VOLUME X – CHAPTER 9
MANAGEMENT PRINCIPLES – LEARNING FROM GREAT PERSONALITIES
You can sit on opposite sides, but still can be friendly
Learning can be from four sources – from books, from the lives of great persons, from experience and from interaction with others. By God’s grace the author had the good fortune to read a lot of literature, to move with great people and see some of them in action, to have unique challenging and hair raising experiences and to interact with great persons in various fields.
His association with great persons of various climes gave him great insights regarding how to understand and deal with people – in short how to manage men and situations. These experiences provided him with several lessons in management which he adopted to great advantage. He would like to share some of these with you so that you can also develop a habit of observing each action, each behaviour and each utterance and draw lessons in management.
Once when author was sitting in the visitors’ gallery of our Parliament at Delhi, Pt. Nehru, Prime Minister was replying to the oppositions charge that the government has failed to prevent China from grabbing the Aksai Chin territory in northern Kashmir near our border with China. Nerhuji said, “it is a barren area; not even a blade of grass grows there” immediately, Mr. Piloo Mody of the Swatantra Party stood up lifting his heavy body, and said, “so what? Even my head is bald not even a strand of hair. Does it mean that there is nothing inside it?”
“We are all happy at last to hear today that there is something inside our Piloo’s Head”. The house broke into rapturous laughter. Piloo Mody went up to Nehruji took his hands and said: Panditji, I am happy that it has taken you such a long time to understand that my head is not empty” again peels of laughter though in opposite camps. These two great leaders had the goodness in indulging in a friendly repartee without feeling that the other person was pulling his leg.
This was a great lesson for the author who used to allow his staff or other Principals to fling a friendly joke at him and also given them back a similar one in return. This loosened the hierarchical rigidity and paved the way for working in a joyous mood.
Never fail to utilize the talent of a staff even if he differs from you
When the war was over in 1971 and Bangladesh was created, Mr. Vajpayee, leader of the opposition hailed the Prime Minister, Madam Indira Gandhi as Kali and jocularly observed “she is the only man in this cabinet”. He had the greatness of heart to congratulate and appreciate warmly the leader of the ruling party.
Similarly when Sri. P.V. Narasimha Rao was the Prime Minister he requested Sri Vajpayee to lead the Indian delegation to the UN General and explain India’s stand on the Kashmir issue because he knew that Sri Vajpayee will rise above all political equations and speak for the country. This was another example of the ruling party recognising and requisitioning the serVices of the Leader of the Opposition to uphold the Nation’s honour.
Earlier when Sri Vajpayee was an young parliamentarian, Pt. Nehruji once said in the Parliament “This young man will go places and lead this nation. Take note of him”. Even at his young age, Nehru spotted the talent in him.
These were important lessons for the author. Even though some staff differed from him, if he/she was talented, the author never failed to utilize it and put that person in the lime light.
Be courteous even to whom you don’t like
At KV Sambalpur Mr Haque PGT English was the first assistant. He was not on good terms with the Principal from whom the author took over after waiting for 10 days, when the author asked him to organise a farewell party for the outgoing Principal, he refused. During those ten days the author had gathered information about every staff member and learnt that Mr Haque was a talented but un-utilized person. He told Mr Haque “even if he had estranged all the staff with his abrasive manners and unfavourable remarks courtesy demands that he should be given a decent send-off in Tamil there is a couplet which advises that even for those who had harmed us we should do good to them that is the best punishment we can give them as you say he had spoiled the ACRs of all staff, why don’t you offer him a new pen set so that he need not use again that old bad pen” Mr Haque said “he had never treated me like a first assistant, but in deference to you I shall organise a farewell and present a pen set”. The author said, “Fine, on behalf of all staff I shall thank him and request you to present the memento. After tea the function will be over in 5 minutes”.
After assuming chare, during the two years of his stay, the author gave Mr Haque a lot of administrative responsibilities and groomed him for Principalship. He gave him ‘excellent’ ACRs and later Mr Haque retired as a fine Principal.
