should remember always: Strength lies in making friends, not loosing them.
 

nick18_in

MP Guru
Kindly find below the 50th article of mine that has been appearing in the Mumbai Mirror (Times of India) as a weekly columnist.

Its been a wonderful journey to bring out the management secrets of Chankaya - the world's first management guru to the common man.

We thank the Mumbai Mirror and its editorial team for their wonderful support. And not to forget the Chinmaya Mission from where I researched and studied 'Kautilya's Arthashastra'

Regards,

Radhakrishnan Pillai



Name of paper: MUMBAI MIROR (Times of India)
Date: Monday, 19th June, 06 (page 22)
DON’T MAKE A DISASTER OF DISASTER MANAGEMENT
- Radhakrishnan Pillai


(This weekly column will explore the relevance and application of Principles and Strategies of Chanakya as discussed in his 3rd Century BC treatise, Kautilya’s Arthashastra, in Today’s Corporate World)​


Why do disasters or calamities happen? Well, who better to answer this question than the world’s first management guru – Chanakya – who says,


“A calamity of a constituent, of a divine or human origin, springs from ill luck or wrong policy” (8.1.2)

So, whether we look at a state government or a corporate entity, a calamity in any place or department always happens due to two reasons – ill luck or wrong policy.

Ill luck is when a natural calamity occurs and is not in our control. Earthquakes, floods, forest fires, etc might be predicted but certainly cannot be controlled or avoided fully.

However, the second type of calamity is man-made and happens due to mismanagement. Now, while these types of ‘calamities’ cannot be avoided, they can definitely be managed well.

But before we get into that, we need to ask ourselves why does mismanagement by human beings happen? Chanakya gives the reasons too,


“Inversion of excellences, absence, a great defect, addiction, or affliction constitutes a calamity” (8.1.3)

Let us look at each of them in detail:

  1. INVERSION OF EXCELLENCE
Simply put, it means ‘not being excellent’. This happens when a manager is not proficient in his work. To avoid this, he has to be up to date with the latest developments in his own field. He should know both theory and practice, including the latest technical advances.

  1. ABSENCE
If a person is absent on a regular and continuous basis, he will loose touch with what is happening at office. It is very necessary to take breaks from the work life. But, it is equally essential to get back into action once you are back to work. Every person should know how to switch off and come back to work immediately.

  1. A GREAT DEFECT
Sometimes, a bad management team is the cause of calamities. People who are not qualified are placed at the helm. Or a bad decision-maker is made a leader due to influence of power. There could also be some personal defect in the leader which one may not be aware of. During high-pressure situations, such persons can’t do anything. Worse, they run, blaming others if things go wrong.


  1. ADDICTION
Wine, women, wealth and wielding of power! Addictions to anything and everything will always ruin a leader’s clarity of thinking. Therefore, throughout the ‘Arthashastra’, Chanakya emphasises control of senses for the king (leader). Only after controlling oneself can a leader control others.

  1. AFFLICTION
It means causing pain and suffering to others. There are people who create unwanted and unnecessary problem to others. When in a position of power, a person should know how to use it for the benefit of others - not misuse it.

Therefore, it goes without saying that the first step towards effective disaster management is to select the right people, free from the above negativities.
 

nick18_in

MP Guru
Name of paper: MUMBAI MIROR (Times of India)
Date: Monday, 11th June, 06 (page 21)
SECRECY: THE WINNING WEAPON
- Radhakrishnan Pillai

(This weekly column will explore the relevance and application of Principles and Strategies discussed in the 3rd Century BC treatise, Kautilya’s Arthashastra, in Today’s Corporate World)​
Think before they think – that is the rule of warfare. Even in the game of chess, every move of the opponent is studied, analysed and carefully thought upon before making any move. If you are the first to move, have a plan.

And it is this plan that needs to be protected from praying eyes. It goes without saying that, for this, business men should be alert – very alert. While taking up new projects or while executing projects in hand, a high level of secrecy should be maintained.

Kautilya advices,

“Others should not know about any work sought to be done by him. Only those who undertake it should know (about it) when it is begun or even when it is actually completed” (1.15.17)


What you are doing, what you are thinking, and all your moves should not be known to others. One needs to create an aura of secrecy around him self to move ahead, before the rest.

In professional and powerful organisations like the army, the Central Bureau of Investigation, etc till the last moment, no one knows what the next order would be. Only a handful of people are there who work on a strictly-enforced ‘need-to-know’ basis and it is these people who, in turn, call up others supposed to execute subsequent orders.

The call is made at the last moment and is quite sudden for those being asked to go into action. Till the moment of passing on the orders, the seniors keep the plan entirely to themselves.

