Making a case for nurture

A recent NYT article reports the rising focus of elite schools in arts through museums, performance spaces and  increasing offerings of multi- disciplinary courses. As indicated in the article, this is a renewed effort by elite schools to reassert the importance of arts in a well rounded education. Princeton's President  Christopher Eisgruber, caught between the opposing sides about Princeton moving its commuter station to one that will house a museum of sorts, maintains that college campuses must allow the "human spirit to soar". It's heartening to note that despite the obvious financial motives of these cultural centers (Yale saw its visitors rise with the opening of its arts museum) - the demand has actually come from the students. Public schools, without the deep pockets of benefactors will undoubtedly have an  uphill task following suit. Even so, it is still a promising sign for education. After all, elite schools, whether we like it or not, pave the way for our views on education. Their leadership is crucial in light of the single minded focus on STEM education, and the growing influx of international students to these schools. These students, as future leaders of  their countries could serve to carry this definition of a well rounded education, beyond the borders of the United States.

Karl Paulnack, in his welcome address at the Boston conservatory, makes a compelling argument for the value and importance of the arts in our lives, Citing the example of  the famed "Quartet for the end of time" , of French composer Messiaen from a Nazi concentration camp, Paulnack argues that art is our way of telling ourselves and the world that we are alive. Connoisseur or not, being in the presence of sublime creations of fellow human beings, can be both healing and uplifting. Art is evidence of the unplumbed strengths and capabilities of the human spirit, though some fellowmen, even in this 21^st century, may think otherwise. The ISIS has banned any form of art except Islamic calligraphy in the schools in Mosul, Iraq. The ban extends to the use of colors and colored pens. These instances serve only to strengthen our resolve - as the hapless Iraqis already  reveal to the discerning- to cherish and nurture the creative outpourings of the human spirit

MP Anilkumar: A tribute

I recently read that M P Anilkumar, inspirational, quadriplegic former air force pilot, passed away earlier this year to cancer. He was fifty. I had vaguely heard of his brave struggle many years ago, but read his story only now, after his death. I was furious at feeling sympathetic as I read about his life, because it tarnished the brave spirit this great man embodied in his almost two decades as a quadriplegic.

Anilkumar, a promising air force pilot - a topper in the prestigious National Defense Academy in India- was  paralyzed neck down in a freak accident. He was then moved to the Indian Armed Forces' rehabilitation center where he lived for the rest of his life. After an intense period of depression, knowing that he would never walk again, and even worse be forever dependent on others for his basic needs - the fighter pilot in him took over. Anilkumar, or MP as he was fondly called, soon began writing with his lips - beautiful letters which brought out the exceptional writer in him, and enabled him to connect again with the world. He details his accident and the struggle that followed in his remarkable "Airborne to Chairborne" which ends with the line " greater the struggle, sweeter the victory". His inspirational essay eventually found its way to the English textbooks of tenth graders in the state of Maharashtra.  


I was moved by the numerous comments on various websites announcing his death - by people who had the opportunity to meet him. Surprisingly, many were along the lines of how a meeting with MP offered them solace, and the courage to face their troubles.  This was not through a sense of seeing someone without feet to appreciate your shoes, but more along the lines of being in the presence of a wise man. Many remarked about the ever growing pile of books in his hospital room, including computer programming books, and the wide range of topics he was conversant in.

While MP's life is a clear testimony of his grit, I could not but help think of Carol Dweck's argument that those with a growth mindset can overcome adversity better. MP never stopped growing mentally - at an exponential rate-  all these years. His legacy will be of a man who accepted that destiny had larger plans for him - to be an instrument of hope to those who met him during his lifetime, and to scores  like me who continue to discover him after his death. Rest in peace.

P.S This website includes a clip from a film on MP.
   

The tale of two Presidents: whose leadership will endure?

Leon Botstein, President of Bard College

The recent New Yorker piece about charismatic Bard College President Leon Botstein, asks whether Botstein, who transformed Bard College during his almost four decade long tenure as President, can insure that the institution outlasts him? It appears that Botstein - a genuine idealist who believes in the value of an affordable liberal arts education - has taken Bard College to where it is now primarily on the strength of his personal charisma. As the time for his retirement looms, the future of Bard College is uncertain because of its poor financial health. In the past most donors supported the College because of their personal affiliation with Botstein, rather than to the college.

Contrast Botstein to another charismatic president in the area, John Sexton at NYU. Sexton, with his strong Jesuit values, wants to create global citizens, and has over the last decade expanded NYU at a breathless pace not just in its neighboring NYC area, but also in Abu Dhabi and China. Except that he lost the confidence of his faculty in the process, and will step down in 2016 when his current contract expires. Sexton already has in place his post retirement plans - he will work for education for the needy. NYU has climbed up in rankings since he came in, has a solid reputation globally with its Abu Dhabi and China campus up and running. There seems to be no reason at this point to worry about its continuing rise in the rankings.

