THE OTHER SIDE OF LOOKING THE OTHER WAY

 

Look the other way, is an idiom unlike any other. It does not catch much attention but easily hurts. Looking the other way allows immoral or illegal acts but its benign version, which could mean many more things like, avoid, ignore, desert, abandon, let down etc, could be immensely painful to those looked away from. The literal meaning of looking the other way is straightforward as the words suggest; looking in the opposite direction. Our roads play host to both literal and literary versions of it. 

Pedestrians across the world have the right of way. In many countries, pedestrians can cross the road, only at the zebra lines. If the light is not in their favour they wait or push the pedestrian button to allow them to cross. If pedestrians push the pedestrian button, they get the green to cross and the light goes red for motorists. People crossing like that wave at the motorists signalling gratitude.

Pedestrians at home are more empowered. They cross roads and motorways at will. They do not have to signal gratitude because they can remotely apply the brakes in our cars with their palms. Some jump over the railing erected to prevent random crossings. The more steel-willed and philanthropic ones go a few steps beyond. They alter or manipulate the railings or barriers to allow unhindered rights for everyone to cross. If you notice pedestrians crossing the roads here, you will find many crossing the road looking the other way. Having outsourced their safety to the goodness of the unknown motorists, they deliberately do not make eye contact. They just look the other way. Risks of tail bang notwithstanding, a few drivers screech to stop while most continue because they are skilled enough to evade the moving two-legged obstacle or too lazy to apply the brakes. The unmindful hero gets to live another day to look the other way because the drivers chose not to look the other way. 

Looking the other way is rarely that detached and removed. There is a painful side to it, especially if it happens in relationships. All of us would have experienced it sometime in life. Irrespective of the pain inflicted, the incident often leaves us baffled with the question, “How could he?” or “How could she?” One only needs to recall the incident to realise how it felt then. At times even time cannot lessen the trauma and its aftermath. There would be nobody in this world who would not have experienced this feeling. 

There is a flip side too. If you feel, you have been at the receiving end of this traumatic experience from someone else, there would be people around you who would have received similar treatment from you. It is so common and sometimes so subtle we may not even realise we have inflicted injuries worse than the worst we suffered.

There is good news. The damage in such cases is self-inflicted and therefore treatable. Cannot believe it? That is because you are not looking at the other side of their looking the other way.  Such experiences arise when people do not react or perform the way we expect them to. The more one expects, the higher the chance of shortfall and the more bitter our experience. This discussion of expectation and response is not related to setting work-related targets and their delivery but to human behaviour in social and interpersonal transactions.

It may do us good if we truthfully ponder over the latest heartbreak we experienced. In most cases, we likely assumed that the person would deliver what we expected, without telling the person what we expected. What about those instances when we tell people what we expect from them? We often expect without consideration of their competencies, compulsions, or circumstances. The converse is also equally true.   

We may be at a loss to explain why someone suddenly felt offended by us. Check!  We would not have known what they expected from us and in the absence of such knowledge, we might not have lived up to their expectations. In most cases, they would not have even demanded something from us but merely expected us to respond as they desired. The intensity of the let-down is immense when the relationship is intimate because we take it for granted the other person knows us well enough to rise and respond.

Sometimes, poor, inadequate and even adverse response is deliberate and malafide. Such numbers, unfortunately, are on the rise. One should be wise enough to differentiate between the intentional and the inadvertent. When people take our goodness in relationships for granted, we should sever and cut losses. A heartache for a short while is far better than feeling used and abused in toxic relationships. It may be kindness, to ask them for reasons. The heinous of the lot will deny even the existence of such an act. It is better to keep them at the farthest possible distance. Sometimes, we need to keep them around regardless of their response. After all, roses don't come without thorns.  

Now that we know, there is another side to someone looking the other way, it could open new avenues to renewing our relationships. 

Let me add a caveat. Tread with caution!

 

Qualifications or “Callification,” Selection and Retention Criterion

 

Endless Efforts

 

“Callification?” Your efforts to find out what it means in the dictionary shall go in vain. I just made it up.  Patiently read through it; you will know what it means.   

The three submersible pumps working continuously and in tandem could not fill the colony’s overhead tank. The employees kept the pump running. One pump ran dry far too long and burned itself out. The open well also ran dry. They told no one. Why should they? They had nothing to lose. I noticed the unusual activity and enquired. This had been going on for a few days. It should not have. 

I did a quick calculation of the flow rates of the pumps, the capacity of the community tank, and the tanks over the individual houses. Considering the endless efforts of the pumps, all the overhead tanks should have been filled and overflowing. It did not happen. I concluded that there must be a leak somewhere in the pipeline. The large amount of water that leaked out must have gone under the foundation of somebody's house. People seemed to be oblivious to the potential losses and damage. 