A word can change a person or group
The author learnt how word power can be used to motivate, drive, energise and elevate people from the magic charm which Gandhiji, Nehru, Swami Vivekananda, Dr. Radhakrishnan, Chruchill, Kennedy, and Napoleon wove with their words to motivate their country men
Throughout his career of 41 years had the author had made a very powerful use of his language felicity in English and Tamil to enthuse the staff to energise the students, to assuage the parents, to manage the management and to defuse a tense situation.
Once the author was sitting in the Tamil Nadu Assembly’s visitors gallery. A member of the Congress Party made some disparaging remarks about the Leader of the Opposition Sr. C.N. Annadurai. At that time the Leader of the House was Sri C. Subramaniam, Finance & Education Minister was in his Chamber engaged in an important meeting with his Secretary. He heard the remarks of his party member through the loudspeaker in his room. Immediately he rushed to the house, apologised to Sri Annadurai on behalf of his party member and also requested the Speaker to explain those remarks from the official records. Then he went up to Sri Annadurai and requested him to pardon that member.
That day the author understood that human values are more important than political ideology and one becomes great by apologizing.
At Sambalpur Holi was celebrated for 2 days. On the first day a Board Internal exam was scheduled. A group of old students demanded that the exam should be cancelled. The author told them, “Look this is an all India Exam. I don’t have the power to cancel it. Without knowing that Holi is celebrated here for 2 days the board has fixed the exam. On behalf of the board I shall apologize to you. I shall advise the board not to repeat this mistake next year. Kindly don’t do anything that will harm the future of your friends. Tomorrow you all come after 12 noon when the exam will be over. I will join you in celebrating Holi”.
That apology quietened them!
The author learnt another valuable lesson from Sri C.N. Annadurai when he became Chief Minister of Tamil Nadu. Some Govt. officials brought some new furniture to his house. His wife was directing them in arranging those items. When Sri. Annadurai came home & saw this he asked the officers to take them back and told his wife.
“My team as Chief Minister is only for 5 years, I can’t be a C.M. forever. So when my period is over they will come again and take them back. Then at that time you will feel very bad. So it is better that we live with what we have”.
The author learnt that any post is temporary and that position should not get into our head and make us lose our balance. Whether as Deputy Director or Principal the author had never allowed any article from the office to come to his home.
After Rajaji stepped down as Chief Minister of Tamil Nadu in 1954 and Sri Kamaraj took over as C.M., one day Rajaji came to the house of Sri Kamaraj to seek some official help. Hearing his arrival Sri Kamaraj rushed out from his office room, prevented Rajaji from getting down and said, “Ayya, you should not come to my house seeking some help. You should have called me to your home and ordered me to do it. You please go back home, I will follow you. We shall finalize everything there”.
After his tenure as Deputy Director was over the author rejoined the Teachers’ College as Professor of Social Studies and Coordinator of the Extension SerVices Department. One morning, as the author was sitting in his department, Dr. K. Kulandaivel, Principal came to him with some paper, the author said, “Anna, you should not come. Please go back to your room, I shall come there to discuss about this”.
After retiring as Governor General of India, Rajaji took over as Chief Minister of Tamil Nadu in response to Nehruji’s request Dr. Rajendra Prasad President of India was visiting Chennai for the first time after becoming President.
Rajaji went to the airport to receive him. When the President (who took over from Rajaji as President) saw him he asked, “Rajaji, why did you come?” Rajaji replied “The Chief Minister of Tamil Nadu has come to receive the President of India that is all according to the protocol”.
How much carefully Rajaji stuck to official etiquette!