John Sexton, President of NYU

How will we judge these two men as leaders? In some ways comparing the two is akin to comparing apples and oranges - Bard has 2000 students, while NYU has over 50,00. Yet as individuals these men share remarkable similarities - both have strong values about the importance of  a liberal arts education, freedom of speech, are charismatic and larger than life, caring in their personal relationships (Sexton is a big hugger), great speakers almost in love with their own voices. Why has their appeal on their followers then been so different? Kouzes and Posner in their book on leadership rightly talk about credibility as the foundation of leadership. It appears that Sexton, was in part brought down by not walking the talk. Blinded by his desire to attract world class faculty to New York, murmurs are rampant about the outlandish pay and low interest loans to select faculty, while tuitions have skyrocketed resulting in an alarming rate of student drop outs. NYU faculty also accuse Sexton of non- transparency, and for establishing campuses in countries with dictatorial regimes- Sexton argues that he is respecting local traditions.While Sexton claims to not have any possessions other than his pension, the New Yorker article featuring Sexton, notes his perks, including a first among equal status with Emirates Airlines.

Another important difference between the two lies in their ability to make their followers buy into their vision, by letting them observe the fruits of their labor. Despite the grumblings of Bard college faculty about the abrasive style of Botstein, they see the difference they are making. One glowing example is the Bard Prison Initiative (BPI) which runs "college in prisons" programs in nine states, and offers the same course content to prisoners as the regular students receive, and has an admirable ratio of graduation to enrollment. The guiding philosophy for this initiative is that critical readers learn to be better self critics, which in turn reduces recidivism. NYU faculty on the other hand do not see the immediate purpose of their seemingly meaningless expansion except in rising student tuitions and drop out rates. 

This is a story of two leaders whose legacies are in question for different reasons - Botstein's because of the uncertain future of the organization he leaves behind, Sexton's because of his personal leadership style. Aristotle rightly points out that we cannot judge a man's life until they are dead, or in some cases even after they are dead. Thus it is too early to pass judgment on Bonstein or Sexton. But Bonstein seems more likely to prevail because his personal values have not yet come under the scanner. Sexton seems to have lost his credibility along the way, and the NYU faculty will try everything in their control to erase his legacy when he is gone, and perhaps even undo his vision. Sexton, like may other charismatic leaders seems to have overlooked his most important constituency - his faculty. Perhaps he will learn from this experience and redeem himself in his future projects. Watch this space for updates.      

Friendship as an important virtue

Aristotle in his Nicomachean ethics considers friendship as the most necessary in our life. Friendship could even hold cities together, because the desire for harmony would trump all other motives. Further, he wisely suggests that friends don't need justice since it's an inherent part of their relationship, but the just need friends, and - justice that is most just is friendship. Aristotle defines friendship as reciprocated goodwill, and states that the most complete friendship occurs between two good people similar in virtue, because they are good people in themselves and also good for their friend. Somewhat controversially, although he could be forgiven for expressing the views of his times, Aristotle suggests that one cannot have true friendship with a slave because the relationship would be that between a master and a - tool with a soul. But even here the master can have as much friendship with a slave as much as he is human.  Justice, as reciprocated goodwill,  is therefore the foundation of Aristotle's definition of friendship.

Aristotle's ideas of friendship could not be more relevant today. Newspaper headlines are replete with unimaginable instances of mass cruelty where even the status of others as- human beings- is not respected. Human traffickers intentionally drowning scores of Hamas refugees, the mass flight of Kurds from Syria to Turkey fearing the IS, the atrocities of the Boko Haram in Nigeria are but a few examples of the sad state of our race. It is easy and even perhaps partially correct to blame the root of this evil on poverty.

But even the wealthy seem to be have lost touch with the joys of friendship, at the risk of adeverse social consequences, as evidenced by David Brook's op-ed about the dwindling friendships among adults. The world seems to be incessantly focused on the one aspect of love - romantic love, which while splendid is also limiting. One cannot survive on love and air, as many couples quickly realize,- but friendships can.

The benefits of nurturing our lives with meaningful friendships are clear. But we need to aim for the highest form of friendship, as suggested by Aristotle. When a group of terrorists wreak havoc on the innocent, they fail both tests of Aristotle. They are neither good people, nor are they good for their friends!      

Picture credit http://www.nytimes.com/2014/09/19/opinion/david-brooks-there-are-social-and-political-benefits-to-having-friends.html?action=click&contentCollection=Middle%20East&module=MostEmailed&version=Full&region=Marginalia&src=me&pgtype=article

Are introspective leaders narcissistic?

David Brooks' recent op-ed in the New York Times, asking whether introspection is just narcissism in sheep's clothing, unsurprisingly drew some harsh criticism - including some personal jabs. Although it's easy to poke holes in Brooks' arguments, it is important to poke these holes.

Brooks suggests that the dangers of self-examination are rumination and over-simplifying. Rumination is a solitary process which can lead to the ruminator spiraling into greater depression, or unnecessary self aggrandizement- depending upon their initial state of mind. Over- simplifying is similar to rationalization, and used to justify -to ourselves-, our obviously poor choices. Brooks offers some examples from research in psychology to illustrate how one can move away from a self-immersive form of reflection to a more detached, critical form -which is likely to result in a more accurate and therefore healthy self-perspective. Finally, Brooks suggests quite ambiguously that rather than focusing on our strengths and weaknesses, we must gain perspective by focusing on a broader empathetic view of the world.       