Stimulus 

“Let us check the pipeline to identify and plug the leak,” I suggested. “You have no qualifications to decide what is wrong with the water distribution system,” came the only response in the group. I was not surprised. I did not expect anything different from that individual. Did the crass response stem from deep-rooted prejudice germinated in ignorance? 

Ignorance? The individual had never bothered to ask me about my qualifications or experience. He could not have known about my academic or professional qualifications.  I did not have to revisit the lessons in fluid mechanics or applied engineering or fall back on my experiences in managing the civic amenities of one of the biggest cantonments to understand the elementary science problem. I also did not have to rack my brain to remember my lessons in missile technology. After all, determining why an overhead tank refuses to fill up is no rocket science.  

Prejudice? Prejudice is a platform internally constructed by an individual using preconceived notions about individuals, groups, or even things. The result of a “taught” or “thought” concept, it invariably becomes a subconscious driver. It influences, often negatively, everything an individual thinks, says, or does. We all carry prejudices of some sort and tend to use broad-brushed templates in our thoughts, and actions. Some amongst us make it obvious and take it to obnoxious levels. Prejudice is the result of our inability or unwillingness to reason out within ourselves. If we sit down and dispassionately analyse our conversations and the decisions we have taken over time, we should be able to spot the prejudices underpinning them. 

Many believe that the job of the Army is to only guard the country’s borders. They think that everybody in the army stands in rows along the borders preventing people from crossing over. Some feel the Army is all about marching and doing physical exercises in the morning to prepare themselves for a duel at the border and doing sentry duty. They ask, “What does the army do when there is no war?” They cannot fathom the extent to which officers of the Indian Army toil on various contemporary academic and professional subjects. Their mobility up the hierarchy ladder is largely linked to their performance in these tests. Unfortunately, such injurious ignorance is prevalent even amongst the “supposed to be” well-read.  

Response 

I was angry and instinctively wanted to respond in the same coin.  The wisdom that age, exposure, experiences, and knowledge bestowed on me forbade me from stooping down. I decided to deny traction to the foul mouth. His response, however, triggered a much deeper thought. I am, by nature, given to analyse the ‘why and how’ behind every ‘what’ I see or experience. Why did he say that? Nobody does anything once. There is always a pattern and they leave a trail. He did. 

Besides his prejudice, which I was aware of, there must be an underlying belief that prompted the response. In possession of a professional degree, he had given himself to the belief that formal qualifications define an individual’s competence and his place in society. It showed in his generally loud and contemptuous behaviour. Unfortunately, there are many like him, enslaved by similar beliefs. This misplaced belief has forced people to obtain fancy qualifications by whatever possible means. It is common knowledge that people adopt illegal means to secure academic degrees. Some go to the extent of even buying doctorate degrees. Esteem somehow seems tagged to the few letters that find a place after an individual’s name. Do formal qualifications denote competence?   

Understanding “Callification” 

The discussion does not in any manner advocate the thought that an educational degree is a waste of time. One needs to have the basic requisite educational qualification. Mere possession of the qualification, however, is no guarantee of the presence of expected skills or the aptitude to apply the acquired knowledge. If an educational degree defines comparable competence, two equally qualified professionals like chefs, doctors, economists, fashion designers, lawyers, or musicians, should all demonstrate comparable performance. This is not the case. 

Everyone gets the initial foothold into a profession using the few letters representing a mandated educational degree. It may also be the inescapable requisite for career progression. Degrees merely indicate that the person has cleared a qualifying examination, by whatever means. The marks obtained by the person do not in any manner indicate his proficiency. It merely shows how well he fared in recalling answers to the questions, which in turn was anyway a matter of probability. This gives the individual the required ‘qualification’ to secure entry to an organisation or a job. Once an entry has been obtained, they need to perform in the role assigned. In performance, the difference between grain and chaff lies in “callification.” Without callification, however, smart one may be, one cannot make lasting Impressions in the field one has chosen. 

“Callification,” is the calling from within. If a person has a calling from within to be in a profession, then the quality of the work, he or she gives the organisation and the impact the person makes easily stand out from the rest. They are normally so self-motivated that they only need to be told the end state, not the how. Team leaders can easily distinguish between those driven by qualification and fired by “callification.” 