During one of our executive council meetings in Sri Ramakrishna Mission Vidyalaya, Coimbatore. Our Director Sri T.S. Avinashilingam said,
“When I became Education Minister of Tamil Nadu in 1936 I told my department Secretary an ICS officer,” Please write your opinion on every file freely, frankly and fearlessly. But, due to political compulsions if I have to take a decision contrary to what you have written, please implement it faithfully. Always take my order in writing”. And during my 3 years tenure we didn’t have any problem.
In 1965 when I addressed the IAS probationers at the Orientation Study Centre, Bhavani Sagar one Sanjit Gosh of the Orissa Cadre put me the last question of the day at 4.15 pm. He asked “Sir, we are all fresher’s you have 15 years of experience please tell us one thing which we should always follow”, the author recounted the above statement of Sr. T.S. Avinashilingam and asked him to follow it. The author added to it saying:- Whenever the Boss’s decision differs from yours, request him to record his decision with signature recommendation. Always keep a copy of the whole note. It will be useful at a later date if a reference to it comes up”.
In 1971 when the author went to KV Sambalpur, Mr. Gosh was the District Collector. He told the author, “Sir I am following your adVice”.
During his tenure as Professor, Deputy Director, Principal & Education officer,the author had meticulously followed this principle. He had given full freedom to his staff to express their opinion and he had also done the same whenever he put up a note to the Director of the Vidyalaya, the Assistant Commissioner at Chennai or the Commissioner at Delhi and he had also kept the copes till 10 years after his retirement.
Once Sri Kamaraj as Chief Minister visited the Vidyalaya. The author was asked by the Director to take care of his needs. After lunch when he was washing his hand, one party functionary said, ‘we will doctor “Periava” (referring to him) says “Immediately he gave him a stern look and said “remember very well the title “Periava” (great person) can be applied only to the great saint, Paramachary at Kanchi we are all “Chinnava” – small people. Don’t ever say like this”.
The author understood how Sri Kamaraj was & how much respect he gave to saints. He remembered Dr. Radha Krishnan’s words “as you go higher and higher in life, you should become more humble”.
The author had been a witness on two occasions to the phenomenal memory about Sr. Kamaraj and Sri M. Karunanidhi” of the workers at the grass roots level. This the author had practised fully with regard to his students in the Teachers College, Trainees at the Community Development centre, the Villagers, Panchayat Presidents, Chairman, Commissioners and Extension Officers in 1500 Blocks all over India, staff Principles and students in KVs all over India. This knowledge of each one of them in detail helped the bonding to a great extent and resolved many a problem situation.
On two occasions the author saw how Sri Annadurai Chief Minister of Tamil Nadu, Sri Jyoti Basu Chief Minister of West Bengal, though non-believers respected religious people.
Once Sri Kripananda warriar, a great scholar and orator on religious themes sent a request to Sri Annadurai through his aide that he should help the Guruvayoor temple with rice as it didn’t have it even for the daily offering to be made to Lord Krishna. After receiving the letter Sri Annadurai asked the aide to wait. Nearly the whole day pass on he was waiting and wondered why he was asked to wait. At 4pm Sri Annadurai called him inside his chamber and said, “Sorry I made you wait for such a long time. Just now I received information from the Central Station goods yard that one wagon load or rice bags has been sent to Guruvayoor via Trichor, The where day I was busy arranging this”.
On another occasion when some one asked Sri Jothi Basu, Chief Minister of West Bengal to send Mother Teresa back to her home country Albania, he refused to do so saying “what we cannot do she is doing”.
Those two incidents holded the author develop an attitude of acceptance of all people of different intellectual hues. This enabled him to develop harmonious human relations with people oweing allegiance to different religions.
When Rajaji was Chief Minister of Tamil Nadu, the Dravida Kazhagam (Non-believers) organised a rally where in its followers brought picture of Rama and Ganesha mounted in lorries and garlanded them with chappals. They also got several clay images of Lord Ganesh and planned to break them during the rally.
Rajaji told the Police Commissioner “allow them to take the rally, give them police protection but don’t arrest any one for beating the portraits with chappal or breaking the idol. Just ignore their action. It will fizzle out”.