First, it is important to not go overboard in criticizing Brooks- it's after all just an op-ed and not a research paper. Plus, what better way to strengthen our convictions than to counter the arguments against them?  The first flaw in Brooks' reasoning is that self reflection through self-immersion and from afar are mutually exclusive. Instead they are two sides of a coin. Even research in organizational behavior recognizes the importance of 360 degree feedback (or evaluations from multiple sources) for a more accurate final picture. Another major concept in organizational behavior - emotional intelligence- is a combination of self-awareness and "other" awareness, with empathy being an important component of other awareness.

The gaping hole in Brooks' op-ed is right in the title. Narcissism is actually the absence of introspection, and refers to self- absorption with a blinding desire to be admired. Self-introspection on the other hand is a concerted effort to understand oneself, and to better fit in with society. For example, self-reflection and self regulation in emotional intelligence refer to an attempt to understand one's emotions to better manage them in the larger social context, like not losing one's temper. How is that narcissism?

The fundamental problem in the op-ed is the compartmentalization of the various forms of self-reflection. For example, understanding one's strengths and weaknesses is crucial in pursuing the right career; a decision which has a significant effect on our well-being. Surely Brooks'  good understanding of his strengths as a writer landed him his prestigious Times job. The problem lies when self-reflection and self-acceptance do not go together. I overheard a conversation between two perfectly fine looking women vehemently agreeing with each other that they hated what they saw in the gym mirror. Introspection should come from a deep desire to know and accept, and not be confused with mere self-evaluation.

So, are introspective leaders narcissistic? No, narcissistic leaders are not introspective!

The thirst for values based leadership

A recent survey by the Pew Research Center indicates that military service continues to be the most desirable trait in a Presidential candidate.  Interestingly, atheism was a deal breaker with 53% of the respondents saying they were less likely to vote for an atheist - the highest in the less likely category.  Another notable difference from earlier years was that respondents who viewed a candidate's  prior experience in Washington DC as a negative, outnumbered those who considered it as desirable. Prior experience continued to be important, but in a gubernatorial capacity.

Although America vehemently holds its state and religion separate, and in general has  an anti-war sentiment, why might religion and military service consistently figure at the top of desirable qualities of leaders? Demographic facts aside, it is undoubtedly the moral values that religion represents, and the belief that a religious candidate will adhere to them. Military credentials also represent a candidate's  experience in adhering to a strong moral code.

In their best selling leadership book - Leadership Challenge- , authors Kouzes and Posner discuss the results of their survey of over 70,000 people over the globe (latest data in 2007), to identify the most important characteristics of a leader as: honesty, forward looking, inspiring and competent. They point out that credibility is the foundation of good leadership, and the most important behavior of a credible person is that "they do what they say they will do".  The Pew survey results suggest that the partisan behavior in Washington at the cost of public interest, has eroded the faith of the public in their elected representatives. The gubernatorial posts are seen as more independent, less likely to be influenced by vested interests of others.

How can a leader ensure that they always do what they say? To paraphrase Kouzes and Posner, this begins with the leader having a clear set of values, and then consistently living these values. This is the- behavioral way- of demonstrating honesty and trustworthiness - the cornerstones of leadership. The Pew center results don't just indicate the importance of values based leadership, they show that the public yearns for credible leaders. Religion and the military are valued - at least by the American public- because they  provide the structure and motivation for leading a values based life.        


Thankfully, despite the upheavals in Wall Street, 33% of the Pew study respondents favorably view a business executive as a presidential candidate, while 13% view them as negative, and 53% say it didn't matter. Business leaders must take this opportunity to rebuild their credibility by practicing values based leadership.

Fixed vs. growth mindset: Examining Roger Federer

Roger Federer lost to Tsonga in yesterday's Roger's tennis cup final. As always, his critics have been quick to write him off, yet again. Why not quit while at the top, and leave in the blaze of glory? Why put yourself and your fans through those humiliating moments, when your strokes are a shadow of your hey days, and when younger and gutsier players beat you regularly?  But then, that's not how Federer thinks about tennis.

Carol Dweck in her book "Mindset", talks about the difference between the fixed mindset and the growth mindset, and the importance of the latter for sustained success. Those with a fixed mindset consider ability as static, and judge themselves and others by "results" or peak performance. Therefore, they avoid challenges which may tarnish their impeccable performance record, get defensive when faced with obstacles, don't believe that effort can enhance their already considerable talents, cannot handle negative feedback and feel threatened by the success of others.

Those with a growth mindset on the other hand, believe that ability can be developed, constantly embrace challenges, persist in the face of setbacks, see effort as a condition to mastery, learn from criticism and from the success of others, and thus reach ever-higher levels of achievement (Mindset, by Carol Dweck, page 245).  Dweck makes an important and interesting distinction between leaders with a fixed mindset and a growth mindset. The fixed mindset leaders may be high individual performers and stars, but do not prepare their firms to survive in their absence. Here is where the mighty Iacocca fails; Chrysler didn't survive after his departure, while it can be argued that Apple continues to buzz away, albeit in a lower key, even after Steve Jobs' passing.   

Back to Roger Federer. It is evident that he does not have to prove anything to anyone but himself. Why does he continue with his grueling tour and training schedule despite his ever growing family? What motivates him despite not winning a major since 2012? His  love for the game has to be the top reason, but how does he cope with not winning titles, and near misses, after his undisputed reign at the top for many years?