Selection Criterion 

Recruitment is now mostly an outsourced activity. Recruiters and head hunters are guided by the selection criteria template provided by the client. They look only at the qualification and track record of the prospective resource because they have no means to determine the callification.  Team leaders at all levels would love to have those fired by “callification” because it makes achieving goals easy. Many “callified” people are considered mavericks and leaders unsure of themselves may be loath to have them around. 

One of the common responses I get to most of my articles is, “What is the remedy?” There is no panacea for HR problems. It must be tailored to suit each situation. I cannot help HR professionals or those involved in making policies on selection, career progression, attrition,
and retention, by prescribing any means to determine if someone has the “callification” that they are looking for. I certainly know of a CEO who goes to great lengths to look for it.  

The CEO 

The qualification required to get on to the organisational roll is just an engineering degree. The degree guarantees the prospective candidate only an opportunity to sit for an examination conducted by the firm.  The exam unlike entrance processes adopted by many other firms focuses mostly on the application of knowledge that the qualification was supposed to have provided the candidate with. It also evaluates the ingenuity and adaptability of the candidate. 

Once a candidate gets through the written gateway, he or she faces an interview. According to the CEO, they look for the “spark” in the candidate. Talking to the CEO, I understand that the candidate reveals the presence or absence of the “spark” they are looking for within the first five minutes of the interview. The candidates call it the “desire to do something special” and I now call it “callification.” The candidate’s lack of communication skills does not become a barrier in this determination process.  It is a vibe, a feel that the candidate sends across and one that can easily be picked up by the discerning. The firm attributes the almost 100% retention of the resources to that spark or callification. The firm has been growing, in size and business. 

With no malice to recruiting agencies and professional head hunters, third-party recruitment may always ensure qualified resources, not “callified” ones.  Organisations staffed by “callified” people can make even deserts bloom.

Challenges, Adversity and Struggles - Elephants , Ants and Kunjel Mooppan

 Child Smoker 

The car was a beast from the outside but a cocoon from the inside. The unending leg space and silent air conditioning inside made it ideal for friends to travel and talk. The endless roads, devoid of traffic, encouraged the car to race with the winds. Whenever Jose, my friend, forgot to rein in the beast, Cini, his wife, lovingly reminded him of the brake pedal. Jose and I are childhood friends.  

“Do you know how we first met?” Jose asked my wife as we headed for Khor Fakkan from Al Dahaid. I tried hard to recollect but failed. “Something interesting about it?” she asked. Jose had already narrated many incidents of our childhood since we arrived in Sharjah two days ago. We had been laughing at ourselves and reconnecting. There were times when we laughed till our stomachs hurt.

“Like all houses in the locality, our houses were farmhouses and shared a common boundary, a high mud bund we call Kayyaala. It was one of the few kayyaalas in the locality without dispute. One day, I was sitting in my house and found smoke intermittently emanating from his side of the Kayyaala. Curious, I went to investigate. I found him sitting under a tree, smoking a cigarette. We must have been in our 7th or 8th grade. He had come home from the hostel for summer vacation. We have known each other ever since.  We became close during our college days. Search for a dignified livelihood took us on different roads away from each other. He joined the Military Academy after graduation to become an Army officer. We wrote letters to each other. Gradually, we got caught up in our own lives, and letter writing stopped. Whenever we happened to meet, we met as if we had never left each other's side,” Jose said.

Jose completed his Bachelor of Pharmacy course and opened a pharmacy in our area. He met Cini, a beautiful girl with bright eyes, and married her. Like many other Keralites, he landed in Sharjah, where he found a job in a pharmacy and Cini in a logistics company. Jose then moved into the shipping and logistics business. He worked hard for almost four decades and did well.   

What Next?

During their last trip to Kerala, Jose and Cini visited us and stayed overnight. The visit cemented the friendship between the two families. “Have you been to Dubai?” asked Jose. “No,” I replied.  “You land there and leave the rest to us. We have enough time,” Jose said.  “It will be nice to have you with us,” said Cini. We decided to fly to Sharjah. It was the third day of our visit, and Jose was driving us to Khor Fakkan. The four of us, with so much time together, bonded well. Like most couples inflicted with empty nest syndrome, our discussions somehow meandered into the question, “What next?” 

I am retired and spend time mostly reading and writing. I published my second book recently. I am also a director of a company. I am happy, gainfully occupied, and content with life. I come across many others who have settled down to retired life. Older or younger, many of them were in distress due to loneliness and lack of purpose. Uncertainty about ‘what next’ persistently tormented many of them. Contented, happy, and gainfully occupied, yet occasionally, the question, “What next?” gnaws me too. 