A golden rule to remember in business is that there is a big difference between planning and execution. Make your plan perfect, then execute without delay. There is no point planning when the time has come to execute.

But let’s fact it – keeping secrets is a tough thing to do. However, there are some tips that can help one:

  1. POSTPONE
Whenever you feel like disclosing a plan to someone, remember to postpone the same.

Give yourself at least a day. Once you have done that, you will improve your self control. By practicing this, you will slowly but surely get the confidence to keep things to yourself. Also, learn to observe silence at least half an hour every day to help your thought power rule over your talkative nature.


  1. EXECUTE AND THEN SPEAK

Do not speak and then execute. It should be the other way round. The biggest danger in revealing your plans is that you give the opponent an added advantage to think before you.

  1. THINK AHEAD
On achieving success in any endeavor, we feel like talking about the same to others. Rather, we feel like bragging! The best way to avoid this is to start new projects immediately. Always keep yourself busy with newer plans.

Swami Shivananda, a dynamic saint and the founder of Divine Life Society, put it best when he said, “The only way to keep yourself productive is by having at least a month’s work in front of you”.
 

nick18_in

MP Guru
Name of paper: MUMBAI MIROR (Times of India)
Date: Monday, 4th June, 06 (page 22)
BE AN ASSET TO THE BOSS, NOT A THREAT
- Radhakrishnan Pillai

(This weekly column will explore the relevance and application of Principles and Strategies discussed in the 3rd Century BC treatise, Kautilya’s Arthashastra, in Today’s Corporate World)​

When graduates fresh out of the various B-schools join any organisation, there is a lot of enthusiasm and drive to prove themselves in the corporate world. They are eager to put into practice what they have learnt.

However, there is a lot, lot more to learn in addition to what one may have already gleaned from books. Real success, after all, will come only after they have proved themselves in the organisations they join.

For this to happen, the first step is to learn from your immediate seniors and bosses. Most important of all - try to be an asset to your senior rather than being a threat.Be a part of their solution, rather than being a problem to them.

Unfortunately, more often than not, excitement is the root cause of the new manages making their bosses uncomfortable and even leaking out vial information not meant to be shared with others.


Kautilya says,

“Just as a serpent, lying in hiding, emits poison at the place from which it expects danger, so this king, having become apprehensive of harm (from you), will ere long emit the poison of anger at you” (1.14.8)

Take care that you and your boss are always working in the same way rather than in conflicting ones. Only then will you be able to grow in your corporate career.

Here are some tips for being an ideal subordinate:

  1. WATCH HIS MOOD
Bosses are always under pressure. Always try to reduce his pressure instead of add into them. You may always want his time, but he may not have that much spare time (even if he wants to) when you really need to talk to him. Hence, whenever you want to tell him something – watch his mood. Don’t just rush into his cabin and start talking. Wait for him to give full attention to you. Then come up with your issues.

  1. KEEP IT SHORT
A subordinate went with a recommendation of 25 pages. The boss said “Summarise the whole thing in one page. In case you cannot do it – that means you have not thought enough”. Think through the issue from all angles. And when you do present it to him, make it short and to the point.

  1. MAKE NOTES
Instead of going to you boss every now and then, make a note of all the small issues. You can go to him either at the start or at the end of the day. You can cover all the issues in one go. That way, your and even his time will be very productive - you can have good discussions and he can take effective decisions.

Finally, let’s be very clear on one thing. All this is not meant to please the boss, but to become a good subordinate who, in a short period of time, can understand the wavelength of the former’s thinking – an important aspect to grow in one’s career.
 

nick18_in

MP Guru
Name of paper: MUMBAI MIROR (Times of India)
Date: Monday, 29th May, 06 (page 22)
DO NOT CORRUPT THE UNCORRUPTED MIND
- Radhakrishnan Pillai


(This weekly column will explore the relevance and application of Principles and Strategies discussed in the 3rd Century BC treatise, Kautilya’s Arthashastra, in Today’s Corporate World)​


“The corporate world is bad! It’s all dirty politics!!” That’s the general impression most of us have about the senior management. Many companies may indulge in a lot of dirty games to achieve and/or retain power.

They could also resort to such tactics in order to kill competition, to gain more profits or to be in the limelight – all through manipulations.

Obviously, it’s good to hear about ethics and moral values in the classroom and during your management courses. However, when it comes to practice – it is better said than done.

We may write off this in a ubiquitous statement: “Kaliyug hai” (We’re in a bad era)

However, there is hope. Despite all the corruption, there are still a few organisations where values are maintained and principles are adhered to. But for such a thing to happen in all organisations, today’s businessmen have to take a very positive step.