Federer definitely is a supreme example of a growth mindset. He is no fool to continue playing while his skills are waning across the board. As the grand old man of tennis at thirty three - an age when improving one's game seems improbable,- Federer's serve has actually improved and is the strength of his game today. He continues to train with his long term  physio-whiz, Paganini, who is angered at the talk of people wanting Federer to quit, because he knows Federer is still capable of a shot at the big titles. One mustn't forget that he is still the number three in the world.  Admittedly, even the unflappable Federer has gone through some -coming to terms- moments of being defensive, or even worse -crying- when he loses. But thankfully the growth mindset has truly established its presence now. No doubt winning titles is his ultimate goal, but not the only goal.

Using Dweck's criteria of a true growth minded leader, will Federer leave tennis a better place than it was since his arrival? The answer is a resounding YES. His seventeen grand slam titles don't seem so out of reach now for Nadal, or even Djokovic. But Federer, as even his rivals admit, has raised tennis to new heights, not just with his sublime talent, but with his global appeal, approachability and above all his growth mindset work ethic: an inspiration to all aspiring players. As his coach the great Stefan Edberg remarks "If Roger is in the game, it is great for tennis".

Another great man with an insatiable growth mindset -Tiger Woods- is now lying low, undoubtedly  working hard on recouping his physical and mental prowess. His detractors too have already written him off as incapable of winning another major, but sooner than later Tiger is bound to prove his critics wrong. 

The growth mind set is after all about running the marathon rather than the sprint.  

 

The importance of being a role model outside work

 While we stress the importance of leaders being role models at work with their work ethic, integrity, and compassion, we hardly pay attention to their influence outside the workplace. Perhaps we should. Thanks to the media, the symbols of wealth are now universal: expensive cars, clothes, holidays in exotic locations, and palatial homes. The continuing popularity of the bizzare Housewives series indicates our almost morbid interest in the lifestyles of the rich and famous. Who can resist the guilty pleasure of skimming through the Daily Mail's side strip chronicling the decadent lifestyles of celebrities, often relayed by the celebrities themselves through Instagram?  Unfortunately, slowly but surely,  the relentless media focus on the opulent lifestyles of the rich has skewed our perception -as a society- about what is valuable in life, and what it means to be successful.

In his engaging book "Delivering Happiness", Tony Hsieh of Zappos, talks about walking away from a contract with Microsoft resulting in a loss of 16 million out of a total of 40 million, because passion was more important than money. We may scoff that 24 million is not small change, but even these little examples add up to shift societal perceptions about wealth and the wealthy. There is no doubt that Bill Gates and Warren Buffet have strengthened the giving muscle in many of their peers globally, including those who have signed up for the remarkable Giving Pledge ,where billionaires pledge to give away most of their wealth.  When rich CEOs talk about not wanting their kids to be trust fund kids, they send implicit signals to others about the priority of values like hard work in success. Arguably, the most credible voice against inequality, in the documentary "Inequality for all," was that of  Nick Hanauer, CEO of Pacific Feather Company - because here was a wealthy man speaking out against inequality.    


 India's visionary and multi- millionaire businessman, Narayan Murthy, is known for his simple lifestyle. When a journalist expressed surprise at  Murthy's modest lodgings, Murthy responded by stating his belief that the rich should have modest private spaces, but build luxurious public spaces. Murthy's Infosys offices are a class apart in the amenities they provide. In a developing and populous country like India, where public spaces are often sub-standard, Murthy's credo is  inspiring. Compare this to another leading industrialist, Mukesh Ambani, whose  house is the tallest,  and perhaps -ugliest- structure in Mumbai. Even Ratan Tata, one of India's most venerable leaders, couldn't help questioning the appropriateness of Ambani's 27 storied house - which stands out like a sore thumb amongst the sprawling slums of Mumbai.  

A recent article about the super -shy, super-rich of Germany, illustrates the influence that modesty from the rich can have on shaping societal perceptions, and trends towards the loftier values in life. While leaders are free to decide how to spend their hard earned wealth, they should be conscious of their influence - positive and  negative - on public perceptions about wealth and success.     





Infosys' Pune office



Murthy at lunch with wife Sudha

 



What is success? The journey or the destination?

The Uluru/Ayers rock at sunset

I thought about this question during my recent visit to the Uluru/Ayers Rock; one of Australia's most recognizable symbols. The majestic Uluru is a natural sandstone rock formation dating over 500 million years, in Central Australia. Along with the neighboring Kata Tjuta rock formation, it is called the spiritual center of Australia, because of its spiritual significance to the aboriginal Anangu people who own the land, and still live in the area. The National park; a World Heritage site,  has been leased by the Australian Government, and is run with the active participation of the Anangu people.


The Uluru; while magnificent from afar during sunset and sunrise, when it gradually changes colors from a bright red to brown; is just breathtaking up close. The massive reddish brown 348 m high rock with a base of around 9.4 km, is awe inspiring, but in a quiet way. You feel in the presence of a gentle, wise giant, who has seen it all from a vantage point. It is not difficult to imagine why the Uluru holds immense spiritual significance for the Anangu people.