Next day the party men seeing the people police keep quiet looking at all their actions, got desperate and frustrated and requested the police to arrest them. The police officers told them “we have no orders to arrest you. We have been asked to see that you are not harmed”.
After a couple of hours the crowd got dejected and thinned out.
The author learnt a great lesson from this. When somebody wants to create a problem, it will assume a larger proportion only if you give importance to it. Just ignore it. It will lose its importance and nuisance value.
The Principal of a school in Bihar told the author of a staff who was abusing him on her way to she school from home in the morning. The author advised him not to red aliate in words or through a memo. Just ignore him. You will see that he gets dejected and stops it on her own” when he sees others laughing at him. He wants to provoke you and gain cheap popularity. Remember what prophet Mohammed said:-
“Control your anger when
you have the power to show it”
It happened exactly as he said a week later.
Once in Feb 1962, the author was sitting in the visitor’s gallery of the British House of Commons. The opposition leader blasted the Govt for all its commissions and omissions. When he finished his speech Lord Macmillan Prime Minister held his hands and helped him to slowly settle in his seat as he had some problem in his leg. Then Macmillan with great dignity and polish started replying to all his points of criticism. Macmillan’s humility was an object lesson for the author.
In 1969 the author, attended a Principals’ Conference and was staying in a room along with two others. In the afternoon session he crossed swords with the senior Principal staying with him. That Principal vehemently criticised what the author had said. Later in the night suddenly that Principal developed cramp in his legs. Seeing his suffering the author went to the kitchen got some hot water and started giving fomentation. He was started to see the author pressing his legs. He asked him “how could you do this when i spoke so much against you this afternoon” the author replied “that was official relationship. This is human relationship”.
While reading about De Gaulle in 1946 as a student of history; the author found that whenever a visitor met him De Gaulle used to listen very patiently and attentively and when he was through, De Gaulle would repeat verbatim what all he said to make him feel that all his ideas have been understood by him. Then he would proceed to reply him point by point.
When the author joined serVice as a teacher on the third day the Head Master gave him some instructions regarding a programme to be organised. After the HM finished the author repeated verbatim what all the HM had said astounded, the HM said, “you will make a good administrator”.
Later on this helped him very much in his work as Deputy Director, Principal, Education Officer. Once got used to this habit of the author, the 200 District Collectors, Chairman, Commissioners of 1500 Panchayat Samitis, Principals and staff of KVs, throughout the country became cautious while speaking to him so that not a single unwanted word escaped their mouth.
The author was greatly influenced by the lives of Gandhiji, Abraham Lincoln. He found that Gandhiji could earn compliance from others by setting aside his authority and used his own personal values to persuade others to rally around his point of view. He learnt that Gandhiji saw every problem as a human problem.
During his entire career the author has always tried to walk the talk and act like a Defence Officer who leads his men from the front. He used to tell the Principals and the office staff in all schools. “Please don’t treat any letter that comes to you as a piece of paper. Look into it and discover the human problem hidden in that paper. Put yourself in that person’s place and try to understand the problem. Then only you should start thinking about what should be done regarding that”.
William Carlson, an American poet said “Not ideas but action”. He advises us that we should act and not simply talk.
Once the author read about the wonderful equation which made Napoleon had with his white stallion. He used to sleep riding on it and the horse would exactly take him to his place. He as the rider knew
How to stay engaged
How to stay present
How to communicate effectively without words
The rider is solely responsible for the energy of the horse. So also the leader is responsible for the energy of the team, the project, the institution.
This vital lesson is not taught in the Teachers College. For a more detailed, incisive analysis please read “Gandhi – CEO – 14 principles to inspire a leader” by Alan Ayeford and on Lincoln by Naivey Koehn, Harvard Business School, Professor.
The author was a good rider. With his one 180° glance the whole assembly will become silent. While he addressed staff meetings if he stopped talking and became silent with a straight look, all the staff would immediately understand that some two teachers are talking at the back.