Kautilya advices,
“He should not effect the corruption of the uncorrupted as of water by poison; for, it may well happen that a cure may not be found for one corrupted” (1.10.18)

This thought has to be inculcated right at the start - the day the young managers / trainees join the companies with a hope in their hearts.

Do not corrupt the uncorrupted young minds for they follow what you teach them. Just like children, even people working under you will naturally watch you and copy your actions.

We have to be positive role models, persons who practise what they preach. Just like professors are God for college students, so too immediate superiors are like God for any employee.

A senior person should look at the following tips in order to create a beautiful, uncorrupted organisation:

  1. BE A MENTOR, NOT A BOSS
The era of Boss is over. If you boss over your employees, they will run away the moment they get a better opportunity. In fact, there’s a modern saying in the corporate world: “People do not leave organisations; they leave their bosses”. So be a mentor who guides them.

  1. INTRODUCE SPIRITUALITY
It is the latest trend in the corporate world and disciplines like Yoga and meditation have gained a lot of popularity. Go a step beyond. Invite spiritual people to give talks in your organisation. And just like you have various consultants in your organisation, you can even approach some noble person to be your organisation’s ‘spiritual guide’.

Moid Siddiqui, who is a leading personality in the area of ‘spirituality at work place’, wrote in his book ‘Soul Inc’ that “…..some of the best lessons I learnt about values was by watching by saint-like seniors”.

So set a new trend by your own thoughts and actions.

Always remember - “Another world is possible”….
 

nick18_in

MP Guru
Name of paper: MUMBAI MIROR (Times of India)
Date: Monday, 22nd May, 06 (page 22)
WIN WIN POLICY A MUST FOR SUCCESSFUL JVs
- Radhakrishnan Pillai


(This weekly column will explore the relevance and application of Principles and Strategies discussed in the 3rd Century BC treatise, Kautilya’s Arthashastra, in Today’s Corporate World)​

The crashing Sensex notwithstanding, foreign direct investments (FDIs) coming into our country are growing day by day. Furthermore, India is still a very attractive destination for investors. An all seem to believe that the Sensex will rise again, bringing the foreign institutional investors (FIIs) back.

But these facts require us to focus on whether we (Indians) are the right people for foreigners to bank on?

One of the ways through which we get foreign direct investments (FDIs) is joint ventures (JVs). This is where a foreign company ties up with an Indian one for business opportunities.

Both of them come together to gain from the partnership.

Kautilya has a word of advice for these situations too.

He says, that for such JVs to succeed, there should be a win-win situation between the two partners:

“In a work that can be achieved with the help of an associate, he should resort to a dual policy” (7.1.18)

Dual policy means a win-win policy.

We require funds for new business opportunities. Thus, an investor becomes an associate.

Any one of the new, private insurance companies could make a perfect illustration for understanding JVs. These young insurance firms are pure joint ventures between an Indian company and a foreign one. Both come together in the field of insurance when the government opened up the sector for FDI.

The Indian partner in the JV has got experience of Indian customers. While, the foreign investor is an expert in insurance. As India is a new market for the latter, it gains knowledge of the market by tying up with its Indian counterpart. While the domestic firm benefits from venturing into another business field, riding high on the years of experience of its foreign backer. This is win-win situation.

Here are some tips on how to get into successful joint ventures:

  1. Be sure of your expertise
Your organistion should be good in one area at least. You should be an expert in that field with a proven track record.

  1. Make a business plan
Make a business plan in order to approach a possible investor for expanding your current business. Make sure that, when you approach him, it has to be a win-win situation. You get the investment and he gets your expertise.

  1. Find like minded partners
Just getting an investor does not solve your problem. Both need to trust each other and should be able to see a value addition by coming into the partnership.

Both the partners should be a support to each while running the business.

“Finally it’s not weather we lost money in our JV that counts”, said an investor, “rather, it’s if we bet on the right person”

Be that right person and, once again set the stock market on fire.
 

nick18_in

MP Guru
Name of paper: MUMBAI MIROR (Times of India)
Date: Monday, 15th May, 06 (page 22)
DEATH ON DUTY: LOOKING AFTER THE FAMILY
- Radhakrishnan Pillai


(This weekly column will explore the relevance and application of Principles and Strategies discussed in the 3rd Century BC treatise, Kautilya’s Arthashastra, in Today’s Corporate World)​
Life is very precious and the death of a person brings great sorrow to his near and dear ones. However, if he dies while he is on duty, then the death also becomes the responsibility of the employer

Let’s face it: Despite the best safety measures and policies taken to avoid accidents, people do die during work.