One of the contentious issues between the Anangu people and the Australian government is about allowing tourists to climb the rock. The Anangu consider the Uluru sacred, and not to be climbed; while the Australian government, citing historical accounts of explorers climbing the rock, is reluctant to put a stop to it because of the potential for tourism. Our guide encouraged us not to climb, and none of our group did. But people still climb, and often leave trash behind, and even defecate on the rock (although out of necessity rather than disrespect). The majestic beauty of Uluru is marred by the railing of the climbing track, and parts around the climbing track were visibly eroded. In fact, sadly, the Uluru is still advertised as a climbing trip in countries like Japan.

Sign in front of the Uluru

 

The Uluru offers immense peace, awe and joy all at once; but only if you let yourself be still to take it all in. Just walking along its expansive folds is a moving experience.   Aristotle lists "magnificence" as one of the desirable human virtues. Indeed the Uluru inspires you think big, and be magnificent. But why do people still climb the Uluru, despite being encouraged against it because of its spiritual significance? Is it just the refusal to believe in mythology, or is it due to an innate sense of equating success with reaching the pinnacle? The sign in front of the climbing track (see picture on the right) encourages tourists to think differently: is Uluru is a place to conquer or to connect with?

This is similar to the question discussed in the classic case of the "parable of a sadhu" where a group of mountaineers from the West, impatient to climb their peak in the Himalayas, are reluctant to help a dying sadhu they encounter on the way. Each group does the bare minimum,  and continue to climb after passing on the sadhu to other groups. The author, and one of the non- helpful climbers, Bowen McCoy, is wrought with guilt after, not knowing whether the sadhu lived or died. This leads him to question whether his trip was all about reaching the top, or whether it could have been about his experiences during the trip? His later visit when he spent time with the locals was more rewarding and enriching.       

The example of Uluru parallels our perception about success in the real world. Is it really about making as much money as possible, or it is also about the relationships, the experiences and the things we create along the way? As Steve Jobs rightly, and perhaps prophetically, pointed out - creating something wonderful was more important to him than being the richest man in the grave. Thankfully some shouts about the need to shift the focus from money to well-being, are now being heard above the din. 

Hopefully, the debate at the tranquil Uluru will be a settled soon, and it will be a place to be experienced by being, instead of conquering.   

The Uluru at sunrise

The importance of nurture for creativity

In his new book "Focus", Daniel Goleman offers ample evidence for the importance of nurture - as envisioned in this blog- , especially for creativity. He rightly points out that today, when information is no longer a scarce resource, organizing it in unique and creative ways will give one the edge.  Goleman discusses the importance of serendipitous associations and novel combinations in creativity. These arise when our brains are in that sweet spot of  "open awareness": free to wander, but also involuntarily under our control where the connections among our existing knowledge is being tapped into. In some ways this is similar to the state of "flow". For example, sportsmen often attribute their success to their being in the - zone. This is a state when they are fully focused on the opponent, and yet are unconsciously and effortlessly drawing upon the skills and knowledge  acquired over their years of practice, to come up with creative ways to beat their opponent and match their every move.

The ability of our brain to be in a state of open awareness diminishes both when we are hyper focused or hyper distracted . Information overload creates mental fatigue, because of the effort needed to focus amidst the din, and also due to the distractions of our environment even when we are not engaged in a specific task. The brain therefore needs rest to rejuvenate. Here again there is a difference between "switching off" by watching a TV show and immersing ourselves fully in something enjoyable. The former is disengagement, and is just the first step in rejuvenation. Drawing from Stephen Kaplan's "attention restoration theory", Goleman discusses why a walk in a park is more rejuvenating than a walk in a busy street - we still need to focus to navigate our way through the streets.

This immersive experience - positive absorption- where we are focused yet passive, allows the top down system of our brain; the one most involved in focus and problem solving, to rejuvenate. Creating protected periods of time -creative cocoons- is essential for creativity.
     

Taking the bite out of leadership: Suarez's $120 m sale to Barcelona

Suarez and his bite victim Chielini

Just weeks after FIFA's bold move imposing a comprehensive four month ban on Uruguayan football star, Suarez , for his biting incident; he has been traded to FC Barcelona for a whopping $120m. And this is just the transfer fee. His current team Liverpool apparently let him go with a heavy heart, while Suarez himself apologized to his Liverpool fans, citing family reasons for shifting to Spain.  As the NYT noted, this is a not a story that should be used to inspire aspiring footballers. As usual, media reports have adopted views across the board. Some headlines suggest that Liverpool finally let him go because of the biting incident, while others suggest that Liverpool has lost Suarez after all. Predictably, none of the concerned parties mentioned the elephant in the room - the ban which prevents Suarez from even entering stadiums to practice, until October.  

What kind of a message does this sale send? Sports after all is more than just performance. It is about courage, fairplay and passion. What lessons can the public, especially children learn from this incident? That you can get away with almost anything as long as you "perform" ?  The FIFA has been reduced to a governing body whose actions do not have any effect beyond the letter of the law. What is the point of a four month ban when it is likely that, Barcelona's prize catch will be "presented" to the fans the very next day after the ban ends?   

Sadly, sports is another business, and money trumps. Short term tangible gains in ticket sales overshadow the long term gains of reputation and the ability to create a positive change through the sport. In my previous post a couple of days ago I mentioned how lucky tennis fans are to have  worthwhile role models at the top, who are true global ambassadors for the sport. David Beckham's global appeal is also because he comes across as a nice and approachable bloke; rather than just his achievements and good looks. Messi's almost prophet like appeal lies in his quiet passion and humility. Suarez can never dream of that kind of appeal; he will always be remembered for his boorishness, regardless of his achievements. Remember Zidane whom we remember more for his infamous head-butt than for his stellar play?    