Silence is more powerful than speech.
Once the Commissioner was having a discussion with all the four education Officers at the HQs. The other three EOs were responding to his observations but the author was silent the Commissioner asked him, “Why are you not making any remarks?” the author replied “My silence is the answer”. The Commissioner understood and asked him to redraft the proposal.
The author was a great admirer of Abraham Lincoln. Being himself a lover of the English language, the author carefully noted how Lincoln used his rhetoric to mould American opinion. The author made use of his word power whenever he wanted to press a point of view or initiate some change.
The author also made use of two other qualities of Lincoln who used to write angry letters to his Generals. But never sent them to those persons. From this the author learnt that the leader must explain things to himself first before talking to others the author had never shot out an angry letter to his associates.
The other thing was that Lincoln was an “Autodidact” – a self taught leader who set aside everyday some time to learn something new. When the author became Deputy Director of the South Zone at the age of 29, he had not had any MBA degree or any management training. His personal experiences in India and abroad, his close association with his mentor Sri T.S. Avinashilingam his keen observation of the lives at work of great people at close quarters; his extensive reading of Management Literature with a focus on Autobiographies, Biographies – these were his inputs. Daily at night he set aside two hours (9-11 pm) for reading something new.
The author has tried to share with you some of the important lessons in Management which he had learnt from great personalities. Everyday was for him a new learning experience in Management. But still he has miles to go. He is still a child learning the ropes.
If these few pages can trigger your curiosity or interest to closely observe the lives of great people and hone your skills in Education Management, the author will feel happy that his recounting all these were worth the time taken.
ONE WHO KNOWS (VOLUME X – CHAPTER 9)
(DIMENSIONS OF THE LIFE AND WORK OF A PRINCIPAL)
1408) One who has understood the essence of Buddha’s story of a cloth and 5 knots
a. The cloth is the same but the (pupil) knots are different
i. The cloth was free earlier but now it has become entangled all of us are Gods but we create our own knots
b. What to do to untie the knots (pupil) – I should know how the knots have been put knots, thoughtlessly, put can’t be untied
i. Only we are responsible for our problems-that that man only has to untie his knots
Based on this story, he understands that problems are created by ourselves and we only have to solve the problems created by us.
1409) One who wants to find out in an interview whether the candidate will be “a rule following Rama or rule – breaking Krishna; if he is a shape changing Vishnu or an indifferent Shiva; if he is a control freak like Dhaksha or a self indulgent king like Indira”.
1410) One who looks (in an interview) at who a person is beyond what he has achieved and what knowledge and skills he brings to the table and by looking at what stage he is in his career graph; if he has achieved something already, or is he restless wanting to prove himself?
1411) One who wants to know if the candidate has succeeded or failed in his last job, his family responsibilities, debts, dependents, kids, relocation problem because these will affect his ambition and drive.
1412) One who persuades him to come out with a voluntary disclosure of the above.
1413) One who develops “Contextual Intelligence” and knows that what constitutes values will be determined by a mix of factors like economic development, educational norms and culture.
1414) One who knows that “Contextual Intelligence” can’t be rushed or mandated into existence and that he should be humble about what he knows and doesn’t know and realise his need to unlearn and relearn.
1415) One who knows that it is not easy to tell someone to set aside what he has been doing successfully and to do it in a different manner. And that it needs a large degree of internalization that can only happen with time.
1416) One who knows that the theory of “EFFECTUATION”, which studies how leaders shape events without needing to predict what is going to happen and the “Bird-in-Hand” principle, based on the logic of identity – this is what I am, this is the sort of thing I like to do and therefore I will do it even though I am not really sure what is going to happen.
1417) One who like Gandhiji, has a (Sixth) sense for what is needed to be done – because he was always authenticating himself.
1418) One who knows that when he ties himself to a specific pre-conceived goal, he ends up trying to predict the future.
1419) One who knows that to pick a goal means to ignore all the roads available to you and pick only those that lead to his goal over looking many actions he could take to achieve similar and related goals.
1420) One who knows that, (when he is deciding on his own) he can, depending on who may be willing to commit to partnering with him to do thing within their bird-in-hand, start a much wider variety of possible ventures than he thought possible.
1421) Give who appreciates Roy’s taxi-serVice for women in Mumbai whose bird-in-hand was her enjoyment of driving coupled with a family necessity to lure the bird-in-hand into a revenue model.
1422) One who knows that he should not tie himself to specific goals too soon but instead stay close to his bird-in-hand possibilities, explore them all by acting on each and interacting with those he knows and meets.
1423) One who knows that by working with the means already within his control and leveraging what others can do, he not only avoids the trap of “ANALYSIS – PARALYSIS”, but also can reduce the risk of that goes with uncertainty.
1424) One who knows that this does not mean he has to give up his specific dream, but only implies that he doesn’t let it control him by narrowing his choices or wasting his many other talents or not recognizing people who could help him.
1425) One who realizes that control means manipulation, when he leads people to do what they really won’t want to do.
1426) One who understands from the Mahabharata story that an Institution (like Pandavas) with fewer numbers, but high in skill and bonding, with low in security levels can outshine an institution bigger in numbers (like Kauravas) but rid with rage, anxiety rife, and mediocrity.
1427) One who sometimes has the heart to say yes, but also the courage to say no.
1428) One who advises his sports students
a. To be on the offensive
b. To play on the opponent’s mind
c. To make a fake move, divert attention and then go for the attack
d. In the arena nobody will fight or play for you. You have to play for yourself
e. If you win the first place and gold you will become an example
f. Examples will not be forgotten
1429) One who advises his cricketer students with the same adVice given to Ravichandran Ashwin by his coach
“It is easy to get into the team if you are a batsman and you are scoring but at the same time it is also easy to get dropped.
In case of a bowler, it is tough to get in, but once you do and if you continue getting wickets, you stay on top. It is a tough road, but it is what makes you a good cricketer”.
1430) One who knows that the more an institution’s culture is attuned to “agitance” factors – issues of instant gratification, impatience and perfectionism the more people get fired up and the lower their resilience becomes.
1431) One who has the ability to endure discomfort and being able to remain in that discomfort zone can perform better.
1432) One who teaches students to embrace challenge, rather than have a system that encourages them to avoid risk and loss.
1433) One who knows that working under pressure basically squelches the problems solving part of the brain and decisions become fear based.
1434) One who knows that he has to perform under pressure even though he has not received any training in how to handle it.
1435) One who knows that productivity and workplace happiness are both impacted significantly when he recognizes the interplay between the survival mechanism and working under pressure.
1436) One who knows that life is just like wine making, requires patience, energy, confidence and a passion for excellence, that what one gets out of each bottle depends on what you put in and like that what one gets out of each day depends on what one puts in.
1437) One who knows that even with all the crushing, pressing and churning, great things come out of a life well-lived.
1438) One who works towards creating and grooming leaders through exposure to high class techniques and processes, research facilities continuous learning and opportunities to work in cross functional areas besides their domain expertise.
1439) One who believes that K.V. Sangathan – a national organisation – can have a “NLP” – (National Educational Leadership Programme) in which post graduate teachers with 9 years experience can be assessed by a tool to be developed by NIEPA Delhi in areas of leadership, decision-making, communication, HR, teamwork, initiating, crisis and conflict management.
They can have a 3 months training in educational management, then visit reputed institutions for a week each such as
a. Rishi valley (Madanapalle, AP)
b. International school (Aurobindo Ashram – Pondicherry)
c. Sri Rama Krishna Mission vidyalaya (Coimbatore)
d. Shreyas – Ahmedabad
e. B & C Bombay
f. SRK Mission Vidyalaya, Narendrapur
g. Doon school, Dehradun
h. Spring Dales, Delhi
i. Mothers School, Delhi
j. SNDT Varsity Girls School, Pune
k. Gujaraj Vidyapith, Ahmedabad
l. Sainik School
m. Army Public School
n. Bhavan School, Hyderabad
o. Gurukulam, Vedaranyam
p. Basic Education School, Gandhigram Varsity
q. Sri Akhilandeswari Vidyalaya, Srirangam
r. Sri Satya Sai Institute of Educare, Chrompet, Chennai-44
s. Regional College of Education, Mysore
t. David Hare College of Education, Calcutta
u. Shantiniketan School
v. Kshatriya Vidyasala (Boys), Virudhunagar
and Girls Schools, Virudhunagar
This tour will take 6 months and give them a broad spectrum view.
Then for one year they may be posted as Vice-Principals to work under the guidance and direction of a Senior Principal, get involved in all phases of education management.
This training will be akin to the training IAS of trainees have. After this stint they may be posted first as Principal of a small KV with less than 600 students and after 3 years posted to Big schools.
The best among the Principals with 9 yrs experience (3 schools of 3 years in each) may be selected through a written examination testing their ability to handle issues at a regional level and an interview. For the post of Assistant Commissioners.
Assistant commissioners with 3 yrs experience can be selected after an interview and posted as Deputy Commissioner.
Deputy Commissioner with 6 years (2 regions) may be selected as Joint Commissioner based on an interview.
After 3 years they may be considered for the post of additional commissioner.
PGT – At 25 Age wise promotion ladder
Principal 34 + 2 yrs = 36
Asst Commissioner – 45
DC – 48
JC – 54
Addl Comm – 57
If this is done KVs can have a “Leadership pipeline”.
1440) One who knows that when a team has trouble working as a unit, a bonding exercise that promotes competition is useless, and that he must have an exercise that at the end will make them stop seeing each other as rivals.
Bonding over community work is good at the end of the bonding exercise. The staff should come out laughing.
1441) One who welds his team as Clive Lloyd moulded the West Indies cricket team.
1442) One who is inspired by Hrishikesh Mukerji’s novel “Satyakam” and is prepared to place at stake and indeed sacrifice every reasonable personal benefit for the defence of what is true, just and good.
1443) One who believes in giving his staff freedom and space to “Doubt, disagree and dispute”.
1444) One who knows that ‘value’ has two meanings:-
a. Emotional intent that guided an action
b. Value given to a person or thing
And that
Value is subjective based on one’s maturity and perception of the context.
Value is not objective, pre-determined by an external party and enforced.
Value ‘Respect’
West-all to be treat equally
China, Japan – Hierarchical
India – Fluid depending on the power structure
Value – is a complex issue – has to take cognisance of cultural of cultural realities.
1445) One who bears in mind the Japanese triple principle
a. Gembutsu – seeing the actual situation
b. Genjitsu – bearing in mind the ground realities
c. Gemba – getting into action
1446) One who knows he should not assume to know the other person’s mind and that the best way to understand another person’s mind is to put them in a position where they can tell, so that their mind comes through their mouth.
1447) One who knows that understanding what a staff wants makes him better able to offer truly meaningful incentives to them.
1448) One who knows that helping the staff know what the Principal thinks of him enables him to identify his strengths and deficiencies and gives him a road map as to how he can do better.
1449) One who knows that understanding his reputation through the eyes of his customers (staff, students and parents) allows him to understand where he is not conveying the kind of image he would desire to present to the outside world and that this would help him to make the necessary adjustments and alterations.
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CRITICISING others and finding fault with them are both results of egoism. Search your own faults instead. The faults you see in others are your own faults instead. The faults you see in others are but reflections of your own personality traits. Pay no heed to little worries; attach your mind to the Lord and then you will be led to the Company of good men and your talents will be transmuted. – Bhagawan Sri Sathya Sai Baba