Jose is continuing with his business but plans to scale it down. Jose and Cini also grapple with the “what next” question. He has seen enough and surmounted adversities that can decimate lesser mortals. He is not one to be cowed down by challenges, but “What next” somehow cropped up in many of our discussions. Pensive silence inevitably followed. Jose invariably brought laughter back by saying, “Come what may, Kunjel Moopan[1] is happy.” 

Struggles 

In the highly connected contemporary world, social media is king and influencer. Many have found success and have become rich and famous through this platform. Some of them paint larger-than-life pictures of themselves. One easy way to do it is to share the real or make-believe struggles one overcame. Think about it. We all do it too.

Parents tell children, “We struggled a lot to reach here. How easy it is for you.” My parents told me of their “struggles.” I found most of them unbelievable. I told my children about my “struggles.” I am sure they would think I made it up. I can never bring myself to agree, however hard I may try, that my children had to struggle for anything. ‘Struggle’ is an element that can romanticise success, however small, and make it look spectacular. Struggle makes success an achievement. 

 

I vividly recall my grandmother's words; “aanekku thadi bharam; urumbinu ari bharam” a Malayalam phrase (ആനയ്ക്ക് തടി ഭാരം ഉറുമ്പിന് അരി ഭാരം). On the face of it, it meant “for the elephant, timber (log) a burden and for the ant a grain of rice (the burden).” Those content with its superficial meaning will miss the pearl within. The real meaning of this phrase was revealed to me when I grew up and started encountering challenges in life.

Elephant or Ant - The Choice

Adversities are opportunities to employ our potential. Challenges test our ability to apply our potential. There can be no progress in life unless adversities challenge our potential. When challenges become existential issues that call for persistent efforts, they become struggles. Adversity, challenges, and struggles exist everywhere. It is we who decide to make a challenge turn into an adversity and then create a situation of struggle. If we learn to address challenges individually, we prevent them from turning into adversities. When we adequately and timely handle adversities we do not create struggles to contend with.

Adversities do still turn into situations of struggle. Situations that demand struggle also call for reassessment. Some of the questions that we must ask ourselves about such situations are given below: -

What is the ‘struggle’ all about?

Is it the result of not shedding “baggage’ that we were to jettison?

Is it an amalgamation of several problems that we did not handle appropriately?

Is it a result of ‘too little - too late’ or seeking ‘too much - too soon’ or that got us here?

Can we isolate the ‘struggle’ into individual problems and handle them? 

Do we have the required competencies and how can we deploy them?

What are the external forces and what are internal obstacles? Can we separate them?

Are we seeing ghosts where none exists?

Are we making a log out of a grain (mountain out of a mole)?

Honest dissection of the situation through a set of questions, like the ones tailor-made for individuals, above can help us redefine the situation, reimagine solutions, and maybe tackle them as individual problems rather than seeing them as one gigantic existential struggle. If we still feel that we are in the struggle zone, then it is time to call for external help. There is a sense of inadequacy and helplessness attached to struggles. There should be no hesitation to seek help like the ants. The essence lies in identifying when we need to be elephant-like or need to be ant-like.

Despite all that we may do, results may or may not be to our liking. It is in handling results, especially unpalatable and suboptimal ones, that we need to learn from Kunjel Mooppan.

Kunjel Mooppan

Kunjel was one of the farm labourers in our area. His old face revealed the rugged and weather-beaten life he led.  Whether the crop yielded well or failed, India won or lost in a match, it did not affect him. He had seen so much of life nothing could shake that man; Not even personal losses like the death of his wife and son.  It was not that he had no feelings or emotions. He cried when he lost his wife. He cried when he lost his children. There were times he went to sleep empty stomach. There is so much to learn from him about accepting the inevitable. When the crop was good, he advised the farm owner to save a little for the rainy day and when the crop failed, he said the next one would certainly be a bumper crop.  When the day was bad, he said tomorrow would be good. Many of us could underplay his zen-like existence by attributing it to the minimal access he had to creature comforts. He smiled because nothing affected him permanently. Nobody makes poverty a wilful choice. Zen-like approach is a difficult choice very few can make.

Transformation

Dunes gave way to townships, and townships gave way to dunes. Along the way, many manmade greens stood out from the natural dunes. We then stopped at Masafi for a cup of tea and found the green coolant dripping from the engine. Jose opened the bonnet took a quick look inside and asked the stall owner, a Malayalee, where he could find a mechanic. As we drove towards the mechanic, he noticed that the temperature gauge did not show a climb. The mechanic was of no help. “We push on,” declared Jose. We drove into the series of tunnels and then into the magnificent sights of all, The Khor Fakkan beach.