Everyone, including Suarez deserves a second chance, except that this will be his fourth. Let's hope that FC Barcelona will have the courage to adopt a zero tolerance policy for future offences by Suarez. It owes it to sports.  

Rev John Flyn: The Australian outback's visionary

The Royal Flying Doctor's museum in Alice Springs

Even today the Australian outback is one of the remotest places in Australia. I did not see a single soul or sign of human activity during my day long journey by the Ghan train from Darwin; the capital of the Northern territory, to Alice Springs; the heart of the outback. It was just vast stretches of arid red land and desert vegetation - beautiful to the eye, but arduous for those living there.

An unexpectedly inspiring stop in the charming  town of Alice Springs is the Royal Flying Doctor Service of Australia museum. Its founder, Rev John Flyn, began his missionary work in the Australian inland after World War 1, and soon realized the extreme isolation of the people living there, especially in terms of medical care. Only two doctors served the whole of the northern territory (almost 1,5000,000 sq. km). Any serious illness meant death because of the lack of timely access to medical care. Flyn understood that communication and aviation were key in reducing the people's isolation, but both were in their infancy in the early 1900s.

Flyn first made his case by publishing an article written by a young medical student, Clifford Peel, who was killed in WW1. Peel argued that air transport, especially for ambulance work, was crucial for the outback. Peel's letter became the foundation for Flyn's relentless campaign for an aviation based medical emergency service for the area. Luck is opportunity meeting preparation, and Flyn had two fortuitous instances. The first was a generous fund provided by his long time supporter, H.V Mckay; the second was the support from Hudson Fysh, the founder of QANTAS. The first flying doctor flight finally became a reality in 1928.

Prototype of the interior of the Flying Doctor's plane

The final crucial link: communication, was provided by Alfred Traeger, with his pedal operated generator to power a radio receiver; the pedal ensured that the operators hands were free. People could now call in for emergencies. Later transistor radios allowed doctors to consult with their patients in remote areas. 

While the flying doctor service in itself was a monumental achievement, Flyn wanted to ensure that the medical care provided was of the highest quality. He enlisted the support of trained nurses, and Sister Lucy Garlick, came up with the innovative body chart where the different parts of the body are numbered, making it easy for the patient to convey their symptoms. A standardized medical chest with numbered medicines was also created for patients to begin treatment before the doctor arrived. The former prime minister of Australia, Robert Menzies, called the Royal Flying Doctor's service "the greatest single contribution to the effective settlement of the distant back country we have seen in out time."  

Today the accessibility of the outback to medical care is much improved, but the Flying Doctor services continues to play an important role in the area by providing regular clinics for the people of the outback, in addition to its emergency services. It has also expanded its activities beyond the outback with most of its revenues today coming from transferring patients between hospitals in cities. But the pioneering work of John Flyn continues to be inspirational. His vision, however improbable at that time, was clear, and born out of deep love for his people. This enabled him to persevere through the technological and financial challenges - it took more than ten years for his vision to be realized. Rev John Flyn's story set against the backdrop of the vast and isolated outback is a reminder of the power of ideas and determination.
  

Flyn commemorated in the Australian 20 dollar note. The body chart is also visible here.

Queen Elizabeth using the Flying Doctor's radio services to address people in remote areas during her 1963 visit

Is aggression more appealing than being nice?

The recent strangers slapping each other video has gone viral with over seven million hits (no pun intended) on the heels of  its predecessor: the strangers kissing video. Director of both films, Max Landis, calls his slap video a social experiment, and argues that violence without aggression is like a hug. I am  not sure they are mutually exclusive except on film. But is aggression more appealing than being nice? Leaders often struggle with this question. Should they be feared or liked? Perhaps, the sporting world can shed some light on this topic.

Federer and  Nadal off court

Tennis fans will agree that we are living in  exciting times, when at least two contenders for the greatest ever of all time (GOAT) title - Roger Federer and Rafael Nadal - are playing at the same time. Both are fiercely competitive on court, but supremely courteous off it. Even their rabid fans have now cooled off against each other after seeing their heroes' congeniality. Other contemporary top tennis players like Novak Djokovic and Andy Murray are also equally cordial. Djokovic's -in your face- family are now conspicuous by their absence from their box. Compare this with the hey days of Borg, McEnroe and Jimmy Connors when there was no love lost among them on or off court. Or even more recently when the bad blood  that continues to exist between Agassi and Sampras, was revealed most embarrassingly in a goodwill match, as Federer and Nadal watched uncomfortably.

Naysayers call the current crop of top tennis players boring without the aggression and drama among  them. The press tries to blow up even the slightest hint of disagreement among them to epic proportions. Thankfully, the players have realized that the others may be quoted out of context, and are rarely provoked. Roger Federer, off court  is the epitome of class and etiquette, while Nadal is humility personified. There are no tantrums or airs. Quite the contrast from star athletes of the past who seemed unapproachable. So how do the fans react to these humble, down to earth champions? Arguably, never before have tennis champions had global appeal. Federer could rouse the Colombian crowds like an orchestra conductor, and even a very poor Federer look alike could get the Chinese fans falling all over him for autographs. Both players endorse global brands, and are global ambassadors of their sport. 