Kautilya’s advice for such unforeseen circumstances:

“Of those dying while on duty, the sons and wives shall receive the food and wages. And their minor children, old and sick persons should be helped. And he should grant them money and do honour on occasions of death, illness and birth ceremonials”(5.3.28-30)

For organisations like the defence forces, the government has worked out the compensation to give in such cases. But, what needs to be noted here is that Kautilya wants the employer to not just give financial compensation but, in fact, take on bigger responsibilities.

He suggests that the employer should consider the family of the deceased employee as his own family.

He should not only look into their basic needs of food and financial assistance but also consider the need of the children like education, mentoring and guidance. ‘Honour on occasions’, to use the exact words.

Once, in a highly respected Indian company, an accident occurred killing about 60 people. The media had asked the head of the corporate giant, “How much money are you planning to give to their families?”

His answer was typical of the company’s employer-friendly policies: “It will deend on each family’s need”

Unlike our politicians, who announce a fixed sum of compensation for all families, the top company official had decided to understand the need of each family.

If some one required more money, it was given indeed. Similarly, if some one required assistance in rehabilitation it was provided, if a child needed education, it was taken care of. That approach shows concern.

Here are some tips for facing such situations in today’s scenario:

  1. INSURANCE
Make sure that each of your employees has a life insurance. Have your HR department strictly ensure that each employee has at least one policy in effect.

  1. UNDERSTAND EACH EMPLOYEE
Each person in your organisation has different family needs. Keep a record of their family members: How many persons in the family, what are they doing. Organise family meets, to ensure family- work life balance.

  1. BE THERE
When deaths do happen, be there yourself. Do not just send a manager with a cheque. Be a part of their pain.

As someone has said so beautifully, “In the death of a near one, I often wished for a few words of love, rather than the tears of thousands of people”.
 

nick18_in

MP Guru
Name of paper: MUMBAI MIROR (Times of India)
Date: Monday, 8th May, 06 (page 22)
KAUTILYA’S ADVICE ON CHANGING JOBS
- Radhakrishnan Pillai


(This weekly column will explore the relevance and application of Principles and Strategies discussed in the 3rd Century BC treatise, Kautilya’s Arthashastra, in Today’s Corporate World)​


Let’s face it: There comes a point in each and every person’s career when he feels like running away from his current routine, almost mundane work. He feels like taking up a higher responsibility and earning more money than what he is currently getting.

For such people Kautilya advices,

“One, conversant with the ways of the world, should seek service with a king, endowed with personal excellences and the excellences of material constituents, through such as dear and beneficial (to the king)” (5.4.1)

Such experienced people, who are equipped with the know-how of their work, should definitely seek higher responsibility. If this is not done, he will feel depressed, stressed and under-utilised.

He should approach the king (leaders of organisations) and, showing him his experience and results achieved in the past, should ask for a better job. Now, changing jobs does not mean changing organisaitons. You can change jobs even within one organisation itself.

However, while doing so, one should keep in mind the benefits that he can bring to the owner not just to himself. It is very important to remember that, while one is being interviewed for higher positions / responsibilities, the interviewer will always consider the benefits the recruiting firm can get. Hence, keep that foremost in mind.

Steps that will help you take up higher responsibility:

  1. GATHER EXPERIENCE
Experience counts a lot in going up in life. Learn from everyone and everything possible. Update your knowledge and gather some good skills. The more experienced you are the better your chances of going up in life.

  1. PREPARE A DOCUMENT
While approaching the people who could promote you or give you new responsibilities, always carry documents which show success in your past endeavors. CVs, portfolios, certificates, press cuttings, reports of the projects you have handled: All these could be helpful.

  1. TALK ABOUT ‘THEIR’ BENEFITS
During the interview, it is very important to discuss about the benefits that you can give to the organisation you are going to work for. Talk in terms of definite numbers. Do a little bit of research and study as you prepare for the interview.

Not to forget that whatever new assignment you are going to take up – you have to leave your mark.

Bob Dole, a former American leader and who ran for US Presidency too, once said, “When it's all over, it's not who you were. It's whether you made a difference”
 

nick18_in

MP Guru
Name of paper: MUMBAI MIROR (Times of India)
Date: Monday, 1st May, 06 (page 22)

GRABBING THE ‘RIGHT’ OPPORTUNITY..
- Radhakrishnan Pillai


(This weekly column will explore the relevance and application of Principles and Strategies discussed in the 3rd Century BC treatise, Kautilya’s Arthashastra, in Today’s Corporate World)​


Is success in business a matter of ‘luck’ or ‘self effort’? It’s a question often asked, especially by those who are struggling to build their companies.

There’s this saying about success being 99 percent hard work and 1 percent luck. But, remember, you will never get lucky till you put in the best of your efforts. Only then would opportunity knock.

Kautilya says that when such an opportunity finally comes, potentially bringing the the success aimed for, you should be alert enough to grab it.

“Time comes but once to a man waiting for an opportunity; that time is difficult for that man to get again when he wants to do his work” (5.6.31)

You might have heard the adage that talks of opportunity not knocking twice, but here’s another interesting one for you: “When opportunity knocks, either we are out or sleeping in!”.

Still, we have to understand that it is not only about the opportunity itself but about the ‘right’ opportunity at that. So how does one recognise this so called right opportunity?
How does one recognise the right opportunity?

Here are some steps to follow:

  1. NOTHING BUT THE BEST
Usually, people who are learning the tricks of the trade feel every opportunity is the best opportunity. It is simply not true. You will have to struggle for a few years and put in your best efforts before you get the ‘knack’ to differentiate between right and wrong, good and bad, and even the simply ‘better’ from the very ‘best’.

  1. LEARN TO SAY ‘NO’
It’s quite a temptation to say yes to every event that ‘seems’ to be an opportunity. When an opportunity comes- stay clam. Think through it: Is it a profitable venture? Plan a strategy and then decide to capitalise on the same.

  1. JUMP INTO IT
Once you thought through it: Jump into the field right away. Do not think too much after this stage. Just go out and perform your best. You never know if such a chance will come again.

People only see the successful part of a businessman; they never recognise the hardships that he has gone thought to become successful.

Ray Kroc, the founder of Mc Donald’s, was once asked in an interview, “Sir, you were very lucky! You became an overnight success”. Ray remarked, “Yes, that is true. But you do not know how long the night was…!”

After having put your time, energy and efforts to build your dreams, do not quit when success is just right round the corner.

As Swami Vivekananda proclaimed “Awake, arise, Stop not till thy goal is reached”

And for all this, remember, it’s all a matter of timing.
 

bonddonraj

MP Guru
hey nikhil they are real good narretion of chanakya `s theory on management ., there is lot to learn from our epics .....and can profitabely be applied in management
 

nick18_in

MP Guru
Name of paper: MUMBAI MIROR (Times of India)
Date: Monday, 4th September, 06 (page 22)
THE ART OF CONDUCTING EFFECTIVE MEETINGS
- Radhakrishnan Pillai

(This weekly column will explore the relevance and application of Principles and Strategies of Chanakya as discussed in his 3rd Century BC treatise, Kautilya’s Arthashastra, in Today’s Corporate World)​
Meetings, meetings and more meetings! As you climb higher on the corporate ladder, and your business grows, meetings will become an inevitable part of your life.

Meetings are like a double sword –it can either waste your time or you can scale up your business. It all depends upon how effective you are in conducting meetings.

Chanakya gives us some tips and suggestions on this issue:

“He should declare without loss of time what is in the king’s interest” (5.4.11)

The following are also some tips that can help you at meetings:


1. HAVE AN AGENDA

Most meetings end up as a big waste of time because there is no clear agenda. The purpose of the meeting has to be clear. As given above, the best meetings are the ones that take into consideration the vision of the company, or what is of interest to the seniors.

Preparing an agenda gives a sense of direction for the meeting. If you are the one who is the organiser / host make it a point that the agenda is clearly communicated to others. Also, see to it that the participants are told in advance about the day, time and venue of the meeting to have maximum attendance and least confusion.

As Bill Gates wrote it in his book, ‘Business at the speed of thought’, “Those meetings that are planned well in advance are the most effective ones”


2. GIVE A DIRECTION

You can be open for a brainstorming or a discussion. But that should not allow the meeting to go astray. As a chairperson, you need to give the meeting a sense of direction.

You have to be like a good televison talk-show anchor: when the answers to any question is going out of way, or if the person being asked is talking too much, you cut him off diplomatically, and move ahead to the next question.

3. COME TO THE POINT ASAP!

This is very critical. Meetings need to be started off like any other session. Be casual – ask about how things are, find out if all is well, offer tea, warm up the discussion etc.

However, as the meeting proceeds, it is very necessary to come to the point as soon as possible – ASAP! This is where we have to monitor our time.

Therefore, the success of any meeting lies in having only few and important points in the agenda…Most importantly, as the meetings comes towards the end, make an action plan. Take decisions and execute it. Otherwise it will be like the old office joke, “When our boss has nothing to do – he calls a meeting!”
 
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