Leadership too has Limits

The Scheme

Ex-Servicemen Contributory Health Scheme (ECHS) provides healthcare to veterans through a chain of polyclinics across the country. The scheme relieves military hospitals of the ‘veteran load’ helping them focus on serving soldiers. More importantly, the scheme provides healthcare to a large number of veterans in regions where military hospitals do not exist. Contributory in nature, every soldier based on his rank pays a sizable contribution as he leaves service. Those retiring later and likely to avail the least, interestingly, pay the most. The scheme guarantees cashless treatment to a veteran and his dependents. Children are excluded as soon as they become independent. Veterans receive medical care at the polyclinics and if required are referred to locally empanelled hospitals for inpatient and outpatient care.

Crisis

ECHS is experiencing an unprecedented fund crunch. Essential medicines are now reported to be in short supply. In addition, piling unpaid bills have forced empanelled hospitals to either withdraw from the scheme or restrict medical services to veterans. Veterans who gave their good years for the country are scrounging on their last penny. It is sad seeing veterans, some terminally ill, arguing with the staff, mostly veterans themselves, equally afflicted and already at their wits end. It is well-established that, while strengths of service-oriented organisations dissipate towards the tail, weaknesses often get magnified. The slightest planning flaw or shortages of central supplies cascade down and manifest themselves as catastrophic consequences at the front end.

Lessons Amidst Adversities

The size, scale of operations, volumes of turnover and profit margins may make an organisation look impressive. Irrespective of the comparison matrix, visible only to the discerning eye, growth of each successful organisation is fuelled by commitment of its employees, truly characterising the culture and ethos of an organisation. Despite the crunch and frayed tempers, it is heartening to see battlefield commitment by functionaries at some polyclinics.

He is a man on the move. He is present everywhere anywhere and at all places where an extra hand is required. That is how he makes up staff deficiency. He is also the boss of the ECHS Polyclinic. Once, as a I happened to walk in to his office, I saw him in an animated discussion with an individual. The veteran seemed very seriously ill. The reluctance of the empanelled hospital seemed to overwhelm the old veteran. As I sat silently listening, lest I became a hindrance to the efforts being made, it became very clear to me from the calls after calls being made by the Colonel that he was desperate to get help to the ailing veteran. The calm I saw over the old man’s face, I can never forget. Instinctively I knew the situation required to be pushed out of the ordinary orbit. I offered to try chip in. we made a few calls and one very senior general took it on himself to see it through. Together, we moved the patient in time from a remote village in Kerala all the way to Bangalore for the urgent, serious and costly surgery that saved his life.

She, has been a doctor with the polyclinic for more than ten years. On an average she meets about hundred patients a day. In addition, she is entrusted with various administrative duties. I have been to her twice or thrice in the last two years. The most remarkable thing about her is that, she remains cheerful throughout the day and listens intently to her patient. Once, I saw her examining a very old and ailing veteran inside his car because he had difficulty moving out of the car. I just couldn’t resist walking up to her and paying my respects. In return, she just smiled and said, “sir, this is my duty”. Far beyond rhetoric, slogans captions and, camera stances, her missionary like actions emerged from her convictions as to how medicine should be practiced. It also reflected her gratitude to the old man for his services towards the nation.

Colonel ‘K’ is the in charge of a polyclinic. While in service, he served as my team member for about two years. He has a mind of his own and given a task, irrespective of the enormity or degree of difficulty, it was considered done in time and very well. No wonder, he is a Shaurya chakra awardee. While on a trip to my village, I decided to pay him a visit at his office since it was situated enroute to my village. I knew one thing for sure. Wherever he was, he left an indelible mark of dedication. The spick and span manner in which the facility was maintained, loudly proclaimed his presence. Our discussion went on to the fund crunch and lack of medicines. His reply stumped me flat. "Sir, I have limited control over funds and what happens in Delhi. But I'm completely in control of how each patient is received, managed and treated. Each one working here has committed one’s best. We do it with all that we have and with all that we can muster”.

Each incident above can germinate case studies for trainers, coaches, management gurus and HR consultants, to highlight various aspects of management. Motivational speakers can weave stories around these incidents. Quality of leadership is best tested in adversity, more severe the adversity, more intense the test. Ability of the team leader to forge strong intra-team relationship is evidenced in the manner in which team members function. Funds crunch or policy flaws can be debilitating and destroy the best of teams. Even in such situations leadership that can motivate individuals to remain committed to organisational aims shine bright.

Challenge for Leadership

Resources are inevitable to existence and sustenance. Leadership skills can at best maximise returns. The scheme is now debt ridden and front-end leadership however brilliant cannot offset huge fiscal deficits. Without immediate infusion of funds, hospitals would cease to entertain patients through the scheme. Veterans, many terminally ill, having given the best of their life for others, would be left to the mercy of elements. 

Those entrusted with making funds available need to act immediately.