Recent research by Adam Grant also indicates the value on being nice in organizations. Being nice does not mean finishing last. It is going to be a challenge to wipe out years of drumming down of the  Ninja warrior approach to leadership, but the change is happening. As business goes global, a leader's reputation precedes them. People trust those they like. But ultimately it's about being true to one's nature. The point being that, being nice need not be swept under the carpet any longer, and can be flouted as a rare skill instead.    

Taronga Zoo's nurturing leadership

I recently had the opportunity to hear the Sydney Taronga Zoo’s unassuming CEO, Cameron Kerr, speak at a banquet dinner organized at the Zoo. Mr. Kerr; an excellent speaker, held the audience spellbound as he told us about the various sustainability and community initiatives of the Zoo. What particularly stood out (and was deeply moving) is the unusual yet highly effective community outreach program of Taronga Zoo for Aboriginal children. The program called the Burbangana Program (take my hand and help me up, in the indigenous language Dharug) is aimed at disadvantaged Aboriginal children around the ages of 11-17, already in the official out of home care system in Australia. These children are considered highly disadvantaged because of their history of serious abuse and neglect, and many have disabilities which exclude them from a formal education system.

As part of the Burbangana program, these children don the official zoo uniform (the only outsiders given this privilege) and are paired with Aboriginal mentors to care for the animals in the zoo.  Mr. Kerr mentioned that slowly but surely the children overcome their fear and suspicion, and come to trust their mentors and others at the Zoo. For example, it was common for valuables like IPads, mobile phones etc to disappear when the children first come in, but they would start reappearing in a while. 

Who would ever think that a Zoo could engage in such a significant endeavor? Yet, what better way to raise the self-esteem and trust of these children than making them care for animals? At the beginning of the banquet animal handlers of the Zoo allowed us the opportunity to observe many animals at close range. None of these animals were of the typical cute and cuddly category – but included a lizard, python, turtle and a porcupine. Yet, the sight of these animals quietly sitting in the trusted hands of their handlers, allowing noisy strangers to touch and flash photograph them, brought out the deepest sense of love and concern for them. One could understand how therapeutic caring for animals would be for the Aboriginal children in the program. The Burbangana Program was one of the only seven winners of the Australian Crime and Violence Prevention Awards in 2011.

Another aspect that stood out was the disregard for the need to be politically correct. The program is clearly called “help me”.  Another similar program of the Zoo, Walanmarra, translates as “make me strong now”.  We are only too familiar with the meaningless jargon rampant in organizations –participative leadership, empowerment, calling customers clients, calling employees partners – veneers that crumble at the slightest touch. Taronga Zoo with its bold commitment to “help” is clearly guided by its values shorn of any adornment. It is this focus that makes its Burbangana program a trail blazer for innovative leadership.  

Submission to nature is true leadership

I watched two spectacular movies on my long Qantas flight from LA to Sydney: Tracks and All is Lost. Both had similar themes – man’s intimate relationship with nature- and conveyed some important lessons for leadership.

Tracks is based on the true story of the 1977 solo journey of “camel woman” Robyn Davidson across the vast Australian desert to the Indian ocean with three camels and her beloved black dog Diggie. Robyn, a born explorer, has the insatiable urge to make this expedition, however dangerous and ludicrous it sounds. She just knows she has to do it – it’s her calling.  She is aware of how hard her journey is, but also knows that she is as prepared as she can be. She is well trained with camels, is familiar with the deserts, but above all has a deep abiding love for the land. Her journey is not to conquer, but to thrive. There is no aggression here - just a realistic assessment of both her terrain and her own abilities to traverse it.

The camel lady is stand offish to other people, yet deeply cares for her animals (the scene where she pulls off her skirt to create a shade for her dog while he waits for her is particularly touching), and has a deep sense of respect for the aboriginals undoubtedly born out their shared intimate relationship with nature. She makes the journey, and the last scene of the vast blue ocean welcoming the weary travelers is astounding. There is no cry of victory, just pure glee and gratitude at having made it. In a subtle way the film also shows how the supreme loner, was nevertheless aided in her journey through the love of others, be it the National Geographic photographer who leaves water rations along her path, a stranger couple inviting her for the night, the aboriginal chief who accompanies her for part of her journey.  

The other – All is lost, was again a spectacular piece of filmmaking. To begin with it has the supreme confidence that the story of a lone man quietly dealing with the ocean will hold the attention of the audience for over two hours. Agreed our man (as he is called in the film; his name is never revealed) is Robert Redford, but it’s a Redford well- worn by age, and not the swashbuckling cowboy of Butch Cassidy and the Sundance kid. I completely agree with a reviewer who wrote that the film advertently or inadvertently shows that the true character of a man is revealed when he is faced with a crisis – in this case being marooned in a life raft after his yacht drowns after being hit by a floating container. We get an intimate look at man facing his death – yet he never panics.  Redford is a man undoubtedly with a lot of experience sailing - which he does for love rather than as a profession. He wears a ring, yet travels solo in his yacht. Since he says sorry to his family when he is marooned and sure to perish it appears that he undertook these solo voyages for himself – perhaps against the wishes of his loved ones.  