We walked around the beach and admired the beauty around us.  “Houston, we have a problem,” I said sitting in the vehicle as Jose started the car. “We are heading back to Sharjah. Coolant level ok. Temperature ok. Here we come,” said Jose and turned the car onto the highway. “Switch off the air conditioning,” I said in a bid to lessen the engine load. Once we crossed the mountain range and the tunnels, we switched on the air conditioning. It was a big relief. We kept a close watch on the engine temperature lest we irreparably spoil it. Four hours later we were home.

“Kunjel is happy,” said Jose.

PS: The next day we took the car to the mechanic. We had to change the coolant pump. It had broken!

 

 

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[1] The name changed to conceal the identity of the person concerned.

Two Telephone Calls The Redwood Trees and A Stamp Pad

 

The First Call

It was a call from a former colleague and friend. He was organising an event to get former army officers and their spouses together, on an informal platform. He and a coursemate of mine reached out to all the veteran officers. Their efforts bore fruits. Many officers confirmed their attendance. I presumed he called up to discuss something about the meeting. 

“Sir, I want you to give a talk on ‘group dynamics’ at the meeting, he requested. I could not decline. Each attendee had a distinguished career behind him. Most of them had commanded and led troops in operations. They were masters at keeping teams together and eliciting performance from them in the most trying circumstances. Their spouses had seen it all from very close quarters. Talking to them about team dynamics, I knew, was like showing a candle to the sun. 

I scoured the web for research papers on the subject. All the articles, I laid my hands on, were clinical in their approach. Those in the realm of behavioural sciences took the psychology and psychiatry routes. Papers dealing with management used medical, clinical, and industrial inputs to explain the why of everything. They prescribed how to increase organisational harmony, growth, and productivity. I wanted my talk to be something other than academic because I was to address men and women who risked their own lives for the safety, honour, and welfare of the country and the men they lead. I wanted my talk to connect with their hearts.

When urgency dictates responses, people normally choose easy fixes. I loathe it because such solutions invariably become residual problems that persist. I just dig deeper, strive harder, and normally succeed in coming up with solutions that don't become problems later. I have been lucky. My mind was hard at work. I had not yet come up with any interesting connection. 

The Second Call 

It was quarter past eight in the evening and bedtime was fast approaching. My mobile buzzed. The message was from one of my cousins. "Will you be at home on the 28th of September?" it said. "As of now; Yes," I responded. "Can I call," he asked. "Certainly," I replied. 

He was older than me and was more of an acquaintance than a cousin. Our childhood interactions were brief. We were next-door neighbours and also members of the same local club. Members of the club were a band of youngsters, all in the same age group, looking for adventure and fun. He came to the club only to play badminton and steadfastly stayed away from mischief we worked up. He was studious, focused, hardworking, detached, reserved, and determined to carve a niche for himself. I was part of all the mischief that we, friends, planned and executed unless they decided to pull one on me. 

After graduation, he pursued studies in engineering and secured a career with a prestigious company. When I graduated, I joined the Military Academy and became an army officer. We drifted apart and raised our own families. We met just twice or three times in the last 40 years. Social media opened up avenues to catch up with people and we found a place on each other's contact list but never contacted each other. His message, therefore was a surprise. 

My mobile rang. “It has been many years. I want to meet you, sit down, talk with you, and hug you. We all are running against time. I want to spend some time with you before it is late,” he said. I could sense the sincerity in his words. We agreed to meet on the 30th of September. My mind was still hard at work when I retired to bed. “Why did he call me up?” 

That night I had a strange dream. I saw a forest full of giant Redwood trees. The name ‘redwood tree’ lingered on. I got up from the bed and drank water. Redwood trees? The dream was about things alien to me. I went back to sleep. I dreamt of the Redwood trees again. 

The Redwood Trees

Normally, I find it difficult to recall dreams once I wake up. This dream refused to fade away. I had never been to any Redwood forests. Then, out of the blue, I recalled having read something about the redwood trees of California while I searched the net for places to visit in the USA. I searched again.

Redwood trees are amongst the tallest, biggest, and oldest trees in the world. Some trees are said to have a girth with a diameter of more than 20 feet. It withstands rot, fire, and pests. What is visible to the naked eye is not its actual strength but the manifestation of the real power that lies hidden beneath the surface. Storms and floods cannot fell a Redwood tree. They hold each other. I decided to make the secret of the Redwood trees the ‘connection’ between me and the audience. 

 

The Secret

All trees send roots down; the taller the tree, the deeper the roots. Redwood trees are the tallest but adopt a different strategy. The taller the tree, the farther its roots travel. Like other trees, it does send its roots deep down but unlike other trees, it also sends its roots away in search of other Redwood roots. When the roots of different Redwood trees meet, they embrace each other and eventually merge. It is believed that each redwood tree is connected, at its roots, to all the other redwood trees in the forest. Imagine the strength of each tree held firm by a forest full of roots. No storm or flood can harm a Redwood tree. Storms and floods are inevitable.

Storms 

Individually, each one of us might be super achievers. We might tower over everybody else around us with our achievements. Our wealth and health may seem unassailable. We may even feel undefeatable. Unfortunately, aging is inevitable and afflicts all of us, however mighty we may be. It is also an uneasy process. It brings along storms every day; to each man his own. 

“Empty nest” is a common challenge. We plan the future of our children and strive hard to raise them to succeed in life. When our children grow up, they leave the nest in pursuit of careers of their choice and also raise their own families. Initially, we take great pride and satisfaction in saying that our children have gone far but as age catches up one realises that the nest is empty. It is a situation that we all strive to bring upon ourselves and therefore an irony that we have to come to terms with. Emptiness is the first storm to hit an empty nest.

The storm gains fury as we age. Physical ailments, lack of sleep, and loss of purpose accentuate emptiness. Days become shorter, nights become longer and the horizon looks a bit closer than before. The clock sounds louder at night signaling the presence of emptiness in our nests. The inability of our children to meet our demands on their time, proximity, and care starts hurting us and even negates the pride we once carried about their achievements. The more we demand the less we feel we get irrespective of whatever and how much soever they do. Emptiness is the most dangerous form of cancer. It rots one from within.

Loss of spouse and friends, inevitable in our journey in time, worsens emptiness and makes the storm unbearable. Those amongst us who toiled all our lives only for ourselves, like trees sending their roots down without connecting with the world around, can find emptiness unbearable and storms hard to survive. Those unwilling to mend ways have nothing but bitter emptiness for company, as they age. Their escape comes through Dementia, Alzheimer's, and eventual death. Luckily, it is never too late to start extending our hands of friendship and cooperation to the people around us. There is just one impediment, the baggage we carry.

Baggage

The only impediment to sending our roots out in search of other Redwood trees is our ego. We think no end to ourselves because of the success we attribute to ourselves. We might have been anybody when we were at the zenith of our profession. The place we considered our thrones, the very symbol of our achievements and success, has to be handed over to someone younger even if we don't like it. There will be people more capable than us even if we don't accept it. It is better, we understand that positions and authority are transient and we have travelled beyond them. It is the same with our failures. Success and failures are comparative and perceptional. Pivoting happiness on success and failure is the ultimate cruelty to oneself. This realisation can make it easy for us to let go of the baggage of success or failure that weigh us down as we age. Unwanted cargo only helps a ship drown faster in a storm.

The Stamp Pad

 

Finally, the day I was to address the veterans dawned. I opened the closet to choose the shirt I was to wear. The first thing that caught my eye was the stamp pad. 

It happened a year back, I had called the Soldier welfare officer, requesting an appointment with her. My wife and I were required to affix our thumb impressions on a document in her presence and get that document attested by her. The fine lady had a busy schedule that day. She could not give us an appointment on that day during office hours. She, however, visited us on her way back home. She even carried the stamp pad for the thumb impression. She left the stamp pad back with us. Her act was one of absolute benevolence. I have kept it as a memento. Every time I see the stamp pad, I am reminded of, not just the immense kindness she showed but all that I received all my life. It also reminds me to be grateful for anything I receive. 

A sense of gratitude is a great nutrient. It changes the way we look at life. We become aware of our interdependence as members of the community we live in. It helps initiate, maintain, and sustain fruitful relationships and contribute without expectations. It also works as one of the best antidotes to the ailments inflicted by ego. The older we get, the more reasons we can identify to be grateful. The more we age, the faster we must shed our egos. 

Sans egos and filled with gratitude it becomes easy to stretch our hands out for friendship. When many hands come together each one of us becomes tall like the Redwood trees in the forest, immune to storms and floods that we encounter in our daily lives.

ABCD of Everything : Always Being in Control of Destiny

 

“Gee Ma I wanna go home…” 

There are many versions of the famous song "Life in the army, they say it is mighty fine.” Everything aside, once in the army; forever the army within. Everything about the Army is practical and everything practical has theories behind it. Modern management theories, related to organisational aspects, individual behaviour and group dynamics have its roots in military practices. Indian Army officers, irrespective of the stream they are commissioned into, spend the lion share of their army life learning and climbing the hierarchical army ladder involves intense competition.   

I was a young captain, married and with two children. I also wanted to do well. The first real hurdle was a merit based competitive examination for admission to two prestigious institutions. The number of seats was fixed.  One could attempt only thrice. I was attempting it for the first time and I wanted to clear it. The exam had six papers. One paper had more than a hundred books prescribed. Current affairs and general knowledge paper had no prescribed books but anything under the sun or beyond could be asked. One was law. We could use five terribly unwieldy books. That made it even more difficult. Other papers had much less texts to cover but were no less fierce. 

One for Three  

I was spending 18 hours a day reading and the overload was beginning to show. Well-wishers discouraging me far outnumbered the few who said “there's no harm in trying at least once.'' “You have two more chances,” some rubbed it in even harder. “I am sure you will easily make it,” my wife said. She was the only person who seemed to trust me even when I doubted occasionally. I felt I must do a mid-course check. I approached a senior who had cleared the exam a few years ago.  

Sunday evenings are the best for such occasions. He was kind enough to call me over. A good senior, he poured me a whiskey, sat me down and asked me a question from the syllabus. I knew the answer. I took time to organise my thoughts and answered him. I was very happy with my performance. I took the first sip of the whiskey. “How's the whiskey?” He asked.  

He did not wait for my response.  

“The examination is for three hours. The maximum mark possible is 500. Keep five minutes for reading the question paper, 10 towards the end to check what you have written and five as reserve, you only have 160 minutes to score 500 marks. So 16 minutes for 50 marks. Every minute you spend in the examination hall is worth more than three marks,” he said.  I had nothing to say. I almost choked on the first sip, still in my mouth. 

“Your response to my question was excellent. Let us say you score a perfect 10. You took about 10 minutes to answer me. So, you scored a perfect 10 against 38. Forget the merit list,” he said. My heart stopped for a second. He had mathematically demolished six months of my preparation. Yet, he seemed like a genuine benefactor.  

“Remember, time is an important element of response.  You may know a lot but never spend even a second more than what the maximum mark requires you to, because that is what you can score best. Efforts must be commensurate with the rewards expected. Give only as much time to anything as the expected outcome deserves. In life too, don't spend time on anything more than it's worth,” he sounded like a Guru.  

“In the exam hall, there is no time to think, organise and write. Your answers must flow from a mental picture. It must flow involuntarily from muscle memory. Brain is like a muscle. Use it more, stronger it becomes and better it performs,” he said. “Make a mental picture of a mechanised formation setting out to capture an objective deep in the enemy territory,” he said. I visualised every step of the huge process. The formation with all its elements, leaving its concentration area as per the order of march, advancing towards the objective, establishing a bridgehead, bypassing unwanted distractions posed by smaller objectives enroute, containing those without depleting its main force, contacting the objective, and destroying it. “Oh, ABCD,” I said. He then asked me two questions. The answers were faster, easily organised and to the point. “Practise, you can do it better,” he said. 

“This is the only piece of advice I can give. Hope it helps. Cheers,” he said, raising his glass. I had forgotten my glass of whiskey lying on the side table. Army guys call it a peg table! “Cheers,” I said, picking up my glass. The whisky tasted great. I picked up the cue and left.  

Sacred Space 

Finally, it was exam time. I knew the answers to each question in the paper. So did everybody else. Maybe they knew more. We all had prepared for at least one year and some even more. Many were appearing the second time and a few the third. Silence in the hall was deathly till the second hour. Then the calls “sir,” started coming. Initially it was just a few. with many calling out, it turned into a chorus. The two invigilators were straining to answer each call. Having filled the main answer book, people were calling for additional sheets. They had much to write. Most of them first attempted questions they thought they knew best. They wrote everything they knew about it filling sheets, surpassing word limits. Irrespective of what was written, they could not have scored more than the maximum allotted marks. Having delved more on the few they knew best, they had less for all others they knew.  

I attempted serially from the beginning. I picked up parts relevant to what was asked from the picture in my head. My answers were short and in point form. I left enough space at the end of each answer so that I could come back and add if need be. I did that too; I had enough time. I took no additional sheets. When the results were published, I found space in the merit list. Many who used additional sheets did not make the merit.  

I used the same technique during the course also. I secured an “Alpha’ grade and the coveted ‘instructor’ certification. I became adept at using this technique to my advantage. It has helped me do well in all the competitive examinations and all the training programmes ever since. It helped me in efficiently deploying the fishbone techniques in investigations, defect identification, and arriving at the best possible outcomes. 

‘ABCD’ of Things 

I extensively use the technique in my training programmes also. Over a period, I learnt to retool it to deal with issues in real life. I call it ‘ABCD’ of things.  

Irrespective of longevity, life is a marathon, a race to an objective in depth. Our existence in a society is a continuum of changing situations, an amalgam of interpersonal relationships and intrapersonal equilibrium. Whether we want it or not we have to deal with people, good or bad and situations favourable or unfavourable. Assigning the quantum of relevance is very important for the outcome, short and long term. But how? 

Advance Assessing 

Classic mechanised formation consists of many tanks, combat vehicles, artillery, anti-aircraft guns, attack helicopters, and a myriad of logistics elements with people to operate each of it. Housed in barracks, it is an idle resource. Its potential is best elicited when it advances towards the objective according to a plan. Both adversaries have resources. Only one emerges victorious. ABCD makes the difference.   

Each one of us is like a mechanised formation. Inactive, we too are idle resources. Unless we have an objective to advance towards, there is no progress. Life without purpose is only existence. When we advance, we will come across obstacles big and small, opponents strong or weak, and situations benevolent or vicious. We may have to tread unfamiliar terrains. Some may even be deceptive. But advance we must. Nothing must stop us.  

Advancing in life calls for assessing people and situations. When it comes to people, we have the choice to associate or dissociate, engage, or ignore, cooperate, or compete. Choice of the option depends on the inevitably of the person to our objective and the accuracy of our assessment. 

Assessment of situations must also be linked to our objectives. It must result in determining the extent of our association. Situations existential or vital to our objective will need intense participation. Others can receive differential intervention. Some though irritating can be ignored or avoided while a few may need to be contained 

Bridge or bypass 

Dissipating force levels to address distractions enroute to the objective severely erodes momentum of operations. The long line of trucks and tanks on the road to Kiev, unless so planned, was the result of poor assessment by someone and poorer execution by everyone else. Assault on Kiev could never be mounted and victory remains elusive. With innumerable imponderables, life too is like that.  

The trickiest of imponderables in life are people, each one driven by their own inadequacies and insecurity. There are many who we must associate with. Launch bridges to reach them. Even if they are not inclined to, keep the bridge head open. There will be many who we should not associate with. Bypass unwanted distractions. Beware of pretenders.  

Avoid and ignore people who are detrimental.  At times it may not be possible due to spatial constraints. Requirements of societal life may dictate coexistence with rabid, unreliable, selfish people. They may be our relatives, colleagues, neighbours and even sworn enemies. Their mere presence may be festering. But, giving them time more than what they deserve will cost us our objective. Engage only to contain them, otherwise bypass. At times we have to bear with unbearable. Call it luck!

 

Nothing is permanent. Situations, like seasons, will change. Good going can turn bad and bad become good. When going is good and weather favourable, race along and cover as much ground as possible. When it hits turbulence, manage the present, look beyond the immediate, cast the bridge beyond to establish the bridgehead and surge through the obstacle. When the situation is incomprehensible, persevere and hang on. At times it is best to retreat to recoup and relaunch elsewhere. Buy or bide time but static kills.  Create the picture that you want to see ahead. In most cases it fructifies. Accuracy of assessment is the key. 

Cooperate or Competing to Capture  

Even successful operations do not go exactly as planned. Victors in war seldom win all battles. Individual battles do not aggregate to decide the outcome of a war though each loss in the battle has a price. The loss in one battle could negate all the victories so far and cut short the campaign itself. History is replete with examples.  

It is important to understand that today is not the only day in life and today's success or failure does not necessarily define our ultimate success or failure.  Life is not even the sum of successes and failures. However, giving up for good, giving no chance to oneself to pick up the gauntlet once again essentially terminates the journey in defeat. There are times when we must decide between cooperating and competing. It is natural to hesitate but devastating to be indecisive.  Deciding not to respond could be a good decision but that coming from indecision is detrimental.  

When it comes to people it is not necessary to win over all the people we meet. Many are not worth any effort. Let barking dogs bark and beware of the ones that could bite. Success lies in identifying whom and assessing how much. Similarly, when it comes to situations, we may be called upon to decide whether we should continue or give up. Cardinal rule is not to reinforce failure and the caveat; all easy goings do not lead to success. 

Dictating Destiny 

There is a sense of helplessness when we talk of ‘Taqdir’, ‘Bahgya’ or Destiny. Many, even when they achieve prominence by sheer ‘Bhagya,’ ‘Taqdeer’ or destiny, create stories of struggle and a fictional army of opponents they had overcome. Destiny is not always limited or facilitated by the accident of birth or natural turn of events.  Success comes when we decide our objective, define our journey, and doggedly persevere. 

Success comes to those who can dictate their own destiny. In most cases they even define others destiny.