It’s Redford’s attitude to his plight which is awe inspiring in a deeply felt sort of way. He truly respects the vast waters he is in, and understands it intimately. When his yacht sinks, his reaction is to survive come what may, but not in a rebellious sort of way. As in Tracks, his aim is not to conquer but to thrive. He tries to plot his position, tries to signal in vain to some passing ships, but above all he just waits it out. Even in the chilling final scene, where he inadvertently sets his raft on fire trying to attract the attention of a passing boat and decides this is it – is a quiet submission to the power of nature with a genuine understanding that he tried his best. And how he is rewarded (spolier alert): the film ends with the deeply moving scene of a hand reaching out to pull Redford to safety.  

Both these films resonate with the same strong message: follow your calling and acquire the skills for it. But when you do it with a deep sense of respect for the powers beyond you, the world conspires to help you succeed.

The dangerous allure of confidence: The spectacular downfall of Eike Batista (and his believers)

Eike Batista

Eike Batista, flamboyant Brazilian entrepreneur and Chairman of the conglomerate EBX group went from being the 8th richest man in the world (worth $30 billion) in 2012, to 200 million (or even a negative net worth according to Bloomberg) in 2014. He has now topped the charts of a few worst CEOs of 2013 lists. The "hindsight" critics have been quick to jump into the fray, pointing out some unmistakable signs that were missed. Batista was unabashedly ostentatious - he parked his luxury car in his living room, proclaimed he would be the richest man in the world by 2015, didn't really have the managerial expertise to run his business empire, and always made his huge announcements about new oil finds conveniently before trying to raise funds. 

Batista was the poster boy of the surging  Brazilian economy; admired as a role model by his country men (his twitter account had over a million followers), and backed by global investors. His 2011 book (in Portugese) titled  Batista's X-factor - all his companies have X in their names indicating the multiplication of wealth- lists some simple rules to become a billionaire. These include -  believe in your intuition, aim for success rather than perfection, build businesses with maximum accuracy and minimum risk, a good seller must also be a good listener and the importance of being a maker rather than just a dreamer. Clearly, at least at this point, it appears that none of these rules applied to him. Batista has now withdrawn from the public eye and is licking his wounds, although he vows to make a comeback. He has promised to repay all his creditors, but recent filings with the courts indicate that the time frame could be over twenty years - if at all.

Batista kept his Mercedes -Benz SLR in his living room.

Batista's personal failings as a leader are clear, but he couldn't have amassed his 30 billion alone. People believed in him, and believed big. He consistently bagged some of most prestigious contracts from the Brazilian government, and was favored by big investors globally. One single factor  attributed to his ability to influence others over the years is his extreme confidence. He was after all primarily a -salesman - since he started his career as an insurance salesman.

 The Batista case illustrates the dangerous allure of confidence on others, and more importantly how susceptible we are to certain outward manifestations of confidence. The old adage of judging a book by its cover unfortunately holds true. We expect leaders to be impeccably dressed, exude supreme confidence in their strut and manner of speaking - the bolder and louder the better. Business schools focus on style than content -  on perfectly formatted documents, stylish presentations, and superb delivery. In fact, Batista's detractors comment that he is the only one besides Bill Gates to make billions through PowerPoint. This stereotypical image of a successful leader gets propagated with the increasing outreach of the media.  

It's time to look beyond the external manifestation of confidence, and focus on improving the self-efficacy of leaders. One of the influential researchers on self-efficacy, Albert Bandura ,defines self-efficacy as a person's belief about their capabilities to perform certain tasks and  their ability to influence the events in their life. In other words, self-efficacy is the result of a realistic analysis of one's capabilities. Those with high self-efficacy are therefore intrinsically motivated - Batista on the other hand seemed to be motivated by the thrill of becoming the richest man in the world. Those with a high level of self-efficacy are not discouraged by failures and persevere. They attribute failure to deficiencies which can be learnt, rather than as a personal failure.

In Bandura's own words, self -efficacy differs from confidence as follows.

"It should be noted that the construct of self-efficacy differs from the colloquial term "confidence." Confidence is a nondescript term that refers to strength of belief but does not necessarily specify what the certainty is about. I can be supremely confident that I will fail at an endeavor. Perceived self-efficacy refers to belief in one's agentive capabilities, that one can produce given levels of attainment. A self -efficacy assessment, therefore, includes both an affirmation of a capability level and the strength of that belief. Confidence is a catchword rather than a construct embedded in a theoretical system. Advances in a field are best achieved by constructs that fully reflect the phenomena of interest and are rooted in a theory that specifies their determinants, mediating processes, and multiple effects. Theory-based constructs pay dividends in understanding and operational guidance. The terms used to characterize personal agency, therefore, represent more than merely lexical preferences." (Self-efficacy: The exercise of control, 1997, page 382).

A strong sense of self-efficacy leads to confidence, but not necessarily only in a physical sense as we have become accustomed to. Confidence should be reflected in actions than in mere words. Batista,  salesman that he was - sold dreams than reality. And his investors bought it because they mistook the external signs of confidence for self-efficacy. As we become globalized it would be helpful to look closely at the values like humility held dear by other successful cultures to break out of our stereotypes. For example a common proverb in the Chinese culture is that " a full pot never splashes".   

It's too early to write Batista off, but hopefully his story will reinforce the need to break away from the cookie- cutter approach to training and evaluating leaders.  